With the increasingly fierce market competition, the mental health problems faced by Chinese enterprises are increasingly prominent, mainly from two aspects: on the one hand, the increasingly heavy workplace pressure can not be effectively released or alleviated, making employees highly nervous and reducing work efficiency. The specific manifestations are as follows: the performance pressure of high performance leads employees to work overtime endlessly, which may damage their health and even lead to "karoshi" in serious cases; The pressure of job competition leads to tension and hostility among people in the organization.
On the other hand, job burnout makes employees feel confused about the future, lack of work passion, and work performance is significantly reduced. Show in:
(A) entrepreneurs pursue low goals. Job burnout is also easy to appear in many entrepreneurs. After many enterprises reach a certain scale, entrepreneurs themselves don't want to continue to grow bigger. Instead of focusing on reproduction and technical personnel training, they are busy with real estate speculation, stock trading and speculative business. Such enterprises are destined to be small, and as employees of enterprises, it is impossible to see the hope of personal further development;
(2) Middle-level and grass-roots employees have no vitality and lack enthusiasm for work. Although many enterprises are still in the period of rapid development, many middle-level and grass-roots employees are always engaged in a certain job repeatedly, so they are tired of their work, perfunctory about their work, content with the status quo and do not seek progress.
Therefore, how to relieve the pressure of employees in the workplace and effectively eliminate job burnout is of great significance for activating human resources within the organization, stabilizing the workforce and improving job performance.
First, pay attention to the workplace stress faced by employees, and carry out effective stress management, and implement occupational stress management programs within enterprises, including: (1) scientifically evaluate the stress state of enterprises and formulate corresponding stress management measures; (2) Introduce stress management training to help employees establish reasonable beliefs and guide employees to form healthy behavior patterns and lifestyles; (3) Carry out stress consultation to help employees relieve and channel stress.
Second, pay attention to the crisis of job burnout faced by enterprises, effectively regulate and manage job burnout, and activate employees' enthusiasm, including: (1) innovating corporate vision and goals; (two) to enhance the realm, ambition and pursuit of the members of the organization; (3) realize the change of leadership style, effectively empower employees, and improve their enthusiasm and sense of accomplishment in independent work; (4) Strengthen internal communication and exchange, establish a platform for sharing knowledge and information, so as to establish good interpersonal relationships among employees and eliminate interpersonal barriers; (5) Establish a just, fair and open human resource mechanism to eliminate the psychological imbalance caused by unfair workload or remuneration, unfair performance evaluation and promotion; (6) Instruct employees to know themselves correctly, change themselves, know their abilities more clearly, make good use of opportunities, and eliminate job burnout caused by unreasonable expectations.