Why are employees motivated
This question seems a bit confusing. We're just thinking about how to motivate employees. Why think about why they can be motivated? Is this more important than what motivates employees
The problem is indeed important, and if we do not understand it in depth, we may never be able to master the magic of motivating our staff, but simply to "show their faces" and learn some very superficial means and measures。
So, why do employees inspire? Let's take a look at the following case before the answer is answered
Zhang graduated from an ordinary foreign language college, specializing in japanese. Upon graduation, he made his mind known for years of social unrest. In one case, zhang was recruited as a salesman by a china-japan joint venture. When he first arrived at the company, zhang was satisfied with the position, not only because of the high wages, but also because he was particularly fond of iron as a fixed salary paid by the company to sales operators, not as a commission. He feared that he had not been trained in this area, and that he would be ashamed of it more than others if he received a commission。
In the first two years of service, zhang was committed, but his sales performance was only moderate. However, as the business became more proficient and became familiar with retail shop customers, his sales grew. At the end of the third year, he felt that he was among the top dozens of salesmen in the company. Next year, based on his contacts with his colleagues, he assumed he was the champion of salesmen. However, the company's policy was not to disclose the sales of each person or to encourage comparisons between them, so he was not sure that he was in the first chair。
Last year, chang did a particularly good job. Although the quota was 25 per cent higher than the previous year, he had completed the sales quota by early september. In mid-october, the japanese sales manager called him to report on his work. After hearing his report in japanese, the japs were particularly kind to him and congratulated him on what he had achieved. And he said, "well, we're just gonna have to have a couple of great sales stars like you. "a little smile, nothing, but he knew exactly that he was first in the sales team。
This year, the company raised his quota by another 25 per cent. Although he did not go as far as last year, he did better than expected. Based on experience, he estimates that he will be able to meet his quota by mid-october. But he didn't feel well. Perhaps nothing bothers him more than the company's failure to tell everyone that they're doing good or bad. He heard that two other cosmetics companies in the city, also co-financed by china and china, conducted sales competitions and prizes, one of which was the general manager, who personally invited the best sellers to a hotel for a meal, and had a tabloid such as the internal company newsletter, which made everyone aware of their sales, as well as a quarterly and annual best seller. He was particularly upset to think of his company's approach. In fact, at the beginning, when he did not do well, he did not care much and cared much about the number one, which is now increasingly important to him. Moreover, he began to feel that it would be unfair for the company to impose fixed wages on salesmen. It should be paid for。
Last week, he volunteered to talk to the japanese sales manager, to talk about his ideas and to suggest a new commission system, at least a merit bonus. It is not surprising that the japanese superior said that this was a de facto policy and rejected his proposal; and that this was always the case with the parent company, which is a cultural feature of the company. Yesterday, the manager of the company was surprised that chang had resigned and listened to him dig up to another competitor。
In terms of sales performance, chang should be a talent. The resignation of this person was indeed a loss to the japanese joint venture in the family. How did the loss occur? Why did chang leave the company he was satisfied with? Please think..
Is this case related to incentives? Is it about the question above
Of course it does
Can you please think of the state of cheung when he first joined the company? (... Like fixed wages, dedicated to working...) it is clearly an incentive to work. What was zhang's mentality before his resignation (... The mood was not well ... It was felt that it was unfair for the company to impose a fixed wage on the salesman ...) and that there was no incentive at all to work, that he was able to exceed more and that he was reluctant to do so, and that he resigned after being rejected by his superiors。
Why, in five or six years, did zhang have a different view of the same pay policy for the same company? Why is it possible for fixed wages to stimulate small groups to work hard at first and then become an incentive barrier
Logically, this is at least certain: fixed wages are not the reason why small scales can be motivated。
So what is the real reason why employees can be motivated
The answer is -- the need, the ability to satisfy the need is the reason why employees are motivated。
Specifically, when staff needs are met, they are motivated and motivated to work; when staff needs are not met, they are not motivated or motivated, as in the case of small cases。
Well, what is needed
From the point of view of managerial knowledge, we can define "needs" as the internal stress of an individual arising from the absence or deprivation of something important。
In this definition, "lack or deprivation" is the two ways in which needs arise. People need it not only for "lack", but also for "denied" of what they already have. Incentives for employees therefore depend not only on giving, rewarding, but also on punishing。
The need is a source of hard work for the staff, and it is only when managers have a deep understanding and grasp of the needs of the staff that they will be able to set on the right path to motivate the staff to work hard。
