Lead:

Under normal circumstances, the market will maintain its healthy operation with its built-in mechanism. It is mainly based on the principle of rationality of homo economicus in market economic activities, and the rational choice governed by the rationality principle of homo economicus. These choices have gradually formed the price mechanism, the supply and demand mechanism, and the competition mechanism in the market economy. These mechanisms are like an invisible hand, which dominates everyone in the dark, consciously operating in accordance with the laws of the market.

Nowadays, many employees have a weaker sense of identification with the company. In many companies, many employees shout the slogan "the company is not my home", in fact, this has been deeply rooted in the hearts of the people and is generally accepted by the majority of workers. It's not too much to ask for something in return. However, from the company's point of view, the premise of paying revenge is to require the company's employees to make corresponding contributions to the company. In the game of "interdependence" and "mutual struggle" between the company and employees, the most direct manifestation is wages.

Because it is difficult for employees and companies to truly identify with each other, both parties always decide their own behavior after examining each other's behavior. Employees will want to get this kind of salary, is it worth the extra effort for the company? If the company is not its own, will the boss understand and recognize his efforts? Does the company pay a certain amount for the effort it puts in? The company's consideration: the ability of the employee, whether he can be qualified for the current job? Is the remuneration package given to employees worth the money? Will employees maintain sustained growth for the company?

There's a management story like this:

A business owner once complained to a friend about the trick, "My secretary Gui Li Li has been here for two months, she doesn't do any work, and she complains to me all day long that the salary is too low, and she is annoying to leave." I'll have to give her some color. The friend said, "Then fire her as she wishes!" The business operator said, "Okay, then I'll leave tomorrow." "No!" The friend said, "That's too cheap for her, I should give her a salary increase tomorrow, double it, and fire her again in a month." The business owner asked, "If you want her to leave, why do you want to give her an extra month's salary, and double the salary?" The friend explained: "If she is allowed to leave now, she will just lose an ordinary job, and she can immediately find another job in the job market." When she was asked to leave after a month, she had lost a high-paying job that she would never find in her life. Didn't you want to get revenge on her? Then let's give her a raise first. ”

A month later, the business owner began to appreciate Li Li's work, even though she was paid double because her work attitude and work results were very different from a month earlier. But instead of firing her, as he said at the beginning, the operator began to reuse her.

From the perspective of this business manager, it can be said that he uses the theory of game to make employees play their strength by increasing salaries. If he had fired Li Li at the beginning, it would inevitably bring a certain amount of disharmony to both sides, and after such a game, both sides have achieved a win-win situation.

If you look at it from the perspective of the company's management, this story illustrates a phenomenon: many employees are constantly weighing their own gains and losses at work, and if they think that the company can provide benefits that meet or exceed their personal contributions, they will work hard and with peace of mind, give full play to their personal subjective initiative, and regard themselves as the owners of the enterprise. However, it is difficult to judge and measure whether a person is capable of completing the job and whether he or she can achieve the work performance expected by the boss after receiving a high salary. Risks of boss management.

Since neither employees nor the company can fully trust each other, there is a "prisoner's dilemma" game. Enterprises can only develop a reasonable, perfect and relatively scientific management mechanism, so that employees can get the remuneration they deserve, and he can get the remuneration they deserve, so that employees can work hard willingly, so as to achieve a win-win outcome for the enterprise and employees.

In the process of gambling, employees will have three criteria to measure whether their personal benefits are consistent with their contributions: personal fairness, internal fairness and external fairness.

The so-called personal fairness is the evaluation of the employee's ability and contribution to the company. Whether or not you are satisfied with your own income depends on the evaluation of your abilities. If he thinks that he is a senior engineer, and the work tasks and responsibilities of a senior engineer are met, but the company gives him the salary of an ordinary engineer, the employee will naturally be resentful, and there will be two results: either passive slacking off, or choosing to leave.

If an enterprise wants to ensure personal fairness, the most important thing is to use what is right and create opportunities for talented people to stand out. Blindly preaching and emphasizing dedication is not only useless, but also deceitful and disrespectful to employees. Haier's concept of talent is "horse racing is not a horse", which does not mean that there is no need to use the amount of talent, but that the only one should take the leader's evaluation of the individual as the competitive evaluation standard, but should use a fair and transparent talent selection mechanism, and use the actual performance of the individual in the work as the evaluation mechanism and evaluation standard. Be personal and fair: the rules should also be explained in advance to ensure that both parties understand each other's rights and obligations.

The comparison between employees is called internal fairness. For the division of labor in the enterprise, one person cannot complete the various processes of the work, and the team needs to coordinate and cooperate with each other. It is difficult to judge the contribution of an employee to the company, and it is also difficult to make horizontal comparisons between employees in similar positions. However, too much manual intervention and the subjective evaluation of employees by leaders, which are reflected in the remuneration package, often do not play a positive role in motivating employees, but mostly play a negative role. Only a unified salary system, scientific job evaluation and fair assessment system can ensure internal fairness.

External equity is primarily the level of individual employees' earnings relative to the labor market. Taylor, the father of scientific management, has a deep understanding of this, and he believes that enterprises must increase an incentive salary to the salary level of employees who can recruit suitable job requirements, so as to ensure that the job is the best job that the employee can find, so that once the employee loses the job, it will be difficult to find a job with a similar income in the society. As a result, once an employee loses their job, there is a significant opportunity cost. Only in this way will employees cherish the job and work hard to complete the job requirements.

When recruiting talents, many companies emphasize that the company implements competitive salary standards in the same industry. What is a competitive remuneration package? It is a salary comparison between peers. For example, a software architect's salary in a foreign company is 30,000 yuan per month, and if a domestic company in the same industry and product wants to hire a software architect of the same grade, your salary level cannot be lower than that of a foreign company.

The above three aspects are also the main reasons for employees' dissatisfaction with the company, among which the key consideration factors in salary design are internal fairness and external fairness, although personal fairness is difficult to measure from external performance, but the impact on employee motivation is also real, enterprises need to communicate with employees to narrow the gap between the two sides. Let employees realize the value of their labor and their true value in the market, cherish their jobs, and be satisfied with the treatment given by the company. Only when both sides achieve a turtle can a win-win situation be guaranteed.

In this kind of game between the two sides, employees should be satisfied with the salary level given by the company, and the company should also give salary returns to excellent employees. In this way, the game between the two sides can reach a phased balance of power, so as to achieve a win-win situation.