Recommend a book "motivating employees"

There are few books about employee motivation. I have read almost all the books that can be found in the market. What impressed me the most was the book 12 Required Reading for Staff Management.

"Required Reading for Employee Management 12" abandons the traditional theoretical preaching, pays more attention to practice, and truly achieves "integration of knowledge and practice". In addition, it is commendable that this book also covers all aspects of enterprise employee management, which is of great practical and reference value to business owners, team leaders and managers.

I also learned a lot of employee management and motivation skills from this book. After reading the book, I look back at the road I have traveled (five years of management experience) and find that many of my previous practices are actually wrong. Admitting a mistake is half corrected. At the right time, it is of great significance for many managers to adjust their management methods in time.

The book 12 employee management must read has brought me a brand-new concept and a new way of looking at problems. Today, I just take this opportunity to sum up some views and feelings about employee motivation in my management work for so many years.

These opinions can be roughly divided into two parts, one part is the commonly used motivation method, and the other part is the summary of employee motivation work. The above is just my humble opinion. To truly master the art of employee motivation, I recommend you to have a good look at Required Reading for Employee Management 12.

Eight commonly used non-material motivation methods. (a) Incentive paradigm

Example motivation means that managers choose individuals or collectives with advanced practices and outstanding achievements in the process of achieving their goals, give affirmation and praise, and ask other team members to learn from them, so as to stimulate the enthusiasm of the motivated and other team members.

Who is inspired by example? Many managers think that role models inspire others other than role models, which is biased. The example first inspires the example itself, and then other members besides the example.

Why do you say that? Example motivation is essentially identity motivation, and example is a symbol of identity. What kind of identity requires what kind of behavior, and behavior and identity must be consistent. For example, a good civilized driver must conform to the civilized driving norms.

The specific operation steps for managers to implement example incentives are as follows:

Look for benchmarks and set an example. Example is a banner, which gives people a direction and a goal, and can play a great incentive role. The role model chosen by managers in the team should be employees with outstanding performance, noble morality and decent style.

Establish channels and publicize them widely. Why did you choose him as an example? What did the role model do? Managers must publicize the deeds of role models to employees through various channels.

Lead by example and inspire motivation. We should give enviable rewards to role models, including material rewards and some special treatment. I have a client, who allows excellent employees of the company to enjoy the treatment that only corporate customers can enjoy. For example, excellent employees can use shoe polishers and toilets specially prepared for customers.

Managers should pay attention to the following items when using role models to motivate employees:

A role model needs to stand scrutiny. The deeds of role models should be based on specific facts, so as to be recognized by everyone and play an exemplary role for employees.

Guide employees to treat role models correctly. Example is not perfect, but also has shortcomings. Employees should be guided to pay attention to the advantages rather than disadvantages of role models.

Care about the growth of the role model itself. The example itself needs more growth, and the modest example can glow with the vitality of encouragement.

(B) emotional incentives

Emotional motivation refers to strengthening emotional communication, so that employees can get emotional satisfaction, thus stimulating their enthusiasm for work.

The news that Wu Qi, a victorious general in the Warring States Period, sucked pus from wounds for soldiers reached the soldier's hometown, and the soldier's mother burst into tears. The neighbor was puzzled and asked, "the general sucked pus for your son himself, but you were so sad, not moved." Why? " His mother replied, "The general also sucked pus for his father. After his father recovered from his illness, he bravely killed the enemy and died in the battlefield soon. This time, he sucked pus for my son, and his life is coming to an end. "

Wu Qi used emotional motivation. In order to strengthen emotional motivation, managers must go deep into front-line employees, exchange ideas, communicate feelings and enhance mutual understanding and trust. Managers should grasp three points when using emotional incentives:

Respect employees. Everyone's heart longs for respect, and respecting needs is the basic need of people. Managers' respect for employees should not stay in words, but should be reflected in specific behaviors-respect for employees' choices, respect for employees' creation, respect for employees' labor, and maintenance of employees' self-esteem.

Trust employees. Managers' trust in employees can make employees truly feel the existence of their own values, and then get the source of motivation for hard work. Trust employees from the heart and believe that they will do a good job; Learn to properly authorize and let employees do it.

Care and support employees. Managers should pay attention to employees' work and life, pay attention to employees' behavior changes, actively do practical things, do good things and solve difficult problems for employees, and encourage and help employees to do their daily work well.

(3) Praise and encouragement

Praise incentive, also known as praise incentive and recognition incentive, refers to managers' affirmation of employees' excellent performance and daily excellent behavior, thus stimulating employees' enthusiasm for work.

Everyone is eager for recognition. Influenced by traditional culture, most people don't want to praise others, thinking that praising others is demeaning themselves, which leads many managers to criticize employees more than praise them.

How can praise and encouragement be effective? There are three ways: one-to-one motivation, one-to-many motivation and back-to-back motivation. One-on-one means that leaders praise employees alone; One-to-many is the so-called word of mouth; Back-to-back is the recognition of employees through a third party.

Back-to-back is the highest level of praise and encouragement.

I remember once training in a company in Foshan. Mr. Li, the boss of the company, held my hand affectionately and said, "Mr. Tony, I finally met you today." Your tutor speaks highly of you. He thinks that your teaching level and ability to do projects have surpassed him. " I am very comfortable when I hear this sentence. I didn't mention any conditions, and I worked for him for two years with no regrets.

Managers should grasp two points when implementing praise and encouragement:

The message of praise must be specific. Saying you did a good job won't motivate you, because the information is not specific. "Xiao Wang, your statistics are very good this time, which gives me a clear and thorough understanding of the overall operation of the company." In this way, the information is specific.

The form of praise is more important than the content. What is form over content? The way you express yourself is more important than the content itself. You say "you did a good job" to the employee, and at this time, you are expressionless. When the employee hears this sentence, he doesn't know whether you are scolding him or praising him.

Targeted incentive measures

Goal motivation means that managers set goals for employees, stimulate their motivation, guide their behavior, make their personal goals closely linked with organizational goals, and stimulate their enthusiasm, initiative and creativity.

There is motive behind behavior, and people's behavior has a purpose. If the behavior has no purpose, the result will be very different. Generally speaking, if purposeful behavior has no result, only purposeful behavior can achieve satisfactory results. Any action is to achieve a certain purpose.

In order to produce good results, goal motivation must solve three problems:

The goal can be achieved. Managers set goals for employees. Too low or too high goals will not have an incentive effect. The goal that can only be achieved through the efforts of employees is motivation. Telecom enterprises once had an assessment goal for local companies: the arrears rate should be controlled within 1.5%, but local companies failed to achieve this goal, which led to local companies giving up this goal directly.

The goal should be recognized. The goal is to fully communicate with employees and reach an understanding between the two sides. Employees are willing to work hard to achieve the goals recognized by employees.

Welfare should be cashed. Some managers only talk about goals, not welfare, and such target employees will conflict. Only the goal cannot motivate employees, and the result of achieving the goal should be linked to the benefits that employees can get. Commitment to the interests of employees, as long as the goal is achieved, managers must cash in the benefits according to the rules of the game formulated before.

Once the goal is confirmed by both parties, managers should not lower the goal because it is difficult for employees to feedback the goal. The consequence of this is to lose the seriousness of the goal. Managers should not lower their goals, but should consider changing the rules of the game for goal assessment and motivation.

As mentioned above, the goal of arrears rate of telecom companies cannot be achieved, which leads local companies to give up this goal. Why do local companies give up? According to the assessment rules of provincial companies, if the default rate exceeds 2%, you won't score, in other words, there is no performance. When assessing the target performance, if the default rate of each local company exceeds 2%, it doesn't matter whether you are 2.5% or 3% at this time. According to the assessment rules, your performance is zero. This is why local companies give up their goals. Once the goal owner gives up the goal, the goal will never be achieved.

How to let the person in charge find a way to accomplish the goal instead of giving up? I give a suggestion to provincial companies: change the rules of the game for assessment and encourage them by ranking. In this incentive mode, although you don't achieve the set goals, as long as your goals are better than those of other companies, you can get a reward. The advantage of ranking incentive is that no matter how the goal is achieved, there must be the first and last place. This kind of target assessment incentive model has made the target responsible person see hope and produced a strong incentive effect.

Interest reward

Interest motivation means that managers arrange employees' work content according to their personal interests, thus encouraging employees to work spontaneously. Mahjong spirit in life is the best interpretation of interest motivation. Mahjong spirit has the following characteristics:

On call, never delay. I have a friend who is always on call whenever he hears his Ma You shout "three are short of one". No matter what he has, as long as he can spare time, he is always on call and never delays.

The environment doesn't matter, concentrate. The working environment is unsatisfactory. We always hear employees complain about being too tired, too dirty, too noisy and too hot. Playing mahjong is different. As long as he can play mahjong, even if there are mosquitoes and flies buzzing around and the dust is flying, Ma You never complains and is very devoted.

Don't complain about each other, reflect on yourself. In our daily life, people who play mahjong often say, "Alas, my luck is really bad. What a rotten card I touched! What bad luck! " Some mahjong players curse themselves and slap themselves in the face.

Never give up and start over. When encountering difficulties and setbacks at work, most people choose to give up and escape. People who play mahjong lose without affecting their fighting spirit. No matter how they lose, they will not give up easily.

20 14, go to the Great Wall for development training. At that time, the Great Wall Development required employees to rotate their posts regularly in order to find their own interests in their work. The company has a warehouse keeper who needs to take turns to do other positions, and the warehouse keeper is at a loss. After communicating with employees, managers found that employees like to do warehouse management, and the happiest thing in life is to do what they like. He hopes to retire after doing thousands of warehouse management jobs. Warehouse management is the interest of employees.

Managers should be good at discovering employees' interests;

What can be done to make employees not feel tired? Some people are not tired of reading data all day, others are not tired of watching football all night, and what they do does not make people feel tired. That's his interest.

Do something that makes employees don't care about returns. Some people like the feeling of the stage, you let him be the host, even if you don't give money, he is also willing. When a person is doing something that interests him, he cares more about the thing itself than the return it brings.

(vi) Participation incentives

Participation incentive means that managers create and provide opportunities for employees to participate in enterprise management, and through this process, they show their intelligence and encourage employees to create value.

In March 2004, Fujian Jinjiang Fuyuan Food Co., Ltd. held a company strategy seminar. In addition to middle and senior managers, the company also elected employee representatives. The human resources department is a newly established department, and its employees are all newly recruited college students. One of the college students was elected as an employee representative to speak at the strategy seminar on behalf of the human resources department. Through this move, employees have been greatly motivated. In May 2004, all the other five college students in the department took leave to go back to school to prepare their graduation thesis, and this student who participated in the company strategy seminar has been sticking to his post.

Why does this student stick to his post? The students' opinions in the strategy seminar were adopted by the company, and the requirements and wishes of students' participation in management were met. To this end, he is willing to make more efforts than others. This is a typical case of participating in incentives.

In order to achieve good results, we need to master two core elements:

Managers build platforms to participate in management. In daily management, managers can hold seminars on the problems of companies and departments regularly and irregularly, and encourage employees to make suggestions through participating platforms such as seminars.

Any opinions of employees should be respected. Some managers like to comment on the spot according to their own preferences when employees express their opinions. These practices are typical manifestations of disrespect for employees' opinions. When employees put forward their opinions, managers should not interrupt their conversation, and even if there are problems with their opinions, don't criticize them in public. The employees' opinions have not been adopted, so it is better not to say that the opinions are bad, only that the company does not have the implementation conditions. Otherwise, participating in enterprise management will not bring a sense of accomplishment to employees, and participation incentives will not be realized.

(vii) Promotion incentives

The promotion system of enterprises has two major functions: selecting outstanding talents and motivating existing employees. Promotion incentive is a process in which managers promote employees from lower positions to new higher positions, and at the same time give them responsibilities, rights and benefits consistent with the new positions.

Everyone has a growing demand, and promotion incentives can effectively meet this demand.

There is no promotion path, which is a problem in many enterprises' promotion incentives. First of all, promotion incentives should standardize the promotion path. Standardizing the promotion path is to standardize the future promotion direction of the post. For example, the next promotion direction of clerical posts is senior clerks; The promotion direction of the engineer position is

Chief engineer. Standardizing the promotion path is to divide all positions in the company into several job groups, and each position can be gradually promoted within its own job group.

Secondly, promotion incentives should establish a promotion ladder. The promotion ladder shows how many jobs there are on each path and how they are distributed. For example, clerks take administrative affairs, engineers take technical classes, managers take administrative classes, and marketers take sales classes. Taking sales as an example, the positions of sales staff are divided into account director, senior account director, account manager and senior account manager, and each position is graded to establish a promotion ladder.

Third, the promotion incentive mechanism should set promotion standards. Standardizing the promotion path and establishing the promotion ladder does not mean that employees can only be promoted by working years. Whether an employee can be promoted depends on whether the employee has reached the promotion standard of the post. Promotion criteria include:

Job qualifications, including education, major, professional years, peer years, equivalent post years, etc.

The ability requirement of the post, that is, the ability to adapt to the post.

Performance requirements, that is, the performance standards required for promotion to this position.

Finally, the promotion incentive should establish the salary that matches the promotion position. Some enterprises have job paths, promotion ladders and job promotion standards, but the salary gap between ladders is too small, which greatly reduces the effect of promotion incentives. Promotion incentives must establish wages that match the promotion position.

In the implementation of promotion incentives, we should pay attention to the following three aspects:

Promotion incentives should be positive and negative. Only the promotion with positive motivation can easily make employees lazy. Establish a negative incentive standard for demotion, and demote those who meet the demotion standard to ensure the flexibility of the promotion incentive mechanism.

Equal opportunities. The rules of promotional games must be transparent. As long as employees meet the promotion conditions and pass the examination, they should be given equal opportunities for promotion, and the fairness of the rules can generate greater incentives.

The combination of "ladder promotion" and "exceptional promotion". "Step-by-step promotion" means that for most employees, this promotion can avoid blindness and has high accuracy. However, special talents and extraordinary talents should be promoted without exception, so that rare talents will not be lost.

(8) Honor Award

Honor incentive refers to linking employees' work performance with promotion, promotion, evaluation of advanced and selection of models. And give them some honorary titles as the basis for motivating employees through honorary titles.

Maslow believes that self-realization is the highest level of human needs. Honor incentive is an ultimate incentive means. From the perspective of human motivation, everyone has the need for self-affirmation and glory. It is a very effective spiritual incentive method to give necessary honor to advanced employees with outstanding work performance and let them realize their own value.

In terms of honor incentive, IBM established "100% club". Employees who complete the annual task will be approved to become club members, and employees and their families will be invited to the grand party of the company. Through this kind of incentive, the employees of the company take the qualification of "100% club" as the first goal, with the aim of obtaining this honor.

Honor incentive is an important means of effective incentive, and the specific measures are as follows:

Carry out outstanding employee appraisal activities. At the end of the year, most companies have excellent employee appraisal activities.

Give employees the honor of performance competition. Such as the best management coach, the best service champion, the best sales champion, the best payment champion and so on.

Issue internal certificates or letters of appointment. Guangdong Engineering Co., Ltd. of China Railway Third Engineering Bureau will issue letters of appointment to internal trainers.

Encourage employees with the help of honor wall and enterprise yearbook. Photos of outstanding employees are hung in the elevator of the office building of Guangzhou Telecom Tianhe Branch.

Name something after an employee. Courses developed by Gome's internal trainers will be named after employees.

In order to maximize the effect of honor incentive, we should pay attention to the following matters when implementing honor incentive:

Honor incentives are linked to bonuses and benefits. Chongqing Meihua Decoration Co., Ltd. organizes the annual excellent employee tour exhibition, which is helpful to strengthen the implementation effect of honor incentive.

Honor incentives don't be stingy with titles. Honorary title incentive refers to the promotion of employees' professional titles without adjusting their jobs, that is, under the premise that the current job content and affiliation remain unchanged. It is an effective way to apply honorary title incentive to change the title of department manager of Guangxi Mobile Company to general manager. Because people are more face-saving, in other words, people have a need for communication and respect, and titles are often conducive to meeting this demand.

Don't ignore the incentives for backward employees. In order to motivate backward employees, many companies have set up the Best Progress Award in Sales and the Best Progress Award in Service.

Summary: Eight key points of motivation Motivation is the key to whether employees' potential can be stimulated or not, and it is an important means for managers to improve organizational performance. How do managers motivate employees? Simply make a summary:

Understanding demand is the premise of motivation. To effectively motivate employees, managers must first understand the needs of employees. Only by understanding the real needs of employees can we implement effective incentives.

The demand needs to be considered whether it can be met. Not all employees' needs should be met. Within the scope of resources, managers should meet the needs that can be met and guide the needs that cannot be met.

Demand analysis should be dynamic. The needs of employees will change with the change of time, space and angle. In order to effectively motivate employees, managers need to dynamically analyze the needs of employees.

Clear motivation can produce action. Only when there is demand will employees have the motivation to act. Only when employees know the benefits that demand can bring or the disadvantages that demand can't be met will they have the motivation to act.

Be good at using non-material incentive strategies. As a manager, there are very few available material incentive resources. In order to effectively motivate employees, managers should be good at using non-material incentive strategies such as example incentive, emotional incentive, praise incentive, goal incentive, interest incentive, participation incentive, promotion incentive and honor incentive.

Use incentive countermeasures according to ability. When guiding employees to meet their needs, managers need to consider the ability of the motivated. When employees' ability can't meet their expectations, the incentive effect will be greatly reduced.

Implement incentives according to the elements of willingness. Identity, belief and values are the core elements that affect employees' wishes, and managers can think about specific incentive countermeasures according to these elements.

Use incentive countermeasures according to the environment. The incentive strategy cannot be fixed. To produce a good incentive effect, we need to consider the motivated object itself and the time and space it faces.