1. Change our concept of "loyalty".
In the current market economy conditions, employee loyalty to the company does not require an employee to work in the company for a lifetime? Instead, employees are required to abide by various commitments and constraints that have been signed, such as labor contracts with the company, serve the company during the validity period of the contract, and make their own contributions.
So we should vigorously promote "employee loyalty" within the enterprise.
The company can clearly state that the company's core philosophy of employment is "loyalty first, ability second", and implement this concept into the minds of every employee through various publicity methods. .
In the process of publicity, we must especially emphasize the "behavioral performance of employee loyalty" and clearly identify the behavioral scale indicators of employee loyalty, so that employees' behavior can be based on evidence and employees can understand What kind of "words and deeds" are "expressions of loyalty".
If every employee in the company works hard to show his "loyalty" to the company instead of showing "disloyalty", a good "loyalty culture" and "loyalty" will be formed in the entire company. "Loyal atmosphere", so that it is easy to assimilate the behavior of other employees, and the company will enter a healthy development track.
2. It is to change our traditional employment concept.
The traditional Chinese people’s basic concept of employment is “Don’t trust people when you hire them, don’t use them when you doubt them”, and it is considered to be an inherently correct creed. In fact, the basic concept of employment in modern enterprises should be changed to: “Trust is the foundation, supervision is the foundation.” is the premise."
If there is no basic trust in employees, then how can we select "you" from the vast sea of ??people to assume important job responsibilities in the company? Therefore, it is necessary to strengthen the use of laws and agreements to restrain knowledge workers in key positions.
The market economy society is a legal society. Although the non-competition laws in our society are not yet complete, they are not completely absent. The "Anti-Unfair Competition Law" has some corresponding provisions. can play a corresponding constraint role.
Economist Li Yining said: "The various agreements and contracts signed between bosses and managers are a constraint and a guarantee of the relationship between the two parties.
" Therefore, enterprises and knowledge workers in key positions must make an agreement on responsibilities, rights, and interests before cooperation. It is an institutional issue that the agreement must be made in advance.
This kind of agreement should reflect the protection of the company’s business secrets, technology patents, and core competitiveness.
In addition, according to the characteristics of knowledge workers, specific methods of human resource development should be systematically introduced to enhance the attractiveness and cohesion of the enterprise and achieve a fundamental improvement in employee loyalty.
The use of laws and agreements is mainly for prevention, and it is not the main method to enhance employee loyalty.
The fundamental way to improve the loyalty of enterprise employees, especially knowledge employees, is to introduce systematic human resource development theory into the practice of enterprise human resource management. The application of these specific methods will be discussed below. A section is devoted to this.
Fourth, knowledge workers should pay special attention to obtaining a "sense of accomplishment" at work.
According to American psychologist Frederick? Herzberg's "two-factor theory": factors that affect employees' work are divided into "hygiene factors" and "motivation factors". External factors such as salary fall into the category of "hygiene factors". After the "hygiene factors" are satisfied , employees will only have "no dissatisfaction" instead of "satisfaction"; only factors such as the "sense of accomplishment" based on the "work itself" can become "motivating factors" for employees.
The knowledge worker’s sense of accomplishment lies in his/her recognition of the value and significance of his or her work to society, and the joy that the work itself brings to him.
We must respect the value orientation of knowledge workers and meet their needs for self-realization.
Knowledge workers tend to have a strong desire for self-realization.
Self-realization is the social manifestation of self-life value. Organizations should understand the true interests of knowledge employees and discuss with them their future work and efforts based on their values. Make their work interests highly consistent with their work content. Don't think that only by being promoted to leadership positions can you value them.
In more than ten years of corporate leadership development training, the author found that many technical R&D personnel who were promoted to management positions are actually not willing to work in management positions. Their interests are often still The reason why people stay in related technology research and development work and accept management positions is often the embodiment of "official-oriented" thinking in enterprises.
What is more important to enhance the loyalty of knowledge workers is to do more work on "sense of achievement" and "self-realization".
3. There must be correct incentives. Incentive activities are composed of three main elements: who to motivate, whom to motivate and how to motivate.
Correct incentives are the key to human resource management. As James, a professor of management at Harvard University in the United States, said: Without incentives, a person's ability can only be exerted by 20% to 30%. , a person's ability can be exerted to 80% to 90%.
Incentive is a special activity, which itself has rules and regulations.
Incentive activities of universal significance are mainly reflected in the following aspects: First, motivation must consider people's needs (based on Maslow's hierarchy of needs).
Second, incentives must be institutionalized, regularized, and relatively stable.
Third, incentives must be employee-wide, that is, they must be targeted at all employees, so that they can serve as a model.
Fourth, incentives should be open, fair and just.
Mahan Tampu, an American knowledge management expert, has proven through a large amount of empirical evidence that the four factors that motivate knowledge workers are, in order, individual growth, work autonomy, business achievement and financial wealth.
Because of their higher cultural level, knowledge workers are more concerned with their potential and sense of achievement, and receive reasonable and fair remuneration commensurate with their contributions.
Therefore, when selecting and setting incentives, the needs of knowledge workers should be specifically met to stimulate their enthusiasm for work.
Of course, we should also pay attention to the design of work, because for knowledge workers, meaningful work itself is a kind of enjoyment and a motivating factor.
4. Decentralize management methods. Knowledge workers’ unremitting pursuit of knowledge, personal and career growth exceeds their pursuit of organizational goals to some extent. When employees feel that they are just the company When you are a "senior wage earner", it is difficult to be absolutely loyal to the company.
Therefore, companies must not only provide employees with remuneration commensurate with their contributions so that they can share in the wealth they create, but they must also fully understand their employees’ personal needs and career development aspirations and provide them with An upward path that suits their requirements creates individual development space for employees and gives them greater rights and responsibilities. Only when employees can clearly see their development prospects in the organization will they have greater motivation to devote themselves to the company. Try your best to contribute your own strength and form a long-term cooperation, honor and mutual partnership with the organization.
Therefore, enterprises must provide knowledge workers with sufficient opportunity space for achievement based on their own position resources.
Of course, companies can also strengthen the relationship between employees and the company through other methods. For example, the stock equity incentives that have emerged are an attempt to manage knowledge-based employees.
Equity enables employees to regard their innovative activities as a considerable investment, thus motivating them to devote their energy wholeheartedly to achieve the same trend of organizational goals and personal goals.
Equity incentives are a feasible incentive method that embodies risk sharing and benefit sharing. The benefits of employees are closely tied to the development prospects of the company.
Knowledge workers have strong abilities to acquire knowledge and information and process knowledge and information. These abilities improve their subjective initiative and often do not deal with daily matters according to routine.
When dealing with these people, the traditional bureaucratic management style will only hit a wall. Therefore, it is necessary to implement special loose management of knowledge workers, respect their personality, and encourage their spirit of initiative, dedication and innovation, and should not It makes them work passively under the constraints of rules and regulations, leading to the disappearance of employees' passion for knowledge innovation.
An organizational atmosphere that is good at listening rather than full of preaching should be established so that information can be truly and effectively communicated through multiple channels and employees can actively participate in decision-making instead of passively accepting instructions. This is A new management method such as decentralized management is needed. In the era of information economy, decentralized management has become a necessary management trend.
Managers with higher positions in the organization do not necessarily have more information. The existence of computers has brought us into a parallel world, where knowledge workers are also arrogant because of their expertise. The worship of authority has become a relic.
In order to seek the accuracy of decision-making, and more importantly, to obtain the understanding of knowledge-based employees on decision-making, we regularly conduct career evaluation and discussions with employees, absorb their opinions and suggestions, and implement "decentralized management" ” should be a trend in management in the information economy era.
In short, in order to continuously improve the loyalty of knowledge employees, companies must treat employees as internal customers of the company, adhere to "people-oriented", and give full play to the enthusiasm of knowledge employees, so as to achieve mutual benefits between people and enterprises. , Only in this way can knowledge workers realize their own value, and also promote the organization to achieve its organizational goals.