Confusion And Experience Of Labor And Capital Conflicts

Although many private entrepreneurs have realized that building harmonious labor relations and upgrading

As the boss of an electronic parts manufacturer in Cixi, Zhejiang, Li Xiangfei suffered many puzzles.

The boss of the labor-intensive enterprise raised wages by 15% in 2011, regardless of the increase in the cost of the enterprise.

But even so, employees are not as happy as they imagined, and their work efficiency is not improving.

What's going on here?

Who is the owner of the business?

It is true that ownership is the capital side of ownership, but Feng Yali, chairman of Hai Liang group, thinks that only by taking the staff as the master of the enterprise will the enterprise have the cohesive force and innovation power, which will lower the cost and improve the efficiency.

"I always hope that every employee can enjoy the happiness of growing up in Hai Liang."

However, many people have a serious mentality of working: work is done for the boss, he is to earn some wages - this is the boss and management puzzled work mentality.

In the enterprise, the vast majority of people will consider the problem from the perspective of their own interests.

"For example, the labor contract law stipulates that all employees must pay various kinds of insurance. Enterprises are willing to increase their cost to employees, but some employees are unwilling to pay, but they want to send money directly to him."

A Zhejiang businessman said.

Labour relations, of course, is remuneration, which is the most prominent contradiction.

Bosses always think, what do you use to prove your market value? Of course, it is performance. If employees do well first, I will not treat you unfairly.

But on the other hand, most employees think what motivate me to do that? The basic salary you give is high enough. I will definitely do it well.

All these phenomena must have similar feelings between the boss and the employees.

Why does this phenomenon exist and repeat in most bosses and employees? It always weakens combat effectiveness. How can it be improved? How can we improve it? Transposition is the root of the problem.

"If the boss can think about the problem from the employee's point of view, at least it is helpful for effective management and employee interworking.

In the same way, if employees consider the problem from the boss's point of view, they can also contribute greatly to their work arrangements and communication with their bosses.

Chang Kai, director of the Institute of labor relations at Renmin University of China, has put forward his own views on the perplexity of entrepreneurs.

He believes that in the issue of how to embody the status of employees, entrepreneurs should implement "full participation management".

"This participation management law encourages employees to give full play to creativity in order to achieve organizational goals, so that employees can have a certain say in their affairs closely related to them, which can bring huge profits to the enterprises, and at the same time, to some extent, meet the needs of employees' self actualization."

Chang Kai also believes that a simple equity sharing incentive mechanism can not completely bring employees a sense of belonging. Managers create conditions for them to participate, enabling employees to feel the pleasure and sense of achievement, and ultimately gain the recognition of their benefits and superiors.

Will investment bring rewards?

What makes the entrepreneurs feel at a loss is that the construction of harmonious labor relations has increased the operating costs of enterprises, while the profits of enterprises have not seen significant growth.

"Since the promulgation of the labor contract law, the human cost of our company has increased by about 20%, and in the process of building a harmonious labor relationship, we need to invest some money, but these investments have not found corresponding returns, but the profit margins of enterprises are falling."

A Hangzhou entrepreneur thinks that the price of happiness is too high.

It is true that the overall level of human cost will undoubtedly exceed that of the past, and the increase in labor costs is almost fatal to some enterprises in low-end industries.

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Zhuang Qichuan, chairman of the nice group, suggested that the government should apply the way of lowering taxes to ease the pressure brought by the increase in labor costs to enterprises.

"For example, some benefits to employees can be included in the tax so as to reduce business pressure."

"Harmonious labor relations are directly proportional to the size of enterprises. The larger the scale is, the more standardized they are in terms of employment, while small businesses are unable to systematically build harmonious labor relations."

Yu Jianxing, vice president of the school of public administration, Zhejiang University, believes that some enterprises may feel "worthless" in the short term for the construction of harmonious labor relations, but they are beneficial to their long-term development and management.

"They can mobilize the enthusiasm of workers under the premise of fully respecting the rights and interests of workers, so as to improve labor efficiency, increase enterprise returns, and pform labor-intensive enterprises into technology intensive enterprises, so as to increase the operating costs of digesting enterprises."

Yu Jianxing said that in the eyes of real entrepreneurs, improving the core competitiveness of enterprises is the fundamental responsibility of business leaders.

Enterprises need strategic thinking for the future.

Besides high salary, what else?

In the view of Lu Junqing, chairman of the board of directors of Beijing Tian Jiu Wei Ye group, it is far from enough to build a happy enterprise with high salary. For this reason, he talked about six experiences accumulated in practice.

First, build a harmonious and friendly enterprise.

If an enterprise is full of harmony and fraternity, then the enterprise should be happy.

How can we achieve harmonious friendship? The key is to achieve "more than 3" and "four pairs".

"More than 3" is to see more about the merits of others, think more about the advantages of others, and help others.

"Four pairs" means respecting and respecting, respecting, respecting, respecting, respecting, respecting, respecting, respecting, respecting, respecting, respecting, respecting, respecting, respecting, respecting, respecting, respecting, respecting, respecting, and following.

Second, build a happy working enterprise.

Money is the material foundation of happiness, but money is not directly proportional to happiness.

The same is true for employees. Many employees earn more and more money, but their happiness index is getting lower and lower.

It is hard to be happy without money, but only money is not necessarily happy. We must create a happy working environment for our employees.

The company must have a clear and ambitious goal. Every employee must have a clear goal, so that everyone can work to achieve their goals at all times.

Work with purpose, pain is joy, hell is paradise.

Without a sail, all winds are against the wind.

The two is to set up a set of happy work mechanism, the core is three: to appoint people to be wise, to work harder and get more, to compete fairly.

The three is to create an atmosphere of happy work. The key is to achieve "three or three less": praise the criticism of the young and the American, guide more and criticize less, make more complaining and complain less.

Third, build a common and prosperous enterprise.

In some European countries, the wages of many employees account for about 50% of the cost, and the lowest is 40%. If less than 40%, participation in tenders will be restricted.

The average wages of employees in many Chinese enterprises account for only about 10% of the cost.

I am not saying that everyone should be the same as the West. However, increasing the wages of employees, narrowing the gap between the rich and the poor, and ultimately achieving common prosperity must be the trend of social development.

Therefore, entrepreneurs must pay attention to the development of the company, the treatment of employees must rise rapidly, and the growth rate of staff salaries should at least be synchronized with the company's profits.

Fourth, build a common development enterprise.

After a long period of research, I find that there are three levels of demand for employees: getting rich and growing - being a boss.

This is the legitimate need of employees. We must face up to it. We must understand that we must respect and must satisfy.

This is our inevitable obligation as an entrepreneur.

If we can do that, enterprises will flourish. Otherwise, there will be problems.

Only with the continuous development of enterprises and the simultaneous development of employees, can the happiness index of employees continue to improve.

Fifth, to build a respected enterprise.

Being respected is a high-level spiritual need of human beings.

A happy enterprise should be a respectable enterprise.

Sixth, build a healthy and longevity enterprise.

The reason why employees are following you and fighting with you is that they want to realize their dreams here.

If the enterprise is unhealthy, it will be difficult to live long. Enterprises that do not live long will not be able to give employees a sense of security.