First, respecting employees' subjective consciousness means fully affirming employees' subjective role in enterprise production and operation activities. Enterprises should strive to create conditions that can make employees realize that the results of their work are meaningful to them and worth fighting for; At the same time, we can realize that its struggle is of certain significance to society or enterprises and should be effective to it. Let every employee feel that his subjective consciousness is respected, his destiny is in his own hands, and he can give full play to his ability and realize his value.
Respecting employees' subjective consciousness is to meet their reasonable needs. Psychologists believe that all human behavior is to achieve certain goals and objectives, and this certain goal or objective, as a guiding behavior, always revolves around the desire to meet needs. People's needs are multi-faceted and multi-level, and the most basic demand is material demand.
The development of an enterprise depends on the consciousness and efforts of employees. Therefore, entrepreneurs must care about the material interests of employees and try their best to help them solve practical problems in distribution, accommodation, canteen, medical care, working conditions, marriage and so on. As a kind of interest subject, influenced by economic conditions, social status, education level and many other factors, people will inevitably show hierarchy and diversity in the pursuit of interests. When the material benefits are basically satisfied, employees, especially white-collar workers, pay more attention to the realization of spiritual dignity and self-worth than material treatment. Spiritual needs are often intangible and subtle, because people's psychological activities are an extremely complicated process. Different information will lead to different psychological reactions, and the same information will have different psychological reactions to different individuals or to the same individual in different time and space, which requires entrepreneurs and business managers to be considerate of everyone. Smiling will bring great happiness to people; A greeting will dispel the gloomy backlog in others' hearts; A word can solve each other's mystery. ...
Second, we should pay attention to cultivating employees' professionalism.
Enterprise employees are the driving force of enterprise productivity, the main body of enterprises engaged in production and business activities, and the wealth of enterprises to create wealth. In order to effectively develop human resources, enterprises must pay attention to the characteristics of human nature, study and discuss the behavior of employees, thus casting their dedication to the enterprise and enhancing their loyalty to the enterprise.
In the market-oriented production and operation activities, entrepreneurs should not only know how to employ people, but more importantly, how to make people work for you. This requires studying and discussing the external behavior of employees under the control of their ideological and psychological factors. Therefore, as an entrepreneur, we must establish modern "win-win" values. It is undeniable that the relationship between entrepreneurs and employees is the labor-capital relationship in the primary stage of socialism, and profit is still the direct motivation and purpose of entrepreneurs' investment. From the perspective of employees, only when their rights and interests are reflected and guaranteed in the enterprise can they have centripetal force and loyalty to the enterprise, and they will fundamentally realize that their performance and the benefits of the enterprise are directly related and closely linked to their future. The future of enterprises is that they will get stable economic income now and in the future, and enterprises will have cohesion and unite to resist business storms and risks.
When making enterprise development goals, entrepreneurs should also strive to build a fair, transparent and participatory mechanism, so that every employee can understand and agree with the enterprise development goals, so as to consciously turn the enterprise goals into their own goals, and Qi Xin will work together to achieve this goal.
Third, we should constantly inspire employees' innovative spirit.
The innovative spirit of enterprise employees is the internal cause to promote enterprises to pursue new products, open up new markets, realize new values and keep growing. To stimulate employees' innovative spirit, it is necessary to analyze and identify the influence of traditional culture deposited in employees' hearts, and update employees' concepts on the basis of taking its essence and removing its dross.
Enterprises should pay attention to the scientific division of labor, change the workshop management mode of "the boss has the final say" and perform their duties according to the division of labor; It is necessary to establish a scientific talent selection mechanism, break down family boundaries, give talents equal opportunities for competition, and truly let talents who know and are good at management hold important positions in enterprises; In order to establish a labor employment system according to law and change the practice of relying on family ethics to restrain enterprise personnel management, we should sign labor contracts, standardize the rights and obligations of both employers and employees, clarify labor responsibilities, working hours and basic remuneration standards, and implement social insurance for employees according to law; Respect and satisfy the self-esteem of subordinates, establish a dialogue system with employees, enhance communication, and listen to employees' opinions and suggestions on the enterprise in time; It is necessary to establish a scientific performance appraisal system, strengthen management, control costs, improve efficiency, fully mobilize the enthusiasm of employees to participate in enterprise management, and strive to cultivate team spirit.
Fourth, we should build a stage for elite talents to display their talents.
The managers of enterprises are the elite talents of enterprises, which lead the rise and fall of enterprises to a certain extent. Entrepreneurs must straighten out their position relationship with elite talents and regard elite talents as intellectual capital owners (material capital owners) with equal status with themselves. The relationship between oneself and elite talents is not only hiring and using, but also equal cooperation between capital owners with equal capital contribution and wisdom. Entrepreneurs should know that when outstanding talents are promoted to a management position in an enterprise, the corresponding power becomes their greatest demand. Whether they can satisfy their "desire for power" and grant them corresponding powers has become a key weight. You know, no elite is willing to be an outsider in the enterprise. They are all eager to really stand in the front line of enterprise management, and can accurately understand the business dynamics and board decisions in the first paragraph, so as to make independent business decisions in time. This requires entrepreneurs to be enlightened entrepreneurs like Welch of General Electric, focus on the strategic development planning and personnel training of enterprises, and hand over the management rights of enterprises to managers. Welch's approach is to select outstanding talents, build a stage for them to display their talents, give them enough space and power to display their talents, let go of employing people, realize the self-value of elite talents in enterprise management, satisfy their pride and sense of accomplishment, and cultivate managers' loyalty to the enterprise, which is very effective in practice. Facts show that authorization is the best performance for entrepreneurs to attach importance to and trust elite talents, and it is also the key measure for enterprises to effectively retain elite talents.
To build a stage for elite talents to display their talents, we should also attach importance to the education and training of talents and actively help them grow. The era of knowledge economy is an era of rapid development of science and technology. No matter what kind of talents have the desire to enrich themselves, meet challenges and keep up with the pace of development of the times. Carrying out effective education and training and actively helping talents to improve themselves is an extremely important job to enhance the loyalty of elite talents.
Fifth, build an effective incentive and restraint mechanism.
Adhere to the people-oriented principle and require the establishment of a dynamic employee incentive and restraint mechanism. First, it is necessary to carry out effective interest incentives. In economically developed areas or enterprises with stable production and operation, the employee stock ownership system can be implemented to closely combine the operating results of enterprises with the economic interests of employees, so as to encourage employees to consciously care about the business decisions of enterprises, find ways to solve problems for enterprises, and strive to contribute the best benefits to enterprises. In economically underdeveloped areas or enterprises with low quality of employees due to the large number of migrant workers in rural areas, the unit product wage system should be implemented so that employees can intuitively understand their labor income. Second, we should pay attention to infectious emotional incentives. Modern management believes that the most effective way to develop people's potential is "emotional investment", emphasizing that management must respect the essence of entering the business, and entrepreneurs should pay more attention to their subordinates and employees with "human touch", give sincere sympathy and encouragement when they encounter setbacks, and help them as much as they can when they encounter difficulties. Modern western management emphasizes that a successful manager depends 20% on his work ability and 80% on his interpersonal skills. Third, enterprises should follow the law of market competition and implement the last elimination system. Everything has two sides, which can form a complete system. Positive excitation also needs appropriate negative constraints. Employees should be assessed regularly, and the excellent ones should be rewarded and promoted, and the worst ones eliminated, so that the excellent ones will always be in an invincible position, and the mediocre ones who do not strive for progress can only be eliminated in the end, thus promoting the overall quality of employees to a higher level.
What needs to be pointed out here is that we must pay attention to moderation when building an effective incentive and restraint mechanism. The purpose of encouragement and restraint is to guide employees to work hard to achieve enterprise goals with all their energy. Insufficient incentives or excessive constraints will often reduce employees' job satisfaction and increase employee turnover rate, which is not conducive to stabilizing the workforce and attracting and retaining outstanding talents. Excessive incentives or insufficient constraints will encourage employees' complacency or laziness, weaken employees' enthusiasm and creativity, and increase the operating costs of enterprises. Only moderate incentives and constraints can achieve the expected goal. Entrepreneurs should also pay attention to study and grasp the individual differences of employees' wishes and needs. On the basis of following the fairness and relative stability of incentives and constraints, we should flexibly use material incentives, emotional incentives, career incentives and related constraints according to different people.