When it comes to employee motivation, motivation has to be addressed. So what is motivation? We define motivation as a process that reflects the intensity of an individual's efforts to achieve a goal. [1] In a company or enterprise, you can see that some employees are highly motivated, but some employees are lacking in motivation. But knowledge of motivation tells us that motivation should not be seen as an internal trait of a person. Let's appreciate an example: As president of Ajilon Human Resources in New Jersey, Neil Leebowitz had a tough employee problem: frequent turnover and low morale. He threw a party after work, which only 5 of the 50 employees attended impatiently. Neil wanted to cheer up his employees, and he didn't have the financial resources to increase the salaries of his employees. So, he tried something that didn't cost a lot of money. He initiated training programs within the organization on different topics of interest to employees; He suggested holding monthly conference calls to get all employees to discuss management-related decisions on a case-by-case basis; He creates an email address where employees can contribute their ideas and he responds to them.

In addition, employees are entitled to an additional three days of vacation per year. After implementing these changes, employee morale soared. Employees even wrote notes to Neil enthusiastically expressing their love for the company, and they are now reinvigorated and motivated. It can be seen that Neil is a good manager, he knows how to improve the motivation of employees, so that employees are enthusiastic about giving advice to the company. It's about how to get employees motivated to get things done.

So why do we mention motivation when it comes to employee motivation? According to Maslow's hierarchy of needs

(1. Physiological needs 2. Safety needs 3. Social needs 4. Respect needs 5. Self-actualization needs) We can know that everyone has needs at all levels. If you want to motivate someone, you need to know what level of need that person is currently in, and then motivate them so that the needs of the employee are met.

With the continuous development of management science, David McClelland proposed contemporary needs theories, which are: (1) achievement needs; (2) the need for power; (3) Attribution needs. [2] All three needs are crucial for the current generation, and everyone needs to be up to standard for the work they do, strive for excellence, and be recognized. For an employee who gets a thumbs up, the motivation to work is stronger than that of an employee who is criticized. Therefore, employee motivation is the most important part of a company or enterprise, and a reasonable incentive mechanism must be set up to encourage employees.

Once you've talked about motivation, it's time for the key employee motivation aspect. So how should employee motivation be understood? In my opinion, employee motivation should be a way or measure to give certain encouragement to employees in their work, to stimulate and tap the potential of employees, and to make them complete their work more efficiently. Employee motivation is an important part of a modern company or enterprise. How to let employees give full play to their potential in the company or enterprise to do things actively is something that all enterprises should pay attention to. Therefore, how to develop a series of measures to motivate employees is a top priority for enterprises.

Managers in a company are primarily concerned with motivating employees to do their work, so managers should consider how to design work to motivate them.

First, the work design

The concept of work design refers to the combination of various tasks to form a combination of all work. [3] The work that people undertake in an organization should not be arbitrary, and managers should carefully consider the design of the work to reflect changes in the environment, organizational techniques, and the requirements of employees' skills and abilities and preferences. Assign different tasks to different employees to motivate them to reach their full potential.

Managers can expand the work tasks, that is, the scope of work involved in each employee increases, which is a kind of horizontal expansion work. But this approach requires a modest increase in range.

Another motivating approach to job design is to expand work vertically, i.e., enrichment, by increasing planning and evaluation. This approach adds depth to the work.

The last one is the job feature model, which gives us a framework. It proposes five main job characteristics and analyzes the relationship between these characteristics and their impact on employee productivity, motivation, and satisfaction.

For job design, I think managers should regroup existing task pieces to form larger work modules to increase skill diversity and task integrity; Design the work as a complete and meaningful whole, and encourage employees to feel that their work is meaningful, rather than irrelevant and boring; Set some criteria for rewarding performance; Open feedback channels, timely understand the work status of employees and actively communicate, etc.

2. The Theory of Equity

Fairness is when employees compare their work results with their own efforts, and then with others involved. If an employee believes that what he or she has earned is equal to what he or she has given to others, he or she considers it fair.

Perceived rates are compared to employee evaluations

A's income B's income

——— ——— Unfair (over-paid)

A pays, B pays

Note: A represents an employee, B represents a related person or reference object[5]

When employees feel unfair, they take steps to show their feelings. For example: jealousy of one's own or others' gains; resignation and so on. Employee motivation is significantly affected by compensation. Whenever they feel they are being unjustly injustice, they will take steps to change that state. The result can be a significant reduction in motivation and productivity, product quality.

Fairness is not absolute. Therefore, in order to make the majority of employees feel fair, managers should develop some evaluation performance to quantify evaluation criteria; Follow corporate consistency, as well as take some other steps to increase employees' sense of fairness. This allows employees to feel that their efforts and results are fair compared to others. Even if some employees are not satisfied with their salary, they can solve it with their superiors through reasonable communication.

3. Expectation Theory

The general meaning of expectation theory is that individuals tend to act when they expect that a certain outcome will bring about a specific outcome and that the outcome will be attractive to the individual. [6] By understanding this theory, we can say: How hard do I have to work to achieve a certain level of performance? What rewards do I receive for achieving this level of performance? Does this reward motivate me to work hard to achieve it? For example, a student goes to work as a sales agent for a company. Her favorite reward is a seven-day trip to Hong Kong offered by the company. However, in order to receive that reward, she must reach a certain level of performance. That's 20% more than her sales target. The extent to which she is willing to work depends on the level of work that must be achieved and the likelihood of being rewarded for achieving a certain level of performance. Because she values this reward, she works hard to exceed her sales goals. This example clearly illustrates that when an employee is attracted to a reward, she will earn it by working hard to achieve a certain level of performance.

Therefore, in the way of motivating employees, we can set different rewards according to the different expectations and needs of different employees to attract and pull the enthusiasm of employees to work, so as to achieve the improvement of employee work efficiency and production quality.

Motivating employees is never easy, and the barriers for employees to enter the organization are different, including personality, skills, abilities, etc. They also have different expectations of leadership. For a diverse workforce, different incentive packages should be adopted. (1) Motivate Professionals Professionals are different from non-professionals in that they tend to be loyal to their profession. What motivates professionals? Professionals tend to prioritize money and promotion on the back burner because they tend to earn more and love what they do. In their opinion, the challenge of the work should be placed on a high level, and they like to find ways to solve problems. Professionals also value the support and encouragement of others. (2) Motivate low-skilled, lowest-paid employees For such employees, monetary incentives alone are not enough, and managers should consider upgrading the skills of these employees. In addition, verbal praise and praise can be given.

For the issue of employee motivation, I suggest that managers should recognize individual differences, assign different tasks to different employees, and match people and jobs, so that they can play a motivating role when individuals and jobs are reasonably matched. Secondly, each employee has different needs for rewards, and personalized rewards should be reasonably formulated to increase employees' enthusiasm for work. Furthermore, managers should develop performance reviews that link rewards to performance, and reward employees when they achieve specific goals. Also, don't ignore the role of money, which doesn't mean that managers should just look at money as the only incentive tool. Rather, money is an indispensable means of motivating employees.

Managers should use these methods in a comprehensive way to motivate employees, so that different employees can feel that their work is an important part of the company or enterprise, realize the value of their work and get the necessary rewards.

The structure of Hades is simple, and each Hades has only stewards and workers. Stewards can promote people they trust and make them responsible for hosting guests. The rest of the workers are responsible for the normal operation of the Underworld, and the number of people in the Underworld is generally no more than twenty.