How can we better motivate employees?

    1. Fully understand the employees of the enterprise

　　Everyone is so simple to himself, but so complex to others. As a manager, it is not easy to get to know your employees well. But when managers can fully understand their employees, the work will be carried out much more smoothly. As the saying goes, "Scholars die for those who are confidants". A manager who can fully understand his employees will be a first-class manager in terms of work efficiency and interpersonal relationships. (Look at HR Library)

　　To understand employees, there is a difference in the degree from the primary to the advanced stage, which is divided into three stages:

　　the first stage: understand the employee's background, education, experience, family environment, background, interests, expertise, etc. At the same time, it is necessary to understand the thoughts of employees, as well as their drive, enthusiasm, sincerity, and sense of justice.

　　Stage 2: When your subordinates encounter difficulties, you can realize the reactions and actions you expect from them. And being able to give timely help to your employees shows that you have a better understanding of your employees.

　　The third stage: know the people and be responsible. To enable each employee to develop their maximum potential in their jobs. Give your employees challenging jobs that test their abilities, and give them proper guidance when they face such dilemmas.

　　In short, managers and employees should understand each other, communicate and understand each other spiritually, which is particularly important for a manager of a small and medium-sized enterprise.

　　2. Listen to the voices of employees Managers of

　　small and medium -sized enterprises have strong self-assertion. This tendency helps to solve problems decisively and quickly. mistake.

　　In enterprise management, listening to the voices of employees is also an important way to unite employees and arouse their enthusiasm. In addition to problems, an employee's mind will lose enthusiasm for work, and it is impossible for him to perform the task you entrust him with excellence. At this time, as a manager, you should patiently listen to his voice, find out the crux of the problem, solve his problem or patiently enlighten, in order to help you achieve your management goals.

　　People who make mistakes should also be listened to. They should not be blamed blindly, but should be given the opportunity to explain. Only after understanding the individual circumstances can we prescribe the right medicine for them and deal with them properly.

　　3. Management methods are often innovated

　　. Managing employees is like driving a car. The driver needs to watch the indicator and the road carefully when driving. There are new changes in the road and the pointer of the indicator changes. He should turn the steering wheel to prevent the car from rolling over and hitting people. . The same goes for managing employees. To keep their employees on track, managers need to observe carefully and adjust frequently to prevent them from going wrong. In a stable large enterprise, managers should pay more attention to various changes in employees, and flexibly use various skills to manage subordinates within the basic management framework. For active SME managers, their responsibilities are even more onerous. Not only can they not manage subordinates in a rut, but they can't use the model of crying to involve the blueprint of the enterprise.

　　Managers who want to constantly adopt new ways to deal with new situations in employee management must have the year and ability to go beyond the stereotypes. In the late 1970s and early 1980s, Ford's management thinking became increasingly conservative, and the company's performance declined step by step, and finally slipped to the brink of loss. After Iacocca took office as the president of Chrysler, he actively pioneered and innovated, and stimulated the enthusiasm of employees. In less than two years, the company that was on the verge of production was miraculously brought back to life.

　　4. Possessing both political integrity and ability, and measuring talent,

　　"the ruler is short, and the inch is strong." Everyone has their own strengths and weaknesses in terms of ability, character, attitude, knowledge, and cultivation. The key to employing people is applicability. For this reason, as a manager, when employing people, we must first understand the characteristics of each person. There are ten types of employees. Some work neatly and quickly; some are cautious; some are good at dealing with interpersonal relationships; Work silently in the statistics.

In the personnel appraisal form of many enterprises, there are some evaluation items about the correctness and speed of handling affairs. Only those who can get full marks are called excellent employees. As a manager, you should not only see the scores on the appraisal form, but more importantly, observe in practice and give each employee the right job based on the strengths of each employee. Observe their attitude, speed and accuracy from their work process, so as to truly measure the potential of their subordinates. Only in this way can a manager manage his employees flexibly, effectively and successfully, and make the business prosper.

　　5. Dilute rights and strengthen authority The management

　　of employees must ultimately be implemented to the obedience of employees to managers, or subordinates to bosses. This leadership-subordination relationship can come from either power or authority. Managers have high status and great power. Anyone who does not obey will be punished. This obedience comes from power. The personality charisma of managers, such as virtue, temperament, wisdom, knowledge and experience, makes employee resources obey their leadership. This kind of obedience comes from a manager of an enterprise to successfully manage his own employees, especially those who are better than himself. The authority formed by the charisma is more important than the executive power.

　　6. Allow employees to make mistakes The

　　real world is full of uncertainty. It is impossible to succeed in everything in such an environment. If a person can do more right things and less wrong things, he is an excellent person. . As a manager, if you ask your subordinates not to make any mistakes, you will suppress the risk-taking spirit, make them shrink back, and eliminate possible business opportunities for success.

　　Risk-taking is a valuable entrepreneurial quality, and taking risks requires courage and capital. If you can take risks from the spirit of uncertainty and rely on some inspiration, you may have a chance of success, but it may also lead to failure. If managers do not allow employees to fail, risk failures will be severely punished by their bosses, and employees will return the idea of ​​not doing well, so the enterprise is an important driving force for development.

　　Therefore, as a manager, employees should be encouraged to take risks, innovate, and seize business opportunities rationally, and should allow employees to fail. When subordinates take risks and make common mistakes, they should not take too many responsibilities; when the risks are successful, be sure to praise them and give corresponding rewards.

　　7. Guide employees to compete reasonably

　　In small and medium-sized enterprises, there is also competition among employees, and there is a distinction between fair competition and unfair competition. Fair competition is to use fair means or positive ways to compare. Unfair competition is the use of unfair means to restrict, suppress or attack competitors.

　　As a manager, it is his important duty to pay attention to the psychological changes of employees and take timely measures to prevent unfair competition and promote fair competition. To this end, personnel management has a set of correct performance evaluation mechanisms. It is necessary to evaluate their abilities based on their work performance, and not to evaluate employees based on their opinions or the preferences of superiors and interpersonal relationships, so that the evaluation of employees is as fair and objective as possible. At the same time, the company should establish normal and open information channels, so that employees can have more contacts, more exchanges, and positive communication with opinions.

　　In addition, the following three measures are also advisable:

　　1. In your spare time, mingle with the employees. The

　　supervisor not go home by himself after work, but go off work with the employees, and pick a few who have some influence among the employees to play ball and play together. Go to Internet cafes (see their entertainment interests); don't be stingy with your pockets on weekends, invite them to a meal, drink a drink, sing a K or something, and let them know that the supervisor is their buddy. Over time, they will call their immediate supervisor "the boss" and will be very active in doing things. As long as this group of people is active, the others will be fine.

2. Lead by example and teach by example and deeds

　　Supervisors can't take what they can't do is to ask employees. I can't stop employees from smoking while they are at work and run to the smoking room when I have nothing to do. I can't stop asking employees to come 15 minutes early until the end of the hour. Things must be done. How can employees be actively working if supervisors play double standards?

　　3. Distinction between public and private

　　Personal relationships with employees can be good, but you need to be disciplined in business, and supervisors need to keep this idea in mind to employees. Don't use the convenience of public affairs to make profits for anyone (let alone make profits for yourself), and don't take public revenge for anyone who is not pleasing to the eye. If someone gives you something at work, please refuse first. If someone insists, you can accept it first, but you must tell him clearly: "This is a gift from a friend. I am very happy to receive this. You can learn these traditional Chinese ways of life. That's fine, but I'm not going to take care of you because of this gift."

　　4. Standard system management The

　　company should have a clear standard system. For those who make mistakes, they keep reading about the system. After a long time, even if he is not satisfied with his mouth, he will follow his actual actions. Of course, the system not only requires employees, but also requires supervisors, so supervisors must also strictly follow (by example)

　　5. Employee Activities

　　Use lunch, evening, weekends and other times to hold some interesting activities, and even invite outside performances if the company's budget allows Groups... come to the company to hold activities to enrich the spare time of employees. It's true that employees come here to work, but work is boring, not only to take care of employees' pockets, but also to take care of their psychology. Holding more activities can effectively enhance cohesion and make employees feel that it is interesting to come to work here.