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More and more organizations pay more attention to mobilizing the enthusiasm and efficiency of the staff. And motivating staff has become one of the skills of the managers as well as a challenge. There are many incentives, some are material and some are spiritual; some are specific while more are abstract. Staff motivation is not as simple as what people refer as rewards, motivation has deeper actual contents. This article talks about how to motivate modern staff by means of learning motivation mechanism, improving the motivation model and perfecting enterprise performance appraisal and compensation system.
The quality of staff incentives is crucial for business, because it can directly affect the success or failure of the enterprise. The article analyzes the problems in the existing enterprise employees motivation mechanism, develops countermeasures so that enterprises can effectively motivate staff and form a good motivation mechanism, under which staff will fully exert their enthusiasm, initiative and creativity, thus realizing a sustainable development. The motivation for the model, the article analyzes the concept of material incentives and spiritual incentives. Describes that we should combine material incentives with spiritual incentives. Points out that spiritual incentives should be dominant. Emphasizes the possible problems in spiritual and material incentives which need attention. Now most companies do not have clear position definition and performance evaluation system, or their results of performance evaluation can not accurately reflect the true performance of employees, or their compensation incentives system is unfair. This paper designes different compensation options for different types of workers.
All in all, based on the three aspects of staff motivation, this paper raises questions, conducts the analysis and research work, and makes corresponding countermeasures. In short, staff motivation can directly affect the development of enterprises, employees and enterprises can not be separated from each other.
Tag: Motivation Model, Motivation Mechanism, Compensation System, Performance Evaluation
英語(yǔ)翻譯
英語(yǔ)翻譯
目前越來(lái)越多的組織更加關(guān)注調(diào)動(dòng)員工積極性和工作效率方面的問(wèn)題.而激勵(lì)員工已經(jīng)成為管理者的一項(xiàng)技能,更是一項(xiàng)挑戰(zhàn).激勵(lì)有很多方面,有物質(zhì)的,也有精神上的;有具體的,更有抽象的.員工激勵(lì)并非人們所說(shuō)的獎(jiǎng)勵(lì)那樣簡(jiǎn)單,激勵(lì)有很深的實(shí)際內(nèi)容.文章從學(xué)習(xí)激勵(lì)機(jī)制、提高激勵(lì)模式、完善企業(yè)薪酬體系與績(jī)效考核幾個(gè)方面暢談了對(duì)現(xiàn)代員工如何進(jìn)行激勵(lì)的問(wèn)題.
員工激勵(lì)機(jī)制的好壞對(duì)于企業(yè)是至關(guān)重要的,因?yàn)樗梢灾苯佑绊懙狡髽I(yè)的成敗.文章在分析企業(yè)現(xiàn)行員工激勵(lì)機(jī)制存在的問(wèn)題的基礎(chǔ)上,制定出了相應(yīng)的對(duì)策.使其能夠更有效地激勵(lì)員工,從而形成一套良好的激勵(lì)機(jī)制,充分發(fā)揮員工的工作積極性、主動(dòng)性和創(chuàng)造性,實(shí)現(xiàn)企業(yè)的可持續(xù)發(fā)展.而針對(duì)于激勵(lì)模式,文章分析了物質(zhì)激勵(lì)與精神激勵(lì)的概念.闡述了物質(zhì)激勵(lì)和精神激勵(lì)兩者應(yīng)有機(jī)結(jié)合起來(lái).指出精神激勵(lì)應(yīng)占主導(dǎo)地位.強(qiáng)調(diào)了精神激勵(lì)和物質(zhì)激勵(lì)所需要注意的問(wèn)題.現(xiàn)在大多數(shù)企業(yè)沒(méi)有明確崗位界定和績(jī)效評(píng)價(jià)體系,績(jī)效考核的結(jié)果不能正確反映員工業(yè)績(jī)的真實(shí)情況,薪酬激勵(lì)不公平.而本文針對(duì)不同類(lèi)型的員工,設(shè)計(jì)不同的薪酬方案.
本文根據(jù)員工激勵(lì)以上三個(gè)方面,提出了問(wèn)題,進(jìn)行了的分析與研究,并作出了相應(yīng)的解決對(duì)策.總之,員工激勵(lì)可以直接影響企業(yè)的發(fā)展,員工離不開(kāi)企業(yè),企業(yè)更離不開(kāi)員工.
關(guān)鍵詞:激勵(lì)模式 激勵(lì)機(jī)制 薪酬體系 績(jī)效考核
目前越來(lái)越多的組織更加關(guān)注調(diào)動(dòng)員工積極性和工作效率方面的問(wèn)題.而激勵(lì)員工已經(jīng)成為管理者的一項(xiàng)技能,更是一項(xiàng)挑戰(zhàn).激勵(lì)有很多方面,有物質(zhì)的,也有精神上的;有具體的,更有抽象的.員工激勵(lì)并非人們所說(shuō)的獎(jiǎng)勵(lì)那樣簡(jiǎn)單,激勵(lì)有很深的實(shí)際內(nèi)容.文章從學(xué)習(xí)激勵(lì)機(jī)制、提高激勵(lì)模式、完善企業(yè)薪酬體系與績(jī)效考核幾個(gè)方面暢談了對(duì)現(xiàn)代員工如何進(jìn)行激勵(lì)的問(wèn)題.
員工激勵(lì)機(jī)制的好壞對(duì)于企業(yè)是至關(guān)重要的,因?yàn)樗梢灾苯佑绊懙狡髽I(yè)的成敗.文章在分析企業(yè)現(xiàn)行員工激勵(lì)機(jī)制存在的問(wèn)題的基礎(chǔ)上,制定出了相應(yīng)的對(duì)策.使其能夠更有效地激勵(lì)員工,從而形成一套良好的激勵(lì)機(jī)制,充分發(fā)揮員工的工作積極性、主動(dòng)性和創(chuàng)造性,實(shí)現(xiàn)企業(yè)的可持續(xù)發(fā)展.而針對(duì)于激勵(lì)模式,文章分析了物質(zhì)激勵(lì)與精神激勵(lì)的概念.闡述了物質(zhì)激勵(lì)和精神激勵(lì)兩者應(yīng)有機(jī)結(jié)合起來(lái).指出精神激勵(lì)應(yīng)占主導(dǎo)地位.強(qiáng)調(diào)了精神激勵(lì)和物質(zhì)激勵(lì)所需要注意的問(wèn)題.現(xiàn)在大多數(shù)企業(yè)沒(méi)有明確崗位界定和績(jī)效評(píng)價(jià)體系,績(jī)效考核的結(jié)果不能正確反映員工業(yè)績(jī)的真實(shí)情況,薪酬激勵(lì)不公平.而本文針對(duì)不同類(lèi)型的員工,設(shè)計(jì)不同的薪酬方案.
本文根據(jù)員工激勵(lì)以上三個(gè)方面,提出了問(wèn)題,進(jìn)行了的分析與研究,并作出了相應(yīng)的解決對(duì)策.總之,員工激勵(lì)可以直接影響企業(yè)的發(fā)展,員工離不開(kāi)企業(yè),企業(yè)更離不開(kāi)員工.
關(guān)鍵詞:激勵(lì)模式 激勵(lì)機(jī)制 薪酬體系 績(jī)效考核
英語(yǔ)人氣:386 ℃時(shí)間:2019-08-26 04:03:48
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