Why can't money make the mare go?
Weihulin, Shanxi
As the saying goes, "Money makes the mare go." But the reality is that many companies' management backbones and senior technical talents have left the company despite their high salaries. The problem is that many bosses only pay attention to financial incentives in practice and ignore incentives other than money.
Money is valuable, but it is not just money that is valuable. In 1930s, Mayo, a professor of psychopathology at Harvard University, led a research team to conduct a series of experiments (called "Hawthorne Experiment" by theorists) in Hawthorne Electric Appliance Factory on the outskirts of Chicago, USA, which lasted for 8 years. The results show that there is no obvious causal relationship between the material environment and work welfare and the productivity of workers. On the contrary, workers' psychological and social factors have a great influence on productivity. In other words, workers are not "economic people" but "social people". To arouse their enthusiasm, we must make efforts from both social and psychological aspects.
In management practice, we often think that as long as there is money to stimulate, workers will definitely have the enthusiasm for work. In fact, this habitual thinking was rejected in the 1930s after a research team led by Mayo, a psychology professor at Harvard University, conducted Hawthorne experiments for eight years.
In 1960s, Herzberg, an American psychologist, showed through years of research that money is only a "health care factor" in the process of motivating employees, and what really motivates employees is those factors related to the work itself, such as the challenge of work, sense of responsibility and the possibility of personal development.
In the practice of enterprises, we can often see that although the bonuses paid by bosses to employees are constantly improving, the labor efficiency has not been significantly improved. The root cause is that bosses take salary, which was originally a health care factor, as an incentive factor.
In 2002, a survey of 80 China managers with MBA degrees from China Europe School of Management showed that more than half of the respondents regarded "soft" factors such as career development opportunities and interpersonal relationships as key factors when choosing jobs, while few people considered "hard" factors such as high salary.
Bob Nelson, the author of 100 1 ways to reward employees, believes that the first reward employees want is verbal appreciation or praise from their immediate superiors. The second is written praise or appreciation from the boss. William James, a psychologist, said that everyone is eager to be appreciated, and no one will think from the bottom of his heart that he is appreciated too much.
Therefore, in a sense, building a soft incentive mechanism from the depths of human nature is the key to employing and retaining people.
For the boss, it is essential to establish an effective incentive mechanism and establish the following three kinds of incentive mechanisms while making effective use of material benefits:
1, focusing on organizational system incentives
For a long time, the promotion of employees in private enterprises in China lies in the boss's words and lacks institutional incentives. Paying attention to the institutionalized incentives of organizations requires enterprises to establish a promotion system with explicit provisions, so that employees of new enterprises can see their "foresight" and know which direction they think they can develop to what extent, rather than relying on the boss's words to decide their promotion.
2. Pay attention to work motivation.
When a person stays in a certain position for a long time, he will feel bored; For managers, staying in a certain position for a long time may also lead to corruption. Therefore, employees' jobs should be regulated by the system, and they should be rotated after long-term service in a certain position, except of course the public with special skills.
3, education and training incentives
Facing the arrival of a learning society, it is obviously not enough to study in school. Therefore, the modern educational concept holds that learning is lifelong, and the education and training of employees by enterprises is an investment, and the return of this investment is higher productivity. For employees, the modern concept of "education and training is the greatest welfare" is the foundation of enterprise development.
Why can't money make the mare go?