Chinese Workplace: Why Are There Few "Warm Workers" In The Workplace?

It is not difficult to motivate more people to become "warm workers" in the workplace.

A good incentive system can make lazy employees hardworking, while bad systems will stifle the enthusiasm and creativity of employees.

Since the word "warm man" has become popular, all kinds of "warm" products have been popular on the Internet social media, and "warm workers" is one of them.

"Warm men are not worth a lot of money. Warming employees is the boss's greatest treasure."

Although there are some banter elements in this remark, it has to be said that this kind of network ridicule is also a reflection of reality.

According to the simplest understanding, the so-called "warm"

"At the very least, we should have the basic professionalism.

Further, "warm staff" must be dedicated.

Are there "warm workers" in Chinese workplace? Of course.

But how many employees are there? It's hard to say.

Previously, a large market research company released a survey report on "Chinese people do not work". The result shows that China is one of the lowest employees in the world, and only 6% of Chinese employees are dedicated.

It is not only much lower than developed countries such as the United States and Britain, but also lower than some other Asian neighbours such as Thailand.

If we cast aside the macro factors of "China's industrial structure is difficult to stimulate employees' creativity, thereby affecting the devotion rate", from the micro individual perspective, we can see why there are few "warm workers" in Chinese workplace.

In the workplace, the rights awareness of Chinese employees is getting stronger and stronger.

If the same is true.

The cost of labor is almost the same, but the return is quite different, or in the same unit, the income gap between managers and ordinary employees is getting bigger and bigger. "Sense of inequality" will begin to diffuse, and then talk about dedication and creativity, and it will inevitably be extravagant.

In addition to the inequality in remuneration and remuneration design, the weak employment incentive is also a problem in the workplace.

When the workplace environment faced by employees is difficult to stimulate their potential and creativity, even if this occupation can no longer give him the anticipation and self-sufficiency of growth, he once has a "dedicated" mentality that I can only fall into the "job" state.

Looking around, many people who were enthusiastic about their work met with various growth bottlenecks and had to relax their demands.

"How much money do you pay for your work"?

Conscience is the best way to relax your job requirements without being noticed by your boss. This has become a career guide for many employees.

In a speech, Ma Yun once mentioned: "the reasons for employee turnover are numerous, only two points are the most real: first, the money is not delivered to the right place; the two is the grievance of the heart."

Savor Ma Yun's paragraph, actually the root still points to the system construction of the unit.

Many workplace "lazy" employees are forced by the system of units.

A good incentive system can make lazy employees hardworking, while bad systems will stifle the enthusiasm and creativity of employees.

Good managers and rising enterprises will never ignore the importance of system building. They will try every means to motivate their employees through the system.

For example, some private enterprises began to take part of their assets as shares to motivate their employees and distribute them according to their skills and contributions.

It is not simply to regard the enterprise and employees as "employment relations", but the "people-oriented" new concept of employing people can actually give rise to "warm employees".