基于雙因素理論的員工激勵(lì)機(jī)制分析

Analysisofemployeeincentivemechanismbasedontwo-factortheory1.OverviewofthePaper1.1ResearchBackgroundInthecontextofmarketeconomy,humanresourcesaffectthedevelopmentofenterprises.Itisdirectlyrelatedtothefinalperformanceofenterprisesandtheworkefficiencyofemployees.AsChina'seconomicdevelopmententersthenewnormal,enterprisesshouldstrengthentheconstructionandimprovementofemployeeincentivemechanism.Thecompetitionbetweenenterprises,inthefinalanalysis,isthecompetitionbetweentalents.Onlybyputtingtalentsfirstandhumanresourcesfirstcanweimproveourcorecompetitivenessandgaintheupperhandinthefiercemarketcompetition.Inthedailyoperationofanenterprise,howtoestablishascientificandeffectiveincentivemechanismisrelatedtoallaspectsoftheenterpriseandtherightsandinterestsofemployees.Areasonableandeffectivestaffincentivemechanismandascientificandperfecttalentselectionandtrainingsystemarethekeyguaranteesformotivatingemployees,attractingtalentsandretainingtalents.1.2ResearchsignificanceIntheincreasinglyfiercemarketcompetition,howtoformulateascientificandreasonableemployeeincentivemechanismaccordingtothecompany'sdevelopmentisanimportantguaranteefortheenterprisetoachievenormalproductionandoperation,effectivemanagementandlong-termsustainabledevelopment.Onlybyretainingtalents,stimulatingtheirenthusiasm,andstimulatingtheirinnovationability,canenterprisescontinuetostrengthentheircorecompetitiveness,seizethetalenthighland,andmakethemstandfirminthecompetitionoftoday'ssociety.ThispapertakesMeituanridersasanexampletostudytheproblemsintheemployeeincentivemechanismofMeituanriders.Accordingtotheactualsituation,thispaperdiscusseshowMeituanconstructstheemployeeincentivemechanismsuitableforitsdevelopment.InviewofhowtostrengthenthestaffincentivemechanismofMeituan,thecorrespondingcountermeasuresareputforward.1.3Researchmethods1.3.1QuestionnairesurveymethodBasedonthestudyofrelevanttheories,combinedwiththecurrentsituationoftheincentivemechanismofMeituanriders,andthereferenceoftheexcellentliteraturequestionnaire,aquestionnairewasdesignedfortheincentivefactorsofMeituanemployees.DistributequestionnairestotheridersoftheUnitedStates,obtaincertainsampledata,andsummarizetheresultsofthequestionnaire.FindoutthedeficienciesofthecurrentincentivemechanismofMeituanCompany,analyzethereasons,andthenputforwardtargetedimprovementplandesignandcountermeasures.1.3.2StatisticalanalysismethodItneedstobeestablishedonthebasisofadetailedinvestigationofthemainbody,useSPSSandotherdataanalysissoftwaretosortoutandsummarizethecollectedsamples,thenfindandanalyzetheproblems,findouttherulesandcontradictions,andprovideascientificbasisforformulatinganemployeeincentivemechanismthatisinlinewiththerequirementsofMeituanriders.theoreticalbasis2.1Definitionofincentives"Motivation"referstotheuseofspecificincentivestostimulateandstrengthenpeople'smotivationanddesire.Everyactionofapersoniscausedbyacertainmotivationordesireofanindividual.Motivationanddesireareallpsychologicalactivitiesthatcanstimulatepeople'spotentialandfightingspirit,andultimatelyrealizethevalueoflife.Motivationisanimportantaspectofhumanresourcemanagementinenterprises,whichhasirreplaceablestatus.Whethertheenthusiasm,motivationandabilityofeachemployeecanbefullyutilizedrestrictsthesustainabledevelopmentofthecompany.Agoodincentivemechanismcanstimulateemployees'workmoraleandsetgoalsfortheworkcontent.2.2Two-factortheoryThetwo-factortheoryisalsoknownasthe"incentivehealthcare"theory.In1959,AmericanpsychologistHitzbergdividedtherelevantfactorsinenterprisesintotwocategories:satisfactionanddissatisfaction.Satisfactionfactorisafactorthatcanbringpeoplesatisfactionandmotivation.Unsatisfactionisamentalhealthfactorthatcaneasilycausebademotionsandbadbehaviors.Healthcarefactorsincludethecompany'spoliciesandrelevantmanagementregulations,thesalarypaid,therelationshipbetweencolleaguesandthecompany'sworkingenvironment.Ifthesefactorsbeyondtheworkcanbesatisfied,theemployeescanmaintaintheiroriginalworkefficiency,buttheycannotstimulatetheirenthusiasmforwork.Motivationfactorsarerelatedtotheworkitselforrelatedcontent,includingpersonalworkachievements,others'appreciation,thesignificanceoftheworkitself,thechallengescontainedintheworkcontent,workresponsibility,personalpromotionandfuturedevelopment,etc.AnalysisofthecurrentsituationofthestaffmotivationoftheridersinMeituan3.1MeituanCompanyProfile3.1.1MeituanCompanyProfileMeituan,asChina'sleadinge-commerceplatformforlifeservices,hasawidebusinesscoverage.Atpresent,Meituan'sstrategyhasbeenextendedfromthedemandsidetothesupplyside,andamulti-levelserviceplatformhasbeenbuilt.Meituan'stake-outindustryhasrisen.Takeaway:referstothesaleoffoodforcustomerstotakeawayfromthestore,usuallyinpackages.Withthepopularityoftelephone,mobilephoneandinternet,thetakeoutindustryhasdevelopedrapidly.AsanextensionofMeituantakeout,thetakeoutriderbrotherhasdevelopedrapidly.3.1.2IntroductiontoMeituanridersTherearetwotypesofriders;Oneistodeliverriders,andtheotheristocrowdsourceriders.Thedifferenceisthatoneisfull-timeandtheotherispart-time.Intermsofsalary,thespecialdeliveryofridersisusuallypaidmonthly,andthecrowdsourcingisusuallythemealdeliveredtoday,andthemoneywillbepaidtomorrow。3.1.3ReasonsforbecomingariderintheUnitedStates27.93%ofriderschoosetobecomeemployeesofMeituanCompanybecauseoftheintroductionofacquaintances;25.23%ofemployeeschoosetobecomeemployeesofMeituanCompanybecauseofitshighpopularity;25.23%ofemployeeschoosetobecomeemployeesofMeituanCompanybecauseofitsgoodsalary;21.62%ofemployeeschoosetobecomeemployeesofMeituanCompanybecauseofitscorporateculture.Accordingtothesurvey,theintroductionofacquaintancesisthemainreasonforMeituanriderstoengageinthisoccupation,andtheproportionofgoodcorporatecultureisthesmallest.Therefore,thestaffincentivemechanismofMeituanridersneedstofocusonimprovingthecorporateculture;Atthesametime,improvethepopularityofenterprisesandexpandsocialinfluence;ImprovethesalarylevelofridersintheUnitedStates。3.1.4IntroductiontotheridersofMeituanaftertheiremployment36.04%ofemployeesbelievedthattheybasicallymettheoriginalexpectations;33.33%ofemployeesbelievedthattheyfullymettheoriginalexpectations;30.63%ofemployeesbelievedthattheydidnotmeettheoriginalexpectations.Accordingtothesurvey,aftertheMeituanridersjoinedthecompany,thelargestproportionbelievedthatMeituancompanybasicallymettheirentryexpectations,andtheproportionthatdidnotmeettherequirementswasonethirdofthetotal.ItshowsthatMeituanstillhasalotofroomforimprovementintermsoftheworkexperienceofridersaftertheirentry.59.01%ofemployeesmeetorbasicallymeettheiremploymentexpectationsbecauseofthehighreputationofMeituanCompanyandtheguaranteedbenefits;57.66%ofemployeesmeetorbasicallymeettheiremploymentexpectationsbecauseMeituan'ssalarylevelisthehighestchoiceintheindustry;53.15%ofemployeeschoosetomeetorbasicallymeettheirentryexpectationsbecauseofMeituan'scorporateculture;50.45%ofemployeesmeetorbasicallymeettheiremploymentexpectationsbecauseofthemanagementofMeituanleaders.Accordingtothesurvey,amongthestatisticsthatmeetandbasicallymeettheexpectations,thepopularityishighandtheproportionofguaranteedtreatmentisthehighest;Theproportionofwell-managedleadersisthelowest.Therefore,thestaffincentivemechanismofMeituanridersneedstofocusonimprovingtheenterprise'spopularityandsalarylevel;Atthesametime,improvethemanagementleveloftiepeople.28.83%oftheemployeesdidnotmeettheiremploymentexpectationsbecauseMeituanCompanywasgraduallydepressedandthetreatmentwasdeclining;26.13%oftheemployeesdidnotmeettheiremploymentexpectationsbecauseMeituanCompanywasgraduallydepressedandthetreatmentwasdeclining;28.83%oftheemployeesdidnotmeettheirentryexpectationsbecauseofthedeclineofMeituan'ssalary;24.32%ofemployeesdidnotmeettheirexpectationsbecauseoftheinactionanddisorderlyactionsofMeituan'smanagers;20.72%ofemployeesdidnotmeettheirexpectationsbecauseofthepoorworkingenvironmentandlackofcorporatecultureofMeituanCompany.Accordingtothesurvey,amongthestatisticsthatdonotmeettheexpectations,enterprisesaregraduallydepressed,andthedeclineintreatmentaccountsforthehighestproportion;Theworkingenvironmentispoor,andthelackofcorporatecultureaccountsforthelowestproportion.Therefore,thestaffincentivemechanismofMeituanridersneedstoimprovetheworkingenvironmentandenhancethecorporateculture;Improvethelevelofsalaryandtreatment.3.2OverviewofstaffincentivemechanismofMeituanriders59.91%ofemployeesdonotbelievethatthecompanyhascorrespondingincentivemeasures;23.42%ofemployeeshaveapositiveattitudetowardsthecompany'sincentivesystem;16.67%ofemployeesdonotknowwhetherthecompanyhascorrespondingincentivemeasures.Accordingtothesurvey,nearlyoneinsixMeituanridersbelievethatthecompanyhasnocorrespondingemployeeincentivemechanism.Therefore,itisanurgentproblemforMeituantodevelopanemployeeincentivemechanismsuitableforMeituanriders.3.2.1SalarymanagementMeituanridersaredividedintofull-timeandcrowdsourcing.Full-timeridershaveabasesalary.Thedeliveryquantitywillalsobehigher.Therewillbeafullattendanceawardforthewholemonth.Thedeliveryfeewillbehigherafterthenumberofordersexceeds;Crowdsourcingisrelativelyflexible.Thereisnobasesalary.Firstofall,youneedtorentanelectriccar,buyclothesandhelmetsbyyourself,andgiveprioritytofull-timeriderswhenyousendorders.However,theadvantageisthatyoucanwithdrawyoursalarythenextdaywithoutwaitingforamonth.3.2.2PerformanceassessmentTherearetwoaspectsofperformanceevaluation:calculationbasedonthenumberofdeliveryordersandattendancerequirements.Accordingtoattendancerequirements:newriders(newriders)whomeettheattendancerequirementsofthecurrentmonthcanenjoytheprotectionpolicyaccordingtotheproportionofattendancedays.Theprotectionsalaryandwelfareofthenewriderisequaltotheamountofprotectionsalaryandwelfaremultipliedbytheactualattendancedaysoftheriderdividedbytherequiredattendancedays;Oldriders(theriderswhoarenotemployedinthecurrentmonthareoldriders,andtheprotectedridersshallnotbeemployedformorethanthreemonths),andthemonthlyattendancedaysshallnotbelessthanthenaturaldaysofthemonthminustwodays,otherwisetheywillnotenjoytheprotectionsalary.Iftherearelegalholidaysinthecurrentmonth,thenumberofattendancedaysmustalsomeetthenumberofattendancedaystoenjoytheprotectionsalary.Calculatedaccordingtothenumberofdeliveryorders:100-300yuanperorder;300-450fiveyuanperbill;450-550sixyuanasingle;550-650sevenyuanasingle;Formorethan650yuan,eightyuanforoneorder.3.2.3PromotionmechanismRiderpromotionandjobtransfermechanismwillfurtherexpandthepositionsofdistributionstationmaster,partnermanagement,customerservice,trainer,etc.Inordertofurtherexpandtheprofessionaldevelopmentspaceofriders,MeituanTakeouthaslauncheda"stationmastertrainingprogram"fortheinternalpromotionofriders,furtheropeningupthepositionsofstationmasterandpartnermanagement.Theriderswithoutstandingperformanceandstrongmanagementabilityweresuccessivelypromotedtostationmaster,citymanager,andvicegeneralmanagerofMeituanpartners,responsibleformanagingthedailyworkofnearly1000riders.Inadditiontointernalpromotion,forriderswhohaveadjustedtheircareerdevelopmentplans,Meituantakeoutisalsocontinuouslyimprovingthetransferchannel.3.2.4TrainingThetrainingofnewridersseemssimple,butIwanttomakeanewridermakefewermistakesandputanendtosomematterswithheavyfinesintheprocessofrunningsingleafterenteringthepost.Thefirststepistoexchangeandunderstandthebasicpersonalinformationofriders;Thesecondstepistogettoknowthemerchantsandrunordersontheground,andteachthemsomebasicoperationsontheAPP;Third,onthebasisofpracticaloperation,wemustsystematicallyexplainsomecompany'smanagementregulationsandsinglerunningskillstothenewcomers,strengthenpracticaloperationwiththeoreticallearning,interprettheoreticallearningwithpracticaloperation,andmakeoperationandtheorycomplementeachother;Thefourthstepistocultivatethesenseofmissionandhonorofnewemployees,andteachthemthecompany'smanagementphilosophyandvalues;Thefifthstepistoimprovethepersonalcomprehensivequalityofthenewcomers,includingideologicaleducation,spiritualpursuit,physicalexercise,etc.Investigationandanalysisoftheproblemsexistingintheincentivemechanismoftheriders4.1QuestionnaireonthestaffincentivemechanismofMeituanridersInordertoensuretheaccuracyofthedatacollectedinthequestionnaire,trulyreflecttheincentivemechanismofMeituanforriders,andunderstandtheincentiveeffectunderitsincentivemechanism.ThisquestionnaireisdesignedbasedonthedevelopmentofMeituanCompanyinthecurrentenvironment,combinedwiththedemandhierarchytheoryandthetwo-factortheory.Thequestionnaireconsistsof10questions.Thecollectionofthequestionnaireiscarriedoutwiththehelpofthe"QuestionnaireStar"platform,and222questionnairesarecollectedasthedatasupportofthispaper.Carefullyanalyzethefeasibilityofthequestionandimprovethequalityofthequestionnaire.4.2ProblemsinthestaffincentivemechanismofMeituanriders4.2.1SingleincentivemodeThesalaryoftheridersintheUnitedStatesismainlycomposedofbasicsalaryandperformancesalary.Infact,itfailedtofullyandcorrectlyunderstandandunderstandtheincentivemechanismofemployeesandlackedadeepincentivemechanism.Overemphasizethematerialneedsofemployees,whileignoringtheemotionalcommunicationwithpeople.Thissimplerewardwillnotstimulatetheirmorale,butwillaffecttheirenthusiasmforwork.4.2.2TheconstructionofincentivemechanismismodelizedandlackspertinenceThetargetsubjectoftheincentivemechanismisnotclear,theaudiencedoesnotincludeallemployees,lackspertinence,andtheincentivemeasuresaremodelizedandundifferentiated.Lackofunderstandingoftheemployeesoftheenterprise,judgingtheirneedsonlybydata,andlackofscientificity,rationalityandpertinence.Whentheemployeeincentivesystemisadopted,ithasnotbeensystematicallyinvestigatedincombinationwiththeactualsituationoftheenterprise.Understandingtheneedsofemployeesisthebasisofestablishinganenterpriseincentivemechanism.Weshouldpayattentiontothemotivationofallemployees,andgivedifferentincentivestoemployeesatdifferentlevels,andconductacomprehensivesurveyofthem,andformulatecorrespondingincentivemeasuresaccordingtotheirdifferentneeds.4.2.3TheincentivemechanismisarbitraryandlacksinstitutionalguaranteeThestaffincentivemechanismofMeituanridersisamereformality.Therewardsandpunishmentofemployeesareveryarbitrary.Withoutaclearmeasurementstandard,therearetoomanypromisestobefulfilled.Justthinkingaboutestablishingthecorrespondingsystem,butjusttalkingonpaper,can'treallyimplementeveryaspectoftheenterprise.Managerscan'tsticktotheoriginalintentionofthesystemforpeople.Unclearattitudeswillhindertheincentiveroleofemployees.AsshowninTable4.3,theemployeesofMeituanridershopethatthecompanycandevelopcorrespondingregulatorysystems.Toimplementtheemployeeincentivemechanism,itisnecessarytoformulatetheincentivesystemthatmatchestheincentivemechanismtoensuretheimplementationofincentivemeasures.4.2.4WeakawarenessofcorporatecultureconstructionandlackofsenseofbelongingforridersThedownturnofcorporatecultureisalsoasignificantproblemintheemployeeincentivemechanismofMeituanriders.Ignoringtheconstructionoftheenterprise'sownspiritualcultureandfailingtoformthecorporateculturewithMeituan'scharacteristicswillleadtoaseriouslackofcohesionandlooserelationsbetweenthevariousdepartmentsofthecompany.Theworkingrelationshipisuncoordinatedandtheworkiscompletedwitheachother.Ultimately,employeesareindifferenttothecompany'sinterests,evenusetheirpersonalrightstoseektheirowninterests,separatetheirowninterestsfromthecompany'sinterests,andseriouslydamagethecompany'sdevelopment.Thecompanyhasalowdegreeofconcernforemployees'personallife,andnosenseofbelongingaccountsforthelargestproportion.Thecorporateculturedidnotcreateagoodatmosphereforthebigfamily,whichledtothelackofsenseofbelongingofriders.CountermeasuresandsuggestionsforstrengtheningthestaffincentivemechanismofMeituanriders5.1EnhancetherationalityofsalarysystemForthissingleincentivemechanism,wecanstartwithimprovingtherationalityofthecompensationsystem.Thecompanyhasformulatedascientificandreasonableincentivesystembasedonvariousneedsofemployees.Beabletoconnectthecompanywitheveryoneinthecompany.Whetherthesalarysystemisreasonableandwhethertheemployeesrecognizeitwilldirectlyaffecttheworkefficiencyandsustainabledevelopmentoftheenterprise.Beforeformulatingthesalarysystem,theinternalorganizationalstructureofthecompanyshouldbedefinedaccordingtotheneedsofthecompany'sdevelopmentstrategy,theresponsibilitiesandfunctionsofeachdepartmentshouldbeclarified,andthestaff'sworkmanualshouldbecarefullyprepared.Buildaninternalfairandcompetitiveexternalcompensationsystem.Whendesigningthesalarysystem,weshouldpayattentiontothefollowingpoints:internalandexternalbalancetoensurethattheinternalsalarysystemcanbeacceptedbyinternalemployees,sothatemployeesfeelfair;Havecertainexternalcompetitiveness.5.2EstablishascientificperformanceevaluationsystemInviewofthemodelizationandlackofpertinenceofincentivemechanismconstruction,wecansolveitbybuildingascientificperformanceevaluationsystem.Establishingascientificandeffectiveemployeeevaluationsystemcanguideandmotivateemployees'behavior,promotetheirworkefficiencyandcompletethecompany'stasks.Theperformanceevaluationofemployeesisregardedasanimportantworkoftheenterprise.Thekeytothenormaloperationoftheenterpriseistheperformanceoftheorganization,teamandemployeesintheenterprise.Theanalysisandfeedbackoftheperformanceofeachsubjectcanimprovetheefficiencyandabilityofemployeesandimprovethecompany'soperationperformance.5.3CombinationofmultipleincentivemethodsThestaffincentivemechanismofMeituanridersneedsspecificincentivemeasures,andadoptsacombinationofmultipleincentivemechanisms.ReasonableuseofvariousincentivemeanstoorganicallycombinethepersonaldevelopmentgoalsofMeituanriderswiththecompany'sgoalsandenhancethecompetitivenessofenterprises.Underthedualstimulationofmaterialandspirit,wefullyrealizethatweshouldmeetboththematerialneedsandthespiritualneedsoftherider.Byencouragingandcaringforemployees,riderscanfeeltherespectandloveofthecompany,feelthewarmthofhome,andenhancetheloyaltyofemployeestothecompany,thusstimulatingtheenthusiasmofridersandstrivingforthedevelopmentofthecompany.Organicallycombinepersonalgoalswiththecompany'sdevelopmentgoals,attachimportancetothecontributionsofoutstandingtalentstothecompany,andmeettheneedsofself-fulfillmentofoutstandingtalents.Linkindividualperformancewiththecompany'scollectiveperformanceandemphasizethesenseofownership.5.4InstitutionalizetheincentivemechanismandstrengthentheinstitutionalguaranteeoftheincentivemechanismInviewofthestrongrandomnessoftheincentivemechanismandthelackofinstitutionalguarantee,wecansolveitbybuildingascientificperformanceevaluationsystem.Establishingascientificandeffectiveemployeeevaluationsystemcanguideandmotivateemployees'behavior,promotetheirworkefficiencyandachievethecompany'sgoals.Performanceevaluationisakindofbusinessprocessofanenterprise.Itscoreistoevaluatetheperformanceoftheorganization,teamandemployeesoftheenterprise,andtoanalyzeandfeedbacktheresults,soastoimprovetheworkingabilityofemployeesandimprovethebusinessperformanceoftheenterprise.Atthesametime,employeesareevaluatedintermsofsalary,rewardsandpunishment,trainingandpromotionthroughperformanceevaluation.5.5Payattentiontothespiritualneedsofemployeesandadheretopeople-orientedPayattentiontothespiritualneedsofriders,adheretothepeople-orienteddevelopmentconcept,andfullyrealizetheimportanceofspiritualincentives.Whilemeetingthematerialneedsofemployees,encourageemployeesinthespiritualleveltofeelthewarmthofthecompany.Thesenseofownershipwillpromoteemployeestobemoreloyaltothecompanyandencourageeveryridertostriveforthedevelopmentofthecompany.Effectiverewardscanimprovethesenseofbelongingofemployees,thusimprovingtheirloyaltytothecompany.Payattentiontothecontributionsofoutstandingemployeestothecompany,andmeettheirspiritualneedsaswellastheirmaterialneeds.5.6EstablishandimprovecorporatecultureconstructionInviewoftheweakawarenessofcorporatecultureconstructionandthelackofsenseofbelongingofriders,wecanestablishandimproveit.Culturalconstructionofthecompany.Agoodcorporateculturecanpromotethefriendshipbetweenemployees,reducetheinvestmentintrainingandeducation,reducemanagementcosts,andcreatemorebenefitsforthecompany.Onlybyputtingthecorporatecultureintoeveryaspectoftheenterprise'soperationandlettingemployeesalwaysrecognizeandsupportit,canemployeesbetrulymotivatedtoworkhardtoachievethecommongoalsoftheenterprise.Combinespiritualmotivationwithcompanyculturetoimproveitcontinuouslyandestablishastandardincentivesystem;Weshouldcontinuetoexploreanenterpriseincentiveculturethatmeetstheneedsofemployees.Fullyunderstandthepsychologicalneedsofemployeesatalllevelsandcreateacorporateculturethatconformstotheirpsychologicalcharacteristics.Buildadifferentiatedcorporateculturesystemaccordingtothedifferentcharacteristicsofemployees.ConclusionThesustainabledevelopmentofMeituandependsonitscompetitiveadvantageintalent.HowtoestablishascientificandefficientriderstaffincentivemechanismcloselyrelatedtoMeituanenterprisesisrelatedtothefuturedevelopmentofenterprises.Meettheinternaldemandof"people-oriented",stimulatetheenthusiasmofemployeesthroughvariousways,andimprovetheincomeofMeituan,soastoachievesuccessinthefiercemarketcompetition.Accordingtothecontentofthisarticle,thefollowingcontentsaresummarized:1.Improvethesalarysystem.Onlywhenrewardsandpunishmentsareclear,canemployeesbetrulymotivated,sothattheycancontinuouslyimprovethemselvesandmaketheirowncontributionstothedevelopmentofthecompany.2.Establishascientificperformanceevaluationsystem.Adheretotheprinciplesoffairness,democracyandopenness,andbuildaperformanceevaluationsystemthatreflectsthevalueofemployees.3.Combinationofmultipleincentivemethods.Weshouldadapttothechangesintheinternalandexternalenvironmentoftheenterpriseandconstantlyadjustandimprovetheemployeeincentivemechanism.I