Asking for a speech: the importance of employees' sense of ownership in enterprise development

the most important embodiment of employees' enterprise consciousness is their sense of ownership, that is, their enthusiasm, initiative and creativity in business operation and management as the main body and dynamic force of the enterprise.

concrete performance:

consistency between personal goals and corporate goals; Coordination between personal interests and enterprise interests; Employees have a strong sense of responsibility and mission to the enterprise, and employees and enterprises share the same honor and disgrace, and always pursue the value.

it is a thinking mode of observing the enterprise and being highly responsible for enterprise affairs from the perspective of the owner of the enterprise, which is diametrically opposed to the employees' ideas of dependence and employment, and the idea of being a guest in silence about enterprise affairs.

cultivating employees' sense of ownership is the ideological basis for rationalizing the production relations within enterprises, realizing unity of will and collective struggle, and is also an important measure and strategy to fully mobilize employees' initiative, tap talent potential, enhance enterprise cohesion and improve enterprise combat effectiveness, so as to continuously adapt to the needs of market economy.

It is so important to cultivate employees' sense of ownership, but at present, the overall situation of employees' sense of ownership in many companies is not optimistic, which is seriously lagging behind the requirements of enterprise management and development. Mainly manifested in the following aspects:

First, there are blind spots in employees' understanding. The employment idea is serious, and it is wrongly believed that "the boss is the master and the employees are the servants" in enterprises, especially the awareness of participation in enterprise management is indifferent, and sometimes even an uncooperative attitude is adopted.

second, there are misunderstandings. Some employees misinterpret the status of the master, insist that "the master should be the master", and confuse the different connotations of having management rights and directly exercising management rights.

third, the pursuit is biased. Emphasize the status of the master, but ignore the role of the master, want power politically and benefit economically, but forget the responsibility of the master in behavior.

The reasons are both historical and realistic. There are both subjective and objective factors, which can be summarized as follows:

1. Employees are psychologically dependent and have the idea of "waiting, relying and wanting", and are used to hard management with rules and regulations and quota indicators as the content, and pay insufficient attention to people-oriented soft management.

Second, the ideological education work is not enough, focusing on production and efficiency, ignoring the cultivation of employees' healthy psychological quality with positive thoughts. Moreover, enterprises only require employees to fulfill their master obligations and assume master responsibilities, but they cannot fully establish their status and power as masters.

Third, employees cannot be given the warmth of a big family, and there is no "emotional investment" for employees, so employees have no desire and requirements to be masters.

fourth, the cultivation of the sense of ownership is insufficient, and it only stays in words and propaganda, which makes it difficult for the sense of ownership to become the ideological reality of employees. The old system has greatly dampened and suppressed the sense of ownership of enterprise employees.

fifth, the lack of democratic consciousness makes it impossible to speak out and brainstorm, which has become an artificial resistance to inhibit the sense of ownership.

In order to cultivate and stimulate the sense of ownership of employees, we should establish an inspiring and encouraging management system. At the same time, we should actively explore the art and strategy of management work, constantly improve the depth, breadth and intensity of work, so as to effectively cultivate employees' sense of ownership, and let employees fully realize that enterprises are the carrier of employees' interests and destiny, and employees' interests are inseparable from the fate of enterprises.

As a positive value concept and a complete psychological mechanism, employees' sense of ownership cannot be generated spontaneously, nor can it be expected to be effective by issuing two documents, ordering several systems and shouting a few slogans. Only by reforming the old system that nurtures inertia from the overall situation and eliminating the vulgar philosophy of life, especially by taking the opportunity of reform, we should mobilize and organize employees to participate in the whole process of reform. From the formulation of the reform plan to its implementation, we must follow the mass line and adhere to democratic discussion and public decision-making.

in order to fully stimulate the sense of ownership of enterprise employees, we should mobilize the enthusiasm, initiative and creativity of each employee, and we must further establish an effective responsibility system with clear responsibilities and strict rewards and punishments. According to the functional division of each unit and post, it should be decomposed layer by layer and implemented to people. Most importantly, in the business philosophy, we must establish a correct people-oriented thinking, fully and comprehensively cultivate and stimulate the sense of ownership of employees, and constantly optimize the internal human environment of enterprises, so as to form a top-down, left-right, concerted efforts and promote the healthy development of enterprises.

motivate employees

make them feel honor and disgrace, and strengthen your appeal and agitation. Unify their thoughts

Let them have the spirit of ownership

The spirit of ownership, that is, the spirit of being the master of the house, so that employees have a sense of participation: employees participate in various activities of the enterprise, have a sense of competition; employees are in a mental state of actively striving for the company to achieve profit goals, have a sense of innovation; they constantly strive to expand their thinking activities in new fields, have a sense of benefit; employees pursue the thinking mode of maximizing the company's interests and achieving great returns with small inputs, and have a sense of dedication:

The ownership of employees in the company can be realized in the following ways:

First, improve the effective mechanism and give full play to the stage of ownership of employees in enterprises.

second, adhere to democratic management and broaden the channels for employees' sense of ownership. Let employees participate in enterprise management as masters (for example, by brainstorming) to realize the self-improvement of employees' ownership spirit in the whole process.

third, give the right to be the master of the house, and provide the guarantee of the spirit of ownership for the employees of the enterprise. (such as "the right to know", "the right to vote" and "the right to supervise", etc.)

Fourth, take corporate culture construction as an important carrier for restructuring enterprises to cultivate employees' sense of ownership. It is necessary to determine the business philosophy of the enterprise, use the development goal and grand blueprint of the enterprise to boost morale, unite people, stabilize the team, and create a good corporate culture atmosphere.

5. Pay attention to employees' material interests, and ensure the material basis of enterprise employees' ownership spirit.

The spirit of ownership is very important. No matter what level, once an enterprise reaches such a spiritual realm, it will gain a spiritual support. It will become the source of self-discipline and self-motivation, the spiritual power of self-consciousness, innovation and active participation, and the internal call of pursuing Excellence and self-realization. And this mental outlook and psychological state is formed through the ownership role and pursuit of employees.

many facts have proved that a strong sense of ownership has been formed in all levels and various management of enterprises, including full decentralization and trust to front-line employees, interests and * * *, and "unbounded" risks of responsibilities. In this space enterprise, there will be a lot of talents.

Therefore, cultivating employees' ownership is an eternal theme in corporate culture construction.

In today's reform and opening up, enterprises are in a crisis of competition every day. In the face of fierce competition, some enterprises are in full swing, while others are facing bankruptcy. These are obviously two sharp contrasts. The proposal of this paper will arouse the deep thinking of enterprise leaders. Cohesion, as an invisible force in an enterprise, is conducive to employees' close unity, encouraging employees' morale, coordinating the relationship between employees and between employees and leaders, enhancing employees' confidence in the enterprise, stimulating employees' enthusiasm, initiative and creativity, and promoting the development and competitiveness of enterprises. Salt industry has a long history and rich cultural connotation. Nowadays, in the face of various challenges, strengthening enterprise cohesion will promote the development of salt industry, so that salt industry can survive in stability and develop in survival.

1. Corporate Cohesion and Importance

Corporate Cohesion is a centripetal force that enables employees to unite, trust each other, promote each other and work hard. It can improve the morale and spirits of employees, so as to improve work efficiency, enhance the strength and competitiveness of enterprises. Today in the 21st century, with the diversification of the world economy and the integration of the global economy, after China joined the WTO, more foreign-funded enterprises have merged into China. On the one hand, it promoted the development of China and made China go abroad and enter the world. On the other hand, this makes the competitive pressure of enterprises more and more serious. Personally, I think that the most important thing for enterprises to stand out from the competition and remain invincible is to enhance the cohesion of enterprises.

1. Cohesion is the spirit of an enterprise.

An enterprise is like a human body, and its employees are blood and flesh, while cohesion is a spirit of human beings, a spirit of tenacious struggle and courage to struggle. If a person doesn't even have this spirit, his life may come to an end; And if an enterprise does not have the spirit of enterprise, then it will inevitably go to extinction. In a crisis, it is the spirit that supports us to survive. The cohesion of an enterprise is also the spirit to support the survival and development of an enterprise. This kind of cohesion has become a link to closely connect the hearts of employees, so that employees can do their best and exert their strength to create wealth for enterprises.

2. Cohesion is the internal cause of an enterprise, and the internal cause is the foundation of the development of things.

As the old saying goes, "If you are busy outside, you must settle down first". The rationalization of the internal system and the standardization of the staff work system are important prerequisites for the smooth development of the enterprise. The enhancement of enterprise internal cohesion will enhance employees' work enthusiasm, so that employees' work mood will be high, without mutual suspicion, and they will be better involved in their work, so the work efficiency will naturally improve, and at the same time, it will also bring huge economic benefits to the enterprise. Good economic benefits can greatly enhance employees' cohesion. Such a virtuous circle is good for employees and enterprises, so it is imperative to enhance enterprise cohesion.

second, how to enhance enterprise cohesion and improve enterprise competitiveness

1. Enhance enterprise culture and establish enterprise image, thus enhancing enterprise cohesion

"Enterprise culture has the cohesive effect of enhancing enterprise harmony and cultivating employees' belonging". [1] Different enterprises have different cultural backgrounds, different regions and different cultural backgrounds, and valuable corporate culture will play a positive role in the development of enterprises. "Different enterprises have different ways of living, and different ways of living create different corporate cultures, while suitable corporate cultures make enterprises develop and grow". [2] As an intangible asset, corporate culture has existed in enterprises for a long time.

(1) Carry out humanized management in an all-round way

People have feelings, especially China people, who know how to repay kindness most. We should not be too harsh on employees, but should implement humanized management. The so-called humanized management is to set reasonable working hours for employees from the interests of employees, relieve their worries, not deprive employees of their surplus value, respect employees and treat every employee fairly. In this way, employees will also devote themselves to their work with more enthusiasm. Our company has always implemented humanized management, and has formulated a reasonable management system and a reasonable salary system from the interests of employees, with clear rewards and punishments for employees. Considering the current employment pressure, the company leaders recruit employees' children internally in the principle of fairness, openness and justice, which relieves employees' worries.

(2) Cultivating high-quality talents and promoting the development of enterprises

Talents are the key to the development of enterprises. Continuously improve the overall quality of employees, so that the quality of employees can be integrated into the corporate culture and adapt to the changing and developing needs of enterprises. The more harmonious this integration is, the stronger the cohesion of the enterprise will be. Enterprises should not only train in technology, but also train their employees' professional quality and moral level, so that their psychological quality can withstand the blow and not be in a mess at the critical moment of the enterprise. Stable psychological quality will help to sort out ideas in critical moments and find a road suitable for enterprise development, and cohesion will be formed in this process.

2. Respect employees and give full play to their responsibility as masters of the country

The establishment of the China * * * Production Party cannot be separated from the concerted efforts of the people of the whole country, and the people of China have turned over as masters of society. This sense of mission has formed our cohesion. Therefore, leaders should not only rely on their own opinions, but also listen to and collect the opinions of employees and let them actively participate in the development of enterprises. As the saying goes; Two heads are better than one. At the same time, it can also let employees buy shares of the enterprise, so that employees can become one of the shareholders of the enterprise, so that they can feel the status of masters and enhance the motivation of their work. Employees are pivotal partners in the enterprise and an indispensable force for its development. A person's ability is limitless. When a person is motivated, he can often exert more unexpected power. "James, a psychologist at Harvard University in the United States, found in his research on

employees that employees who are paid on time can only exert their abilities by 2%-3%; And motivated workers, because their thoughts and emotions are highly motivated, their ability can be brought into play to 8%-9%. That is to say, the role played by the same person after being fully motivated is equivalent to three or four times before being motivated. " [3] The morale of employees has been encouraged, and the cohesion has gradually increased with this encouragement.

3. Salary is the motive force to promote employees' work, and it is an indispensable condition to enhance enterprise cohesion.

Only a stable income can better mobilize the enthusiasm of the workplace, and the amount of income also reflects a person's life value from one aspect, which is a reward for paying and an enterprise's recognition for employees. We have learned in middle school textbooks that "the economic base determines the superstructure". "Although money is not the only force that can motivate people, money as a very important incentive factor cannot be ignored. Money is a reflection of many incentives. Money often has greater value than money itself, which may mean status and power. " [4] If the income distribution is too egalitarian, it will lead to the laziness of employees, which will lead to the low ambition of employees, which will make employees who contribute to the enterprise dissatisfied, make people feel refreshed and reduce cohesion. Therefore, "distribution according to work" should be implemented in the distribution of income, which has a reasonable gap. When employees see that pay and return are in direct proportion, employees will have a kind of trust in the enterprise. This kind of trust is conducive to mobilizing the enthusiasm and initiative of employees and enhancing the cohesion of enterprises.

4. Personal development is an indispensable link to enhance the cohesion of enterprises

The satisfaction of money is only the lowest desire of people, and personal development is its sublimation. We can know from Maslow's demand theory that he divides human needs into five stages: physiological needs, safety needs, social needs, respect needs and self-realization needs. These five needs are progressive. For some people, the demand for self-realization is the driving force of work. If an enterprise can fully provide such a development space for its employees and give full play to their talents, they will have a sense of belonging and identity with the enterprise. The stronger this feeling is, the stronger the cohesion will be. As the famous Hawthorne experiment revealed, simple changes in the working environment can lead to the improvement of production efficiency. You can change the position of office furniture and consider what benefits employees can bring by working outside different departments or offices for a while. It may be necessary to adopt some form of job rotation mechanism. [5] Let employees participate in various skills learning, training abroad and so on can motivate employees and enhance corporate cohesion.

5. Welfare treatment is the strong backing to enhance the cohesion of enterprises

Good welfare treatment is an enterprise that really cares about employees.