How Do Employers Find Incentives?

　　案例分析 

So in the preceding situation, the boss gave the employees 1000 yuan bonus, which only eliminated the unsatisfactory factors of the employees' income, and reached the state of no dissatisfaction, but this is not to say that the employees were satisfied with the income, and in order to maintain this satisfactory state, everyone would go to work hard.

On the contrary, this bonus only keeps employees moderately motivated and maintains the basic status quo of work.

If the 1000 yuan is stopped, then it will go to the opposite of "no dissatisfaction". It is not surprising that employees are generally dissatisfied.

American psychologist Herzberg put forward the "two factor theory" in 1959.

Herzberg believed that the correct view should be: the opposite of "satisfaction" is "no satisfaction", not "dissatisfaction"; similarly, the opposite of "dissatisfaction" is "no dissatisfaction" rather than "satisfaction".

Herzberg further stated that the factors leading to employee satisfaction are essentially different from those contributing to job dissatisfaction.

The boss eliminated the factors that dissatisfied the employees in their work, and only maintained the "health care" state without discontent, but did not have a positive incentive effect on employees. In other words, these factors could only comfort employees but not motivate employees.

Herzberg believes that those factors related to people's dissatisfaction, such as rules and regulations, wage levels, working environment, and dynamic protection, will lead to people's dissatisfaction with their work. However, handling well is nothing more than preventing or eliminating such dissatisfaction, but it can not play a real incentive role.

Therefore, Herzberg called this kind of factors that can only keep people's enthusiasm and maintain the status quo of work as "health care factors".

It is "motivating factors" to differentiate from "health care factors".

Herzberg believes that only the "incentive factors" can really play an incentive role for employees.

These "incentives" include:

(1) opportunities for performance and pleasure from work;

(2) a sense of achievement in work;

(3) rewarded for good work results:

(4) expectations for future development;

(5) sense of duty.

Herzberg advises the boss that if we can improve ourselves in these "motivating factors" that are closely linked to the work itself, we will be able to motivate our employees.

Of course, these incentives are not provided, and employees will not immediately be dissatisfied.

But visionary bosses are not limited to doing articles only on the factors of health care, because the elimination of dissatisfaction itself can not motivate people to work hard.

Thus, in terms of how to motivate employees, Herzberg's "two factor theory" has shifted the boss's attention from "health care factors" to "motivating factors". But how to operate in the specific practice of enterprises, I believe the following suggestions will have substantial help to the boss: avoid "motivating factors" into "health care factors".

Herzberg believes that only the "incentive factors" can really play an incentive role for employees.

For example, if the bonus varies according to the performance and efforts of employees, the employees will obviously expect that hard work will bring tangible material benefits to the individual, so that employees can get a great degree of motivation.

But in this case, an important reason why a boss can't motivate his employees is that he pformed the bonus as an incentive factor into a "health care factor".

Because this bonus has a fixed date and equal amount to everyone, so in nature, it has nothing to do with the monthly salary of employees who belong to the "health care factor", which separates the relationship between bonuses and employee performance, and encourages the laziness of staff work.

The only thing that employees expect is the arrival of the date, the bonuses for security, but the good performance.

It should be noted that there are many examples of the pformation from "motivating factors" into "health care factors" in practice.

For example, some companies pay dividends on a fixed basis every year which do not fluctuate with the company's performance. Some companies are only promoted according to the time they work for a certain period of time, and so on.

Therefore, we must remind our boss that we must let the "incentive factors" really play an incentive role, and avoid turning the "incentive factors" into "health care factors".

Use goal motivation.

Research on goal setting shows that setting appropriate and challenging goals can produce strong incentives.

But when employers expect employees to encounter resistance in challenging jobs, it is most appropriate for employees to participate in setting goals.

For a certain number of tasks, there are usually three indicators to measure the effect of completion: the quality, time and cost of the task completion.

From the boss's point of view, it is bound to require the highest quality of task completion, the shortest time and the lowest cost. But from the employees' inner expectations, the quality of task completion should not be too harsh, and time should be ample enough, and the cost of consumption can not be too limited.

This creates a degree of disagreement between bosses and employees.

A reasonable goal setting requirement, in the three elements of the quality, time and cost of the task, the boss decides up to two of the factors, and the remaining factor must be determined by the employees.

Check the fair system inside the company.

It is hard to imagine that an environment without fair competition will inspire employees' enthusiasm for work.

The ideal fair system should let employees feel equal to their own pay and income.

Different employees' experience, ability, effort and other obvious items should be reflected in the income, duties and other income of employees.

As in this case, every employee receives the same amount of bonus on a fixed date, which in itself obliterate the basic fact that every employee is a special individual with different working abilities and enthusiasm.

Therefore, in order to motivate employees, the boss should give different incentives on the basis of establishing a fair incentive system based on the different working abilities and performance of different employees.

Don't ignore the money factor.