Specific performance:
Consistency between personal goals and corporate goals; Coordination between personal interests and enterprise interests; Employees have a strong sense of responsibility and mission to the enterprise. Employees and enterprises share weal and woe and always pursue value.
It is a thinking mode of observing the enterprise from the perspective of the owner of the enterprise and being highly responsible for enterprise affairs, which is diametrically opposed to the idea of dependence and employment of employees and the idea of being silent about enterprise affairs.
Cultivating employees' sense of ownership is the ideological basis for rationalizing the internal production relations of enterprises, realizing unified will and collective struggle, and is also an important measure and strategy to fully mobilize employees' enthusiasm, tap talent potential, enhance enterprise cohesion, improve enterprise combat effectiveness and constantly adapt to the needs of market economy.
It is so important to cultivate employees' sense of ownership, but at present, the overall situation of employees' sense of ownership in many companies is still not optimistic, which seriously lags behind the requirements of enterprise management and development. Mainly in the following aspects:
First, there are blind spots in employees' understanding. The thought of employing people is serious, and they mistakenly think that "the boss is the master and the employees are the servants" in enterprises, especially the consciousness of participating in enterprise management is indifferent, and sometimes they even adopt an uncooperative attitude.
Second, there are misunderstandings. Some employees misinterpret the status of the master and insist that "the master should be the master", which confuses the different connotations of having the management right and directly exercising the management right.
Third, the pursuit is biased. Emphasize the status of the master, but ignore the role of the master, want power politically and benefit economically, but forget the responsibility of the master in behavior.
The reasons are both historical and realistic. There are both subjective and objective. To sum up, it is roughly as follows:
First, employees' psychological dependence consciousness and the idea of "waiting, relying and wanting" are accustomed to hard management with rules and regulations and quota indicators as the content, and pay insufficient attention to people-oriented soft management.
Second, ideological education is not strong enough, focusing on production and efficiency, ignoring the cultivation of employees' healthy psychological quality with positive thoughts. Moreover, enterprises only require employees to fulfill their master obligations and assume master responsibilities, and cannot fully establish their master status and power.
Third, we can't give the warmth of the employees' big family, and we lack "emotional input" to employees, or even none, so employees have no desire and requirements to be masters of their own affairs.
Fourth, the cultivation of the sense of ownership is insufficient, which only stays in words and propaganda, and it is difficult for the sense of ownership to become the ideological reality of employees. The old system greatly dampened and suppressed the sense of ownership of enterprise employees.
Fifth, the lack of democratic consciousness, inability to speak freely, brainstorming, has become an artificial resistance to inhibit the sense of ownership.
In order to cultivate and inspire employees' sense of ownership, we should establish an encouraging and motivating management system. At the same time, actively explore the art and strategy of management, and constantly improve the depth, breadth and intensity of work, so that employees' sense of ownership can be effectively cultivated, and employees can fully realize that enterprises are the carrier of employees' interests and destiny, and employees' interests are inseparable from the fate of enterprises.
The sense of ownership of employees, as a positive value concept and a complete psychological mechanism, can't be generated spontaneously, and it can't be expected to be effective by issuing two documents, ordering several systems and shouting several slogans. Only from the overall situation can we reform the old system that breeds inertia, eliminate vulgar philosophy of life, and especially take the reform as an opportunity to mobilize and organize employees to participate in the whole process of reform. From formulation to implementation, the reform plan should follow the mass line and adhere to democratic discussion and open decision-making.
In order to fully stimulate the sense of ownership of enterprise employees and mobilize the enthusiasm, initiative and creativity of each employee, it is necessary to further establish an effective responsibility system with clear responsibilities and strict rewards and punishments. According to the functional division of each unit and post, it is decomposed layer by layer and implemented to people. The most important thing is to establish a correct people-oriented idea in business philosophy, fully and comprehensively cultivate and stimulate employees' sense of ownership, constantly optimize the humanistic environment within the enterprise, form a joint force of top-down, balance resources and make concerted efforts to promote the healthy development of the enterprise.