【正文】 posit interest rates as a reward, but the leadership of more severe joint and several liability, Three Morals of points is the average of employees, by employees of the system greatly recognition. 第 5 頁 1. One of the principles: incentives to vary from person to person Because of the different needs of different staff, therefore, the same incentive effects of policy incentives will play a different. Even with a staff, at different times or circumstances, will have different needs. Because of incentives depending on the internal and the subjective feelings of the staff is, therefore, incentive to vary from person to person. In the formulation and implementation of incentive policies, we must first investigate each employee clearly what is really required. Required to anize, classify, and then to formulate appropriate policies to help motivate employees to meet these needs. 2. Two principles: appropriate incentives Appropriate incentives and penalties will not affect the incentive effect, while increasing the cost of incentives. Award overweight employees would have to meet the mood of pride and lost the desire to further enhance their own。 單位代碼 學(xué) 號 分 類 號 密 級 文獻翻譯 院（系）名稱 專 業(yè) 名 稱 學(xué) 生 姓 名 指 導(dǎo) 教 師 第 1 頁 The performance inspection and drive mechanism As everyone knows, the incentive system is a modern enterprise system, one of the core content, is to establish the enterprise39。 for the parties, the negative impact is only temporary, and only he recognized that errors and corrections, the final result is positive. 5 The implementation of incentives can not be a negative bias In the Constitution provides that everyone is equal before the law, The same is true of negative incentives in the conduct of corporate management to achieve equality before the negative incentives, which is the implementation of the incentive to be more accurate and appropriate degree of difficulty than Great. Negative incentives in the impleme ntation is often different from the incentives, incentives are often biased in favor of the icing on the cake, a 第 4 頁 little more less, less staff than accounting。 leniency error will underestimate the seriousness of the staff, which will probably make the same mistake. 3. The principle of three: fairness The fairness of the management staff are a very important principle, employees are any unfair treatment will affect his mood and work efficiency, and effectiveness of the impact of incentives. Employees to obtain the same score, we must receive the same level of incentives。激勵一詞，《辭?！方忉尀?“ 激發(fā)使振作 ” ，即激發(fā)人的動機，誘導(dǎo)人的行為，使其產(chǎn)生一種內(nèi)在的動力，朝著所期望的目標(biāo)努力的過程。當(dāng)然，負激勵的措施和手段大部分存在于企業(yè)的相應(yīng)管理制度中。例如，假設(shè)在一個企業(yè)中本月 第 9 頁 有 三 人次上班遲到，企業(yè)當(dāng)月對此 三 人各扣薪 100 元，并予公告，就會使員工意識到，這種負激勵的手段不是擺設(shè)，而是很好地維護了企業(yè)的勞動紀(jì)律。如上例，一個白領(lǐng)遲到被扣薪 100 元并公告，此白領(lǐng)很擔(dān)心員工對他的認(rèn)識改變，對他的心理影響不是能以金錢來衡量的。從上述案例分析，可能一次處罰對當(dāng)事人來說是負面的、消極的一面，但是應(yīng)該看到，如果沒有這些負激勵的措施，對員工的錯誤行為放任自流，可想而知一個企業(yè)的命運將會如何，其實這只是對少數(shù)人的處罰，效果是使大多數(shù)人遵守企業(yè)的 “ 游戲規(guī)則 ” ，正面效應(yīng)遠遠大于負面效應(yīng)；對于當(dāng)事人來說，負面影響也只是一時的，只有他認(rèn)識到錯誤并加以改正，最終的結(jié)果才是正面的。 6 在負激勵面前管理者要以身作則 作為企業(yè)的領(lǐng)導(dǎo)階層，管理者要舍得 “ 虧 ” 自己，要陪同員工接受應(yīng)負擔(dān)的責(zé)任，讓員工心服口服。即便是同一位員工，在不同的時間或環(huán)境下，也會有不同的需求。 第 11 頁 2. 原則之二：獎勵適度 獎勵和懲罰不適度都會影響激勵效果，同時增加激勵成本。取得同等成績的員工，一定要獲得同等層次的獎勵；同理，犯同等錯誤的員工，也應(yīng)受到同等層次的處罰。 1. 激勵員工從結(jié)果均等轉(zhuǎn)移到機會均等，并努力創(chuàng)造公平競爭環(huán)境 舉例來說，吳士宏在 IBM 從一個打掃衛(wèi)生的人做起，一步一步到銷售業(yè)務(wù)員，到地區(qū)負責(zé)人，到中國區(qū)總經(jīng)理，是什么原因呢？除了個人努力，還應(yīng)該說 IBM 良好的企業(yè)文化給了一個發(fā)展的舞臺，那就是每一個人都有無限的發(fā)展機會，只要有能力就會有發(fā)展的空間，實現(xiàn)自我，這在很多企業(yè)是做不到的，這種體制無疑會給員工莫大的激勵作用。 —— 克服有親有疏的人情風(fēng)。毫無疑問，很少有人參與商討和自己有關(guān)的行 為而不受激勵的。 5. 榮譽激勵 對員工勞動態(tài)度和貢獻予以榮譽獎勵，如會議表彰、發(fā)給榮譽證書、光榮榜、在公司內(nèi)外媒體上的宣傳報導(dǎo)、家訪慰問、流覽觀光、療養(yǎng)、外出培訓(xùn)進修、推薦獲取社會榮譽、評選星級標(biāo)兵等 6. 關(guān)心激勵 對員工工作和生活的關(guān) 心，如建立員工生日情況表，總經(jīng)理簽發(fā)員工生日賀卡，關(guān)心員工的困難和慰問或贈送小禮物。