There Are Still Some Problems In The Understanding And Operation Of Motivation.

Case introduction

B state owned construction company was established in 1953, and was decoupled from the army in 1998. It is the first batch of approved national housing construction project general contract qualification enterprise approved by the Ministry of construction. It also has 2 general contracting first level qualifications, 5 professional contracting first level qualification and 3 design grade a qualification.

It can undertake the construction general contracting of various industrial, civil, energy, pportation and municipal engineering projects, as well as the construction of roads and bridges, steel structures, curtain walls, aluminum alloys, elevators, decoration and decorations.

The company has several civil construction sub branches, professional branches and subsidiaries.

The company's annual construction capacity exceeds 5 million square meters.

The construction output value has been stable around 3 billion yuan for a long time, and has entered the top 500 of Chinese enterprises for three consecutive years.

In recent years, B state-owned construction companies have paid more and more attention to the incentive problem. They have tried to reform the relevant systems, and have achieved some results. However, there are still some problems in the understanding and operation of incentives.

　　一、認為激勵就是獎勵

In the considerable part of B state owned construction company, the two level companies and their grass-roots project departments simply think that incentives are incentives, so when designing incentive mechanisms, they usually consider one-sided incentives, ignoring or ignoring constraints and punishments.

Although some project departments have also established some security and quality constraints and punishment measures, but because of the influence of the concept of "human kindness is a fine tradition", it has not been resolutely executed and become a mere formality, and the result is difficult to achieve the desired purpose.

　　二、缺乏有效的績效考核制度

Although in recent years, B state-owned construction companies have carried out the reform of the salary system based on post wage in the two level organs and the grass-roots project department, and completely changed the situation of equalitarianism. However, a relatively scientific and reasonable performance appraisal system has not been established.

As an important system closely related to the salary system, the performance appraisal system must complement each other in order to achieve effective incentives.

The performance appraisal of the two level organs is organized at the end of the year, and the assessment cycle is too long to achieve the immediate incentive effect. At the same time, the reward scope is narrow, and the evaluation index setting is not reasonable; the performance appraisal of the grass-roots project department varies widely; some do not have the so-called examination at all, and how much the wage is fixed; some are formality, there is a serious phenomenon of "alternate sitting"; some assessment indicators and assessment methods are not scientific, and the assessment results can not reflect the strategic requirements.

In short, the performance appraisal work can not effectively play the incentive role of "encouraging the advanced, promoting the backward and improving the performance".

　　三、同樣的激勵適用于任何人

In the process of implementing incentive measures, some two level companies of B state owned construction company and their grass-roots project department did not seriously analyze the needs of employees.

For example, the higher level technical personnel and management personnel of the grass-roots project department have more needs from the inner spiritual aspects, but our incentive to them is mainly focused on salary and salary, which is basically no difference from the other staff's incentive points, and little attention has been paid to their mental stimulation (except for the advanced individuals at the end of the year, usually no corresponding spiritual reward) and work motivation (few promotions for employees), especially for technicians, except for promotion to chief engineer or deputy director.

　　四、有關福利項目多，但是平均主義嚴重

The welfare projects of B state owned construction companies mainly include living allowance, construction subsidy, housing subsidy, pportation subsidy, lunch allowance, labor insurance articles, sunstroke cooling fees, festival objects, one-child health care fees, hardship subsidies, etc. there are too many welfare projects and higher overall cost.

In addition to the relatively large amount of allowance enjoyed by the limited projects such as traffic subsidy and hardship allowance, most of the rest of the staff enjoy the fine distinction of ten yuan due to different sex, length of service and identity.

One of the most striking examples is that when giving holiday objects, they seldom consider the actual situation of employees, such as cooking oil, rice and flour for single employees. Most people can only solve the problem by selling or giving away people, and they also increase their pportation expenses.

Instead of doing so, it is better to cash in or sell the coupons, and employees can get what they want.

　　五、難以滿足年輕員工的正常休息、社交等需求

The fine tradition of B state owned construction companies is hard work and tough fighting. This is a good style of work. But with the gradual development of the company, young employees enrich their posts. They need the necessary free time to study, participate in various gatherings and social activities to meet their desire to further improve themselves and expand their social needs in their work.

B state-owned construction companies are encouraging old comrades to work overtime and give up the spirit of everyone. However, they neglect the fact that there are many young employees and no small family at all. They even have no time to find or have no time to sociate. If they are allowed to stay away from work as well as their old comrades, they will surely frustrate their enthusiasm for work, so as to artificially curb their higher demand for social interaction.

　　六、培訓的激勵作用未有效發揮

Training is a good incentive, but due to the unclear division of training responsibilities between the human resources department and the training center, the weak learning consciousness of employees, the inaccurate training needs analysis, the training expense reimbursement, and the unclear rights and obligations related issues, the training effect is rather poor. The training fee for each branch is only a few certificates per person per year. However, there is very little work to do well in experiments, data and measurements. Most of these jobs must also use short-term contract workers.

　　專家建議：

In view of several problems in the incentive mechanism of B state-owned construction companies, the author thinks that the following points should be paid attention to in perfecting the relevant systems and constructing effective incentive mechanism for B state-owned construction companies.

　　一、物質激勵和精神激勵相結合

Material benefits, of course, are the basic factors to play an active role, but spiritual demand is also a huge driving force, which is a higher level demand for material demand and can play a lasting role.

Therefore, when improving the comprehensive treatment of employees, they should focus on their job satisfaction, including challenging and interesting work, encouraging innovation and realizing individual needs at different levels.

Specifically, material incentives usually include bonuses, promotions and wages. These are positive stimuli. For a small number of people who work hard and engage in malpractices, it is a negative stimulus to deduct their bonus and reduce their wages.

Although material incentives are indispensable, companies should also attach enough importance to spiritual stimulation.

According to Maslow's hierarchy of needs, in addition to meeting the physiological needs and safety needs of employees, the company should also satisfy different levels of social needs, respect and self actualization of most employees.

The main methods are as follows: to satisfy employees' training, entertainment and social needs, and to ensure that employees can take a day off a week (which is better and can operate) than the arrangement of concentrated recuperations, and to give employees more trust in the project department or organs, so that employees can be trusted and respected, rather than criticize the mistakes as the main ones; create a safe and comfortable working environment for employees as far as possible, expand the scope of work, enrich the work content, diversify and integrate the work, increase the scalability of working hours, and establish an enterprise style and corporate culture based on team friendship, so that employees feel that the work itself is a kind of enjoyment, so as to better motivate employees at the spiritual level.

　　二、薪酬制度為主，績效考核為輔

At present, we should continue to increase the reform of the salary system, and strive to solve the problems such as the external competitiveness of the remuneration, the fairness within the company, the fairness of individuals, etc., and gradually solve the main problems such as the relationship between the income distribution of the organs and the grass-roots employees, the accuracy of the calculation of the contracted indicators of the basic units, the linkage between the basic unit employees' income and the unit benefits, and so on, so as to raise the incentive function of the remuneration and further mobilize the enthusiasm of the staff.

At the same time, we should further encourage companies to further improve the performance appraisal system on the basis of the original reform results, and correct some companies' erroneous tendencies that more companies belittle performance appraisal after the implementation of the project manager contract system.

The key points of perfection include: how to combine the assessment index with the overall index (strategy) of the project department, the setting of the examination form for different posts, how to ensure the relative consistency of different business examination standards, and how to effectively feedback the results of performance appraisal, so as to promote the improvement of staff's work.

　　三、改變固有模式，嘗試彈性福利制度

The existing welfare system emphasizes egalitarianism and high cost, but the effect is not obvious. The so-called "flexible welfare system" refers to buffet welfare, that is, employees can freely choose the welfare they need according to their actual conditions from the welfare items provided by the unit.

The train of thought is the A+B mode, where A is a fixed welfare item, such as living allowance, lunch allowance, labor insurance supplies, B is freely chosen by employees in other projects, but it must be guaranteed that the total amount of money converted into it can not exceed a certain amount.

In particular, hidden benefits such as housing involve a large amount of money. If it is explicit, it can be considered that the people who have not been assigned to the house should be properly subsidized.

Although the flexible welfare system has higher management cost, it is more targeted and more humane. In the long run, it is a welfare system worth trying.

　　四、加大培訓力度，注重長期培養

While giving full play to the enthusiasm of employees, enterprises should also pay attention to their long-term development. They should not ignore their immediate interests and ignore their long-term development.

In a knowledge-based economy, employees constantly learn new knowledge and explore new technologies continuously to promote self improvement and self-development. This voluntary recharge is the result of self suggestion and encouragement of self development desire, and is not only satisfied with the competence of existing or existing work. Its goal is to lay the foundation for future career development.

Therefore, the company should find out the training needs of employees, develop training system suitable for different levels of personnel as soon as possible, meet the learning needs of different levels of personnel, make the knowledge system of employees keep up with the changes in the external environment, and sign training and cooperation with different levels of personnel, stipulate the period of service after training and the liability for breach of contract.

In addition, in the choice of training objects, we must embody the idea of "motivation", that is, key personnel training, so that employees realize that training is actually a welfare rather than a task.

　　五、提供施展空間，建立晉升機制

The two levels of company organs and grass-roots project departments should try to provide enough space for employees to fully display their talents, and establish a double / multi step promotion system for employees in the construction industry.

Specific measures are: efforts to create an atmosphere of encouraging innovation and making mistakes, so that most people can fully display their talents, so that employees have a sense of achievement; and the promotion of the company's current professional and technical personnel is the traditional way of promoting it to the limited management level of the chief engineer and the chief of technical and technical inspection department (deputy director). The disadvantages are as follows: when the technical personnel become managers, their accumulated technical knowledge and experience can hardly play their full role; most employees have no chance of promotion and can not see hope.

Therefore, it is suggested that two or more upgrading steps should be provided to all kinds of professional and technical personnel, one is to manage roads, the other is technical roads, such as the establishment of technicians, senior technicians, assistant chief engineers, deputy chief engineers, chief engineers and senior engineers.

At the same time, it also supports the remuneration. To a certain extent, it can better solve the problem of "ceiling" in the career of skilled workers.

Similarly, budget, security and other business outlets can also be referenced.

　　六、考慮個體差異，實行差別激勵

Companies should fully understand the needs of different employees and give appropriate incentives to better achieve their goals.

According to the expectation theory: power = titer * expectation (titer) refers to how much value the individual has toward the goal. The expectation value refers to the individual's assessment of the possibility of achieving the goal, which determines the work enthusiasm of the employees.

The company should first understand the different people's awareness of the importance of promotion and salary increase to their individuals. If the staff of the project department really likes to move to the position of chief engineer, then the price of promotion will be great for them. At the same time, the company should create conditions to make it possible to achieve this goal and to increase the value at sight. Only in this way can the enthusiasm of employees be fully mobilized.

　　同時公司在制定激勵機制時一定要考慮到如下一些個體差異：在性別方面，女性員工相對而言對報酬更為看重，而男性則更注重企業和自身的發展；在年齡方面也有差異，一般20-30歲之間的員工自主意識比較強，對工作條件等各方面要求比較高，因此“跳槽”現象較為嚴重，而31-45歲之間的員工則因為家庭等原因比較安于現狀，相對而言比較穩定；在學歷方面，有較高學歷的人一般更注重自我價值的實現，既包括物質利益方面的，但他們更看重的是精神方面的滿足，例如工作環境、工作興趣、工作條件等，這是因為他們在基本需求能夠得到保障的基礎上而追求精神層次的滿足，而學歷相對較低的人則首要注重的是基本需求的滿足；在職務方面，管理人員和一般員工之間的需求也有不同，因此公司在制定激勵機制時一定要考慮到員工的個體差異，這樣才能收到最大的激勵效力。