The popular understanding of corporate culture refers to the cultural concepts, historical traditions, values, moral norms and life concepts formed by unifying various forces in the same direction within the enterprise. It is the result of the interaction of the will, characteristics, habits and scientific and cultural level of all members in the enterprise, that is, the sum of the ideological consciousness of enhancing the cohesion, centripetal force and endurance of employees in the enterprise.
1.2 incentive theory
In the process of economic development, the emergence of division of labor and transactions has brought incentive problems. Motivation theory is the core theory dealing with the relationship among demand, motivation, goal and behavior in behavioral science. Behavioral science holds that people's motivation comes from needs, and people's behavioral goals are determined by needs, while motivation acts on people's inner activities, stimulating, driving and strengthening people's behavior.
Incentive theory is an important basis of performance evaluation theory, which explains why performance evaluation can promote the improvement of organizational performance.
And what kind of performance evaluation mechanism can promote the improvement of performance.
1. Incentive function of corporate culture
2. 1 Main function of corporate culture: incentive function
(1) guidance and cohesion function
Corporate culture reflects the pursuit, values and interests of the whole organization. Once this cultural concept is formed, it will produce strong cohesion, guide all employees to advance towards the overall goal of the organization, and make them work hard to achieve the same goal.
(2) Specification and radiation function
The normative function is embodied in the practice of corporate culture construction. Once recognized and accepted by the leading employees, they will form the same values, which will penetrate into the employees' ideological understanding, and then standardize and restrain the employees' behavior, forming team spirit, that is, radiation function.
(3) Deep-seated incentive function
The core spirit of corporate culture is people-oriented culture. By advocating people-oriented management and meeting the needs of employees at different levels as an incentive means, all-round deep-seated incentives are formed, so as to mobilize people's enthusiasm, give play to people's subjective initiative, and make organizations and members become the real destiny and interests.
2.2 the impact of corporate culture on employee motivation
On the one hand, different corporate cultures create different entrepreneurial spirit and group consciousness. Excellent corporate culture can provide a good organizational atmosphere for employees and closely link the development of enterprises with their own achievements. Moreover, in this corporate culture atmosphere, employees' contributions can be affirmed, appreciated and rewarded in time, so that employees have a great sense of satisfaction, honor and responsibility, and they are devoted to their work with great enthusiasm, and the incentive effect is remarkable. On the other hand, employees need to be diversified and personalized. Everyone pursues very different goals and achieves them in different ways. Excellent corporate culture often makes incentive plans according to the types and characteristics of enterprises and the most urgent needs of employees, thus making employee incentives more realistic and applicable.
2.3 the impact of employee motivation on corporate culture
Enterprise incentive mechanism affects the evolution and development of enterprise culture, and improper selection may even lead to enterprise culture crisis. On the one hand, the needs of employees are multi-level, and the needs of employees are different in different enterprises and different development stages of the same enterprise. Therefore, incentives are also important, and the choice of incentives represents the value orientation of enterprises, so employee incentives can shape and strengthen corporate culture and lead the transformation of corporate culture. On the other hand, the incentive mechanism has the inherent function of running, managing and regulating according to the organizational goals, which is itself a standard of value judgment. According to this criterion, employees can modify their behavior at any time to meet their own needs, and personal opportunities will be repeated and strengthened because of good behavior results. Therefore, effective incentives can make employees form a behavior pattern that conforms to corporate values, realize behavior transformation, and make the transformed behavior pattern tend to be stable and lasting by strengthening behavior until it forms a behavior pattern that conforms to corporate culture.
2.4 Analysis of the process of employee motivation by corporate culture
From the above analysis, we can see that the influence of corporate culture on employee motivation is a process, starting from the source of motivation and finally reflected in the changes in employee behavior and performance.
(1) Necessity is the fulcrum of the incentive function of corporate culture. Demand is the basis of stimulating people's behavior, and the key to the influence of culture on demand lies in its influence on demand evaluation. With evaluation, there are concepts of "value" and "values".
(2) The way to meet the demand is influenced by corporate culture. Corporate culture not only affects the formation of demand, but also determines the acceptable way to meet demand. For example, in a corporate culture where material wealth and achievement are the most important motivators in work,
In order to be satisfied, people work hard and even take up private time to work overtime; In the quality of work and life, it is more important.
Under the corporate culture that children value, people are even willing to give up their jobs and enjoy life in order to get satisfaction.
(3) Corporate culture affects the implementation of incentive decisions. In different cultures, managers have different preferences for incentives. For example, under the collectivist corporate culture, managers focus on collective-based incentive measures and will implement incentive methods such as team performance, profit sharing and income sharing; In an individualistic corporate culture, managers' incentives are based on
Individuals, so they will choose piece-rate compensation, personal commission and bonus according to their personal performance.
(4) Corporate culture affects people's response to incentives. In different corporate cultures, people will have different reactions to the same incentive measures. For example, in a highly collectivist culture, employees have high loyalty to the organization, so negative incentives will not make employees have negative ideas about the organization; In a highly individualistic culture, negative incentives will make employees hostile to the organization and even lead to resignation, because their loyalty to the organization is not high.
3. Analysis of the problems existing in the application of corporate culture incentives in some enterprises
As we all know, managers have taken various incentive measures to effectively improve the work efficiency of employees. For enterprises, incentive is an investment, and the return of investment is the improvement of work efficiency. If the enterprise adopts some incentive measures and cannot improve the work efficiency of employees, we say that this incentive policy is a failure, or it is inefficient and ineffective. People often see the failure of incentive policies in real life, which can be summarized as follows:
1. I don't quite understand what is the driving force of corporate culture.
Some enterprises mistake corporate behavior culture for general literary activities, and think that it is good to build corporate behavior culture by setting up reading rooms, organizing outings and holding cultural and sports competitions. There are also some standard slogans such as "unity, hard work, truth-seeking, innovation" posted on the walls of enterprises, which are thought to be the behavioral guidance of corporate behavior culture to employees, but in fact there are no supporting measures to implement these behavioral concepts into employees' daily production and business activities. For example, even if employees have new ideas, it is more difficult to get some useful information. We know that whether employees can work actively depends on whether the goals are clear, quantitative and challenging, otherwise they will be like a lonely boat in the sea and lose their way. But the goals of many enterprises are some general and vague requirements. This kind of goal is not clear, which leads employees not to know what they need to achieve in the end. Because there is no goal to motivate people, the collective is often filled with a dull atmosphere, and it is difficult to form the conscious behavior of employees actively working for the collective. Linking rewards with performance is the most effective means to stimulate behavior culture.
2. mistakenly believe that material and cultural incentives are equivalent to salary rewards.
Some enterprises equate material and cultural incentives with salary incentives, and the incentives are single, mainly based on wages and bonuses.
Other forms of incentives (such as training, work itself, etc.). ) are relatively few. In the total wages, fixed wages account for a large proportion, and bonuses account for a small proportion, and they are paid according to positions, not linked to work performance. The bonus gap is small, and sometimes the bonus is even divided equally. This "big pot" bonus distribution not only failed to motivate, but greatly dampened the enthusiasm of employees. There are also some enterprises that pay more attention to the improvement of the working environment of senior management talents and technical talents, but pay little attention to the needs of ordinary employees in this regard. In fact, salary is only a transitional means for employees to meet their physiological needs.
A basic need. In addition, the working and living environment composed of "hardware" such as factory layout, factory appearance, building facilities, machinery and equipment, process flow, technical equipment, operation means, working environment, product quality, protective facilities, environmental protection, living conditions and environmental beautification is also a very important aspect of material and cultural incentives. In addition to that "hardware" configuration describe above,
The "software" such as employees' interest in the work itself and the skills they have learned from it is undoubtedly an indispensable part of material and cultural incentives. If employees stay in a beautiful working environment and do the same boring job that lacks both challenges and interests for many years, they will be very motivated even if they are well paid and have a beautiful working environment.
Limited.
3. Dislocation of material incentives and spiritual incentives
The clearer and more specific the salary framework provided to employees, the more employees can establish their beliefs and enterprising spirit. However, managers of enterprises may have this experience: if you pay employees too little, they will complain; You gave them more, but they stopped complaining and didn't appreciate it. They thought it should be, so they didn't work actively. For example, a state-owned monopoly enterprise has a good reward and everyone is quite satisfied. Good weather, broad-minded and fat, but lazy at work, average at work. In this case, high wages can't inspire motivation. The enthusiasm here can effectively improve the work efficiency of employees. The true value of remuneration,
Explain all kinds of income concisely and easily. At present, many enterprises still adopt the secret salary system, so people can't see other people's remuneration.
Not knowing your tendency to contribute value to the enterprise will naturally weaken the incentive function of salary.
Fifth, let employees participate in the design and management of salary system.
Employees' participation in the design and management of salary system will undoubtedly help to form a more suitable and practical salary system, which will motivate employees more effectively. The salary problem is not only related to the development of the organization, but also directly related to the interests of employees, which will affect the whole body. Therefore, attracting employees to participate in salary design is not only conducive to the rationality and integrity of salary content, but also conducive to narrowing the emotional distance with employees. Through this move, it can be clearly conveyed to employees that enterprises will always have employees in their hearts and will do their best to satisfy them.
2. People-oriented, so that employees enjoy it.
1) Practice the corporate values of "people-oriented"
Under the influence of economic globalization, Chinese enterprises are facing fierce competition, and the quality of products and services and the improvement of scientific research strength of enterprises are facing unprecedented challenges, and the final solution of these problems depends on the most active factor in productivity-people. Without people, science and technology, the most active factor in productivity, would not be produced and society would not develop. Therefore, the fierce competition among enterprises in China and the world today is, in the final analysis, a competition for talents, a competition and contest for attracting and retaining talents. The "people-oriented" corporate values are undoubtedly the magic weapon to attract and retain talents.
"People-oriented" means that in modern enterprise management, we should focus on protecting and realizing people's rights, establish people's dominant position, fully embody the humanistic spirit of respecting, understanding, caring and trusting people, attach importance to people's initiative, enthusiasm and creativity, and strive to achieve people's all-round, free and coordinated development. Empowering employees at work can improve their satisfaction. When employees feel that they can control and dominate their work, they will pursue the happiness of work success. Unifying the responsibilities and rights of work with employees can improve the enthusiasm of employees. Enterprise institutional culture is the intermediary between enterprise spiritual culture and enterprise material culture, and excellent enterprise culture must promote and transmit enterprise spirit through the infiltration of institutional culture.
Culture, expressing enterprise spirit and enterprise values; The promotion of enterprise spirit and enterprise values will promote the implementation and improvement of enterprise system culture. Therefore, practicing the "people-oriented" corporate values can highlight the corporate humanistic spirit.
Create a corporate culture atmosphere of equality, friendship and mutual assistance, truly respect, care, love and motivate employees.
Their initiative, enthusiasm and creativity urge them to internalize this spirit into the source of strength for their work and creative activities, consciously identify with and maintain the management system of the enterprise, and ensure the effective play of the enterprise system.
2) Different types of employee needs reflect different corporate cultures and require different employees.
The incentive mode matches it, so it is an important factor to determine the type of employee needs and meet them.
3)*** Incentives with the same vision
The * * * common vision of an enterprise must be based on the personal vision, and at the same time, the * * * common vision is different from the personal vision and should be higher than the personal vision, and the realization process of the * * * common vision is also the realization process of the personal vision. When an organization establishes a common vision, it should accommodate those personal visions that have no conflict of interest with the common vision of the organization, and give certain space for realization; Create an atmosphere that encourages the formation of personal vision, because members with personal vision are more efficient than those without personal vision. When encouraging the formation of personal vision, the organization * * * is included, and the * * * common vision becomes a part of the personal vision, which is the fundamental point from the personal vision to the * * * common vision.
4) Mission statement and sense of mission
The so-called mission statement refers to the mission of the organization and employees expressed in some concise, clear and inspiring words, forming aphorisms, aphorisms and so on. The mission statement is the requirement or inevitable choice to realize the same vision. The mission statement itself should have such a charm, that is, whenever employees think of or read this mission statement, they can have a sacred sense of mission, pride and a strong desire to work hard and actively create. The mission statement is different from the general slogan. The mission statement should not be a sermon from the organization leaders.
3. Emotional motivation
1) Create a knowledge culture * * *
In the era of knowledge economy, the corporate culture of knowledge sharing is the concentrated expression of the overall thinking and wisdom of enterprises. Through this corporate culture, employees of enterprises have collective knowledge, so that they can respond to changes in the same way and act according to agreed norms. Through this corporate culture, the enterprise is cohesive, every employee of the enterprise is guided in one direction, and employees keep making progress, innovation and cooperation, thus making the enterprise prosperous.
2) Establish win-win group values
In the era of knowledge economy, new enterprise values are needed. This kind of enterprise values should deal with the contradictions among employees in the enterprise with the win-win belief and the concepts of trust, honesty and openness. The win-win belief emphasizes cooperation rather than blind competition, which makes morality and utility compatible or complementary. In order to realize this enterprise value system, it is necessary to change some employees' bad mentality, such as self-discipline, complacency, indifference, indolence and quick success.
Enthusiasm, compassion, pragmatism and team spirit. We should abandon many now recognized "truths", including: it is better to cooperate with others than to do it yourself, and believe that others are easy to suffer.
3) Advocate a culture of respecting others and learning from each other.
Now many enterprises have a cultural atmosphere that belittles the value of others. In this cultural atmosphere, employees are always looking for the shortcomings of others to win some competitive advantages. In the era of knowledge economy, establishing a culture of respecting others' values and learning from each other in enterprises requires employees to understand each other's strength, talent, ability and desire. Within the enterprise, guide employees to pay attention to the bond of work contact, pay attention to improving collective work efficiency and collective encouragement, and actively help others while completing their own work.
4) Promote a liberal culture and encourage innovation.
In the era of knowledge economy, enterprises should recognize and emphasize the originality and initiative of individuals in knowledge development and innovation, regard every employee of enterprises as an expert with innovative ability, and give employees a broad world to display their talents. For example, HP's first laser printer came out, which was designed by the company's peripheral departments without the approval of the company's headquarters. Hewlett-Packard Company also clearly stipulates that employees can freely engage in innovation-related activities within 65,438+05% of working hours and corresponding enterprise resources, without the prior consent of the supervisor.
Verb (abbreviation of verb) abstract
A good corporate culture not only helps to establish corporate image, but also encourages staff morale, cohesion and motivation. Only when enterprises fully respect and cherish every employee, truly put people first, treat employees well and meet their material and spiritual needs, will employees exert their greatest strength to build enterprises.