• <abbr id="ck0wi"><source id="ck0wi"></source></abbr>
    <li id="ck0wi"></li>
  • <li id="ck0wi"><dl id="ck0wi"></dl></li><button id="ck0wi"><input id="ck0wi"></input></button>
  • <abbr id="ck0wi"></abbr>
  • <li id="ck0wi"><dl id="ck0wi"></dl></li>
  • Home >

    Workplace Trust Is A Better Incentive Than Material.

    2015/1/21 21:47:00 23

    WorkplaceTrustMotivation

    In terms of how to motivate employees, more managers of enterprises think of material incentives first, that is, how much performance you can make, enterprises give you corresponding returns. Conversely, if employees expect higher returns, they should strive to make better performance.

    From the system level, this kind of "high performance, high reward, personal pay and return match" result management is exactly the management effect we have been pursuing.

    But after all, man is a complex complex of emotions, and management is not a clear mathematics that can be calculated.

    As a modern workplace person pursuing "self realization of personal value", we need not only the sense of fairness of the system, but also the flexible humanized management.

    We compare it through a famous psychological experiment.

    Ogden, a western psychologist, conducted a vigilance experiment in 1963 to test his alertness by recording the ability of the tester to distinguish light intensity changes.

    The testers were divided into 4 groups:

    Group A: for the control group, do not apply any incentives, but generally inform the requirements and operation methods of experiments.

    Group B: the selection group was told that they were selected, the most capable of perceiving, and the least they should be.

    Group C: competition group. They learned that the group should be judged by the number of errors.

    Group D: reward and punishment group. Every time a mistake occurs, a fine is awarded, and a small bonus is issued every time.

    But the psychologist's results were unexpected: after testing, the B group had the strongest alertness.

    People in group B received good trust and positive psychological hints, and they performed better than those who hoped to win in competition, fear of being punished or wanted to win.

    It can be seen that performance appraisal, rewards and punishing, performance ranking, and final elimination are not good motivating employees to fulfill their potential, but giving employees the necessary trust and encouragement can result in better results.

    Therefore, leaders should not be afraid of "bright sunshine for employees". They should learn to give their employees some expectations and trust words, so that employees can be confident in themselves and accept the challenging work with physical and mental pleasure.

    Trust, for

    staff

    For example, it is the best.

    Excitation

    For managers, it represents an ability.

    The first is the ability to dare to authorize.

    As a management consultant, we have seen too many business owners, who are too numerous to do so, but in fact, it is a manifestation of distrust of others.

    Because of distrust, they dare not delegate authority. They should deal with matters of size or whether they should be managed or not. They not only hurt themselves greatly, but also greatly hurt their subordinates' enthusiasm: since your boss is omnipotent and everything needs to be inserted, I still enjoy myself. So, the busier the busily, the more busy they are, and at the top of the company there is a strange circle of "people can not do their work".

    Is it not a great waste of human resources that an enterprise can not fully stimulate and effectively utilize its high-level capabilities?

    Secondly, we should be tolerant of others.

    mind

    Often hear the manager complain: "it's not that I don't trust him, but..."

    The implication is that the employees are not satisfied and fail to win.

    But in turn, if you want to think about whether you are strict with the requirements of your employees? Because the more capable people are, the more often they are less consistent with the ordinary people. Just like Sun Wukong, on the one hand, they are capable of being able to bring down the devil, and on the other hand, they can not escape from some monkey spirits.

    The responsibility of a manager is not to find out the shortcomings of employees, but to find out their respective strengths and help them develop their weaknesses.

    So tolerance is embodied in two aspects: one is to tolerate employee personality, the other is to allow employees to make mistakes in the process of trying. Two

    American scholar Francis said: "you can buy a person's time, you can hire a person to a fixed job, you can buy time or daily calculation of technical operation, but you can not buy enthusiasm, you can not buy creativity, you can not buy the whole heart, you have to try to win these."

    Managers trust employees, which is equivalent to helping employees make a commitment to "I can do well, I can do well", and accept and accept the employee's commitment from a higher level, so the trade union is spontaneous and unremitting efforts to fulfill this trust based commitment and expectation.

    Since management is a language plus mathematics effort, managers should consciously strengthen the "trust" ability.

    Only trust based on tolerance and empowerment is the real trust. Otherwise, trust is a useless empty check, and it can not buy employees' enthusiasm from the bottom of their hearts.


    • Related reading

    How Does SOHO Group Concentrate On Their Work?

    Efficiency manual
    |
    2015/1/20 15:46:00
    17

    Workplace Skills That Make Work Happier

    Efficiency manual
    |
    2015/1/19 20:10:00
    26

    Various Ways To Encourage Without Salary

    Efficiency manual
    |
    2015/1/18 18:20:00
    7

    Six Strokes After Work, Anxiety After Work

    Efficiency manual
    |
    2015/1/16 21:24:00
    13

    Tell You About The Workplace Habits Of "Success Or Failure".

    Efficiency manual
    |
    2015/1/13 21:56:00
    24
    Read the next article

    How To Manage Different Employees With Different Ideas

    Ren Zhiqiang once answered some management questions on micro-blog, which mentioned the use of Legalists' "the evil nature of human nature" at the grass-roots level, and the "middle school managers" using the Confucian "original nature of human nature" and "ruling by doing nothing" for the top management of Taoism.

    主站蜘蛛池模板: 波多野结衣护士系列播放| 一区三区三区不卡| 91香蕉视频直播| 极品丝袜乱系列在线阅读| 国产美女主播一级成人毛片| 亚洲视频www| 亚洲区在线播放| 18禁止午夜福利体验区| 欧美成人精品第一区| 快猫官方网站是多少| 嘟嘟嘟www在线观看免费高清 | 人妻有码中文字幕| bl道具play珠串震珠强迫| 狠狠色噜噜狠狠狠888米奇视频| 天堂在线观看中文字幕| 亚洲色大成网站www永久| 97免费人妻无码视频| 欧美日韩一区二区在线视频 | 香蕉视频在线看| 日本边添边摸边做边爱边| 国产久热精品无码激情| 中文字幕在线免费| 精品国产一二三区在线影院| 奇米影视亚洲春色| 亚洲精品亚洲人成在线播放| 18禁美女黄网站色大片免费观看| 欧美xx性在线| 国产后入又长又硬| 中文字幕人妻无码一夲道| 精品一区二区三区四区电影 | 国产乱码一区二区三区| 中文字幕人成乱码熟女| 精品久久久久久中文字幕大豆网| 天天爽天天爽夜夜爽毛片| 亚洲日本中文字幕天天更新| 亚洲色图欧美在线| 日本三级高清电影全部| 午夜神器成在线人成在线人免费 | 亚洲视频456| 青青草原在线视频| 日本精品少妇一区二区三区|