How to balance incentive mechanism and employees' physical and mental health

1. Establish clear team goals. The purpose and task of an enterprise should be divided into clear, consistent, achievable and measurable goals of each team in the enterprise to guide the production and business activities of employees. Otherwise, the bigger the enterprise and the more people there are, the greater the possibility of internal friction and waste. Starting with setting company goals, sometimes middle managers and employees can put forward their own goals to the company, or the boss can suggest the goals that must be set for employees. 2. Establish personal goals related to team goals To convince subordinates to accept the goals set by the team, they should be allowed to set their own personal goals to help them achieve the team goals faster and more clearly. Due to different educational background, social experience, interests and specialties, people play different roles in the team and make different contributions to the realization of the goal. In order to give full play to each member's strength, the goal of the team should be set to a specific percentage that everyone should achieve, so that everyone has an equal chance and possibility of winning, and the common social inertia and free-riding phenomenon in the team can be overcome. Only in this way can we fully mobilize everyone's enthusiasm. 3. Process incentive analysis (1) The team leader motivates employees by himself. Never inspire others unless you set an example and have enthusiasm. Your attitude and mood will directly affect your colleagues. If you are depressed, your man will also be affected and become unmotivated; On the contrary, if you are enthusiastic, your people will be full of vitality. Pay attention to using "action" to show subordinates, don't be a giant of language, and don't be a dwarf of action. (2) Continuously feedback the results of employees' efforts. According to Maslow's hierarchy of needs theory, once the basic needs are met, the socially recognized needs will increase. In fact, psychologists have found that people pay much more for public recognition than money. People are eager for recognition. Once they win recognition, they must give it clearly, openly and quickly. Therefore, leaders should constantly feedback the efforts of employees and express their recognition of their efforts. When people see themselves moving towards their goals, they will have high motivation-we all like to see how we are doing, and seeing our progress will make us experience success-and future success is based on successful experience. (3) Give employees the most relaxed working environment 1902. Although 3M Company, founded in 1902, is one of the oldest enterprises in the United States, it is still famous for its strong R&D capabilities, and they can develop more than 100 new products every year. What keeps them so energetic? The answer can be found in 3M's "15% rule". The so-called "15% rule" means that anyone in the team can use 15% of the working time to do anything they want that has nothing to do with their duties to stimulate creativity. They can even go fishing and climb mountains to "find creativity" ... "15% rule" is intended to encourage employees to do what they want and stimulate their creative passion. Even if it fails to achieve the expected results, it will not be criticized. Here you have 100% freedom to make mistakes! Give employees the most relaxed working environment, always pay attention to but never interfere with the development of the team, let employees do it themselves, and fully respect and trust him. This is to encourage employees to innovate, think independently, challenge the frontier and achieve their goals. (4) Pay attention to the power of "justice" first, and justice gives birth to "power". Generally speaking, people will respect tough but fair leaders, and toughness can only be accepted by subordinates if it is accompanied by fairness. The sense of justice of the leaders of many enterprises in China is quite lacking. Justice means justice in order. If rewards and punishments for employees should be based on evidence, rewards and punishments made out of nothing are a prominent example. Justice means that everyone is equal before the system. The foothold of justice is that the system governs people, not people. Justice emphasizes that facts speak for themselves, figures speak for themselves and pay attention to accuracy and effectiveness. Justice is a test of the character of business leaders. It first requires leaders to be virtuous. Adams' theory of fairness tells us that when people feel unfair after comparison, they often have the following performances: changing their evaluation of their own conditions (including efforts, ability, education level, age, etc. ) and rewards (i.e. "output"); Change the evaluation of others; Take action to change your O/I; Select another comparison object. Less than the upper class, more than the lower class. Get a subjective sense of fairness and do a good job of psychological balance; Take action to change the O/I of others. If you complain to your superiors, or ask to compare with others; Other performances. For example, complaining, venting grievances and creating interpersonal conflicts. 4. Result incentive analysis (1) The company's recognition of the collective performance achieved by the team. Because the goals set by the team are specific and measurable, the organization can determine the collective performance according to the percentage of the team achieving the goals, improve the team awareness of team members and improve the level of cooperation. (2) Personal Performance Appraisal Based on * * * Evaluation Method When collective rewards are given to individual team members, team incentives will always encounter the problem of secondary distribution of material rewards. If the distribution is unfair, it will still reduce the satisfaction of team members and even lead to brain drain. According to practical experience and theoretical research, a set of * * * evaluation methods for encouraging secondary distribution is summarized. Its concrete operation can be divided into three steps: first, each team member separately evaluates the contribution rate of each team member's collective performance achievement, and shows it in the form of percentage. When judging and determining the contribution rate of each member, the evaluator can adopt a completely subjective way or combine traditional performance evaluation tools to increase the objectivity of evaluation. On this basis, the distribution ratio is simply weighted and averaged to get the average value. Second, calculate the difference between individual evaluation results and collective evaluation results, and test whether the individual evaluation results are fair or not. For example, use mathematical statistics to measure the difference between the distribution ratio judged by each member and the weighted average result, and use indicators like standard deviation and standard deviation coefficient to mark it. The greater the difference, the more cheating or untrue the score. At this time, the adjustment coefficient can be calculated or set according to these deviation values. The calculation rules of specific adjustment coefficient can be set by each enterprise according to its own business characteristics, but the general principle is that the greater the difference between the individual evaluation results and the final results, the smaller the adjustment coefficient value. Third, use this adjustment coefficient to adjust the weighted average results to determine the final actual personal royalty rate. Under such a system design, the fairness and justice of each member's evaluation will naturally be automatically constrained by the system and mechanism, forcing each member's evaluation results to return to the true value as far as possible, otherwise it is asking for trouble, because if others judge fairly, then the difference between their scores and results will be greater. In this way, after the dynamic repeated game of all members, everyone will form a tacit understanding, that is, "only fair and just judgment will have the highest expectation for their own economic benefits." 5. Incentive methods Effective incentives must be achieved through appropriate incentive methods and means. According to the content and nature of incentives, the ways and methods of incentives can be roughly divided into three categories: material benefits incentives, social psychological incentives and work incentives. (1) material interest incentive material interest incentive refers to the ways and means to stimulate the material needs of the managed by adjusting material interests, thus stimulating their motivation. It mainly includes the following specific forms: a. incentives. Including wages, bonuses, various forms of allowances and in-kind rewards. Design reward mechanism and system to serve the realization of work objectives; Determine the appropriate amount of stimulation; Reward and punishment should be organically combined with ideological and political work. B. care and care. It is an effective form of motivation for managers to care about their subordinates in their lives. C. punishment. (2) Socio-psychological motivation Socio-psychological motivation refers to the ways and means that managers use various socio-psychological methods to stimulate the social psychological needs of the managed, thus stimulating their motivation. This incentive model is based on people's social and psychological factors as an incentive means. Mainly includes the following specific forms: A. Goal motivation. That is, the way to stimulate motivation and arouse enthusiasm by setting appropriate goals with goals as the incentive. There are three main motivation goals: work goals, personal growth goals and personal life goals. B. Educational incentives. Including political education and ideological work. C. praise and criticism. It is a kind of incentive that managers often use. There are six main points to pay attention to. D. emotional motivation. It is to use feelings as an incentive to mobilize people's enthusiasm. E. respect incentives. Managers should take every opportunity to trust, encourage and support their subordinates, and strive to meet their demand for respect, thus stimulating their enthusiasm for work.