Employee management needs to pay attention to the motivation of middle-level employees in enterprises.

Intermediate employees are the majority of enterprises and play an important role in the survival and development of enterprises. Understand their characteristics and needs, overcome some defects and disadvantages of traditional incentive measures, change the concept and method of incentive, and motivate according to the situation. By exploring interest, continuous motivation, Autonomous? Management and incentives to make? In the middle, employees can release energy to the greatest extent, and achieve a win-win situation for the company, managers and employees.

First,? Definition and characteristics of middle-level employees

1. What kind of employees are they? Among the middle-level employees of ...

There is such a person in an enterprise, which probably refers to other employees in the workforce except the former 15% and the latter 15%. They can finish their work, meet their job requirements, perform well and get along well with their colleagues, but they seem to have no interest in pursuing money and career development and have no intention of changing themselves. They are not the kind of star employees who have outstanding performance and shine brightly, nor are they the ones who are at the bottom of the list and are full of complaints. If you rank employees according to their enterprising degree, they are a large group in the middle of the employee sequence, right? Don't slip away? A group of people. How do managers often feel about such employees? Inviolable? 、? Oil and salt don't go in? Any management and incentives are useless, management is ineffective, and there will be no trouble anyway. They are often neglected in human resource management of enterprises.

2.？ Intermediate characteristics of employees

Middle-level employees generally have two characteristics. One is that they all have certain experience and ability, have certain qualifications in their own majors or companies, and adapt to job requirements. Some of them have reached the period of occupational stability because of their age; Some have already arrived at the company's? Invisible ceiling? ; Have a plenty of personality indifference; Some are well-off, and work is just a means to escape loneliness; Have a plenty of self-knowledge and profound understanding? Peter principle? Know the limits of your ability; Others just use work as a means to make a living and have their own interests in other fields. The reasons are different, but the characteristics are the same, that is, refusing to take the initiative to change and being content with the status quo. Gone with the world, don't ask Wenda to be a vassal? .

The second characteristic of intermediate employees is their strong adaptability. Although they refuse to take the initiative to change and are content with the status quo, when changes really come, such as inevitable changes such as organizational restructuring, employees in the middle can not only passively accept and provide reliable team support emotionally, but also show a high degree of adaptability in coping. When a new superior appears. At the middle level, employees are neither fired nor promoted candidates. They are exposed to the wind and rain, and when the star employees are gearing up and ready to climb up, they still finish their tasks silently in their jobs. This high degree of adaptability will reduce the threat of organizational restructuring and provide a certain guarantee for organizational change.

Second, the traditional incentive method of incentive defects

General incentive tools have very limited effect on this group of people. Imagine: motivating a rich boss and wife with a raise and promotion? Do ideological work for employees who know their limits and get him promoted? Realize? Invisible ceiling? Do employees do skills training? Use criticism or strict examination to influence employees who are indifferent? The result is not only side effects, but also side effects. Managers often make the same mistake at this point, struggling with how to make these traditional incentive methods work, practice again and again, and fail again and again. Not only is it useless, but it will also cause? In the middle, the hostility between employees and managers even makes them unable to finish their work.

In fact, these employees are not without needs, but their professional needs are weak or their needs are different from others. The traditional incentive mechanism has two lines: one is income growth incentive, and the other is job promotion incentive. These two lines are different from other employees' career demands? In the middle, the role of employees is very low. Traditional incentive theory focuses on employees at both ends of the sequence, doesn't it? Pursuing Excellence? Is it? Last elimination? , right? In the middle, there is little research on employees. Actually? In the middle, our employees determine the overall atmosphere and culture of the company. I think the construction of a mechanism driven by the development of human personality will make up for the deficiency of the traditional incentive mechanism to some extent. As long as the thinking is correct and the methods are appropriate, the enthusiasm of these people can be fully mobilized.

Third,? In the middle is the change of employee motivation concept and method.

1. The change of managers' incentive concept

The key to solve this problem lies in the change of managers' incentive concept. First of all, we should adjust expectations and establish reasonable expectations. Not every employee needs to be a star, and it is impossible for every employee to be a star. As long as every employee is promoted on the basis of completing his job, even if it is only one percent, an upward joint force can be formed. In addition, managers should adjust their own positioning and turn traditional incentives into guidance. Performance, assessment, salary, training, etc. Just basic tools. Do this well, can you only say it? No fault? What do managers want to do? Merit? You need to be able to observe employees, understand employees and subtly influence employees from one person to another. Furthermore, managers should also conduct a certain personality survey on such employees, understand their different psychological needs and motivations, and motivate them according to the situation.

2. The change of manager's incentive mode

(1) Mining? In line with the interests of middle-level employees. Managers can understand why employees become through in-depth communication What is the real reason in the middle? Then grasp the interests of employees, assign jobs according to their interests, or add new content to the work. Some employees like writing, so they give him writing and publicity work; Some employees like to communicate with others, so we should give them the opportunity to communicate with others and combine the content of work with personal interests as much as possible. Only works with the same interest and content are the most inspiring works.

(2)? Small step run? Types of continuous excitation. One is giving? In the middle, some employees set achievable and less challenging goals. Star employees like to work under pressure and like to challenge difficulties. Good students love difficult problems? . For what? Can't our employees in the middle? Take medicine according to the prescription? Giving them specific tasks and goals that can be achieved can keep their interest in their work. The second is continuous motivation. One-off incentives may be effective for star employees, but right? Some employees have little effect because they have no particularly strong motivation to achieve it. One-off incentives have little effect on them. Managers should be right, right? Intermediate employees constantly motivate by means of praise, honor and reward, that is, implementation? Small step run? Incentive type. Even if they finish an excellent job, don't give them a one-time big incentive, but divide them into small incentives in stages to encourage them to move forward.

(3)? Autonomous? Management and motivation. Managers have to pay? In the middle, employees are given room for independent decision-making, and management should emphasize results rather than processes. It proves that they don't need much supervision and guidance, and their experience and ability are enough to complete the work. Managers need to overcome their desire for control, rest assured that authorization, more guiding plans, less mandatory plans, only guide from the general direction, to avoid excessive incentives and management. Let them finish their work in their own way, and then stimulate their greater enthusiasm for work.

(4) enrich the work content and reflect personal value. ? Middle-level employees often emphasize the development of personality and the realization of personal value. Specifically, there are two ways: first, change the work content. The conversion of work content is an effective way to enrich work content. Job hopping or frequent job adjustment is not encouraged here. Although job rotation means tapping the potential value of jobs, seemingly boring work can actually make a breakthrough. Take the simplest example: the cashier position in any company looks ordinary, repeating boring work such as cash withdrawal and reimbursement. But if you find an employee who likes writing, write a quick reimbursement process; Find employees who like technology and write new reimbursement forms; Find employees who like literature and art and promote cashier work; Find employees who like research and try to improve the process. Creating new job content that employees are willing to undertake within the scope related to their posts will definitely stimulate their work passion. The second is to make employees' work meaningful, which is also an important embodiment of managers' leadership. Managers must know and publicize these? The work of employees in the middle makes them realize that their job is not only to complete the task, but to create value for the company. The whole company recognizes their work, and their work is the unity of their own value and the realization of the company's value. What do they do? Something meaningful? .

Intermediate employees have not really entered the realm of inaction, but their needs are not in the general sense? Wealth, power and status? . This group also has values and concerns. They are also an important part of the company's development. Managers need to treat them, influence them, guide them and motivate them in the right way, so that they can release their energy to the maximum extent and achieve a win-win situation for the company, managers and employees.