【文章內(nèi)容簡介】 not vary from person to person, such as a wife or relatives leadership to give up their punishment for being late, then all the systems will be a mere formality, corporate governance, sink into a chaotic state. 6 In the face of negative incentives to managers to lead by example Leadership as a business, managers should be willing to loss itself, it is necessary to acpany staff to accept the burden of responsibility should be to enable the staff will not be convincing. In the power industry for many years of daytoday management of the monthly economic assessment methods accountability and Points management regulations are two wellestablished management practices, these two approaches to the conduct of employees as defined in detail, the vast majority the majority of negative incentive measures, a smallnumber of positive incentives, which is a good part of punishment for the next level of employees, higher level managers to be a certain percentage of the associated penalties, since the theory is wrong on the lower level employees at least bear management responsibility, the penalties associated with negative incentive measures to implement greater interoperability, the higher level can say. There is also a subordinate enterprises, the establishment of the three German banks management approach, that is, professional ethics, social ethics and family virtues, and management areas within the eighthour extension from the outside to eight hours to count each and every member of the three ethics of the gold, as a punishment Three Morals of loan interest, deposit 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。 reward incentives too light will not achieve the effect, or so employees do not have a sense of attention. Heavy penalties are unfair to make employees, or loss of the pany39。s identity, or even slow down or damage arising from the emotions。 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。 the same token, employees mitted the same error, but also should be subject to the same level of punishment. If you can not do this, managers would prefer not to reward or punishment. Managers deal with employees at issue, must have a fair mind, should not have any prejudices and preferences. Although some staff may allow you to enjoy, some you do not enjoy, but at work, must be treated equally and should not have any of the words and acts of injustice. 第 6 頁 1. Stimulate the transfer of staff from the results of equal to equal opportunities and strive to create a level playing