At present, the work of an organization urgently needs to stimulate the initiative and creativity of employees, and internal motivation plays an increasingly prominent role in the development of the organization. This requires enterprises to effectively integrate internal incentives and external incentives to form scientific and sustainable employee incentives, so as to better realize organizational development. Let's take a look at the six misunderstandings of managers motivating employees with me. I hope it will help everyone.

Six misunderstandings of motivation

Myth 1: blindly think that economic incentives can solve all problems.

In modern enterprises, adopting simple monetary incentives may not necessarily achieve good incentive effects. For example, technicians who often work overtime, or salespeople who travel frequently, want to spend more time with their families or relax themselves. The demand for material or money is only one type of employees' diversified needs, and for most employees, this demand is not primary.

Therefore, in order to motivate employees to the maximum extent, enterprises must fully understand and respect the diverse needs of employees, rather than make up for them with money.

Myth 2: One-sided view that the consistency between enterprise strategy and employee behavior has nothing to do with incentive plan.

Practice shows that the development strategic plan or vision of an enterprise has limited incentive effect on employees, but whether the enterprise incentive plan is appropriate will affect employees' cognition of the enterprise. The incentive plan of an enterprise is closely related to the personal behavior of employees and the strategic development of the enterprise. Scientific incentive plan helps to keep the consistency between employees' personal development vision and corporate strategic goals.

In essence, the purpose of incentive plan is not only to evaluate individual performance, but more importantly, to urge employees to have good corporate behavior and keep consistent with the development strategy of the enterprise, so as to promote the smooth realization of the development goals of the enterprise.

Judging from the current situation of most enterprises' incentive plans, there are two misunderstandings:

First, it is considered that the primary consideration of the incentive plan is to ensure the smooth implementation of the strategic development plan of the enterprise, and the needs of employees should be subordinate to the macro objectives of enterprise development;

Secondly, it is considered that motivation is only an effective means to satisfy personal interests and has no substantial impact on the long-term development of enterprise employees.

Myth 3: The incentive method is too simple.

At present, there is an important misunderstanding in the incentive model of enterprises, that is, the simplification and homogenization of the incentive model.

In fact, enterprises should take human resource management as a product service, and employees, as customer groups in product service, have different needs, positions and psychological attitudes, so they should adopt differentiated flexible incentives.

At present, the incentive form of many enterprises is too single, which not only leads to low incentive effect, but also leads to repeated waste of materials.

Myth 4: The incentive method is too fixed.

The incentive process is always in dynamic change, and its effect is closely related to the incentive environment, incentive frequency and incentive demand. The change of incentive environment determines that the incentive mode should also change accordingly.

At the same time, incentive demand has the characteristics of diversity, but it is also the most easily overlooked by many enterprises at present.

Myth 5: The incentive model lacks hierarchy.

According to Maslow's hierarchy of needs theory, blindly adopting low-level incentives or adopting incentives that do not meet the psychological needs of employees can not play an effective incentive effect.

In reality, enterprise managers seldom consider the inner needs of employees of different ages when making incentive plans, which ultimately limits the effect of flexible incentives.

Myth 6: The intensity and elasticity of motivation are too low.

Judging from the reality, some current incentive methods in enterprises still cannot effectively stimulate the effectiveness of talents, especially the value of managers.

At present, many enterprises have realized the role of professional talents and are competing to increase the cost of talent introduction. However, this comparative incentive method has limited effect. On the one hand, it may dampen the enthusiasm of the original employees, on the other hand, the imported talents will also be lost because other enterprises offer higher salaries.

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