自改(gai)(gai)革開放以來，我國(guo)的(de)(de)(de)(de)民(min)(min)營(ying)(ying)(ying)經(jing)濟如(ru)雨后春筍(sun)從無到(dao)有，由小(xiao)到(dao)大蓬勃興起。然而(er)在許多民(min)(min)營(ying)(ying)(ying)企業(ye)內部，員(yuan)(yuan)工(gong)(gong)(gong)(gong)(gong)普(pu)遍存在著雇(gu)傭思(si)想，工(gong)(gong)(gong)(gong)(gong)作(zuo)缺乏積極性(xing)和責任(ren)(ren)感(gan)，員(yuan)(yuan)工(gong)(gong)(gong)(gong)(gong)流(liu)動頻繁，缺乏凝聚力和向心(xin)力的(de)(de)(de)(de)不(bu)良狀況(kuang)。如(ru)何有效地(di)改(gai)(gai)變(bian)這種狀況(kuang)，培育員(yuan)(yuan)工(gong)(gong)(gong)(gong)(gong)對企業(ye)的(de)(de)(de)(de)忠誠度和歸屬感(gan)，增強員(yuan)(yuan)工(gong)(gong)(gong)(gong)(gong)的(de)(de)(de)(de)責任(ren)(ren)感(gan)，調動員(yuan)(yuan)工(gong)(gong)(gong)(gong)(gong)的(de)(de)(de)(de)積極性(xing)、創(chuang)造性(xing)，是(shi)當(dang)前許多民(min)(min)營(ying)(ying)(ying)企業(ye)家感(gan)到(dao)非常(chang)棘手的(de)(de)(de)(de)問(wen)題。應該看到(dao)：產生這種問(wen)題的(de)(de)(de)(de)根源是(shi)多方面的(de)(de)(de)(de)，復(fu)雜的(de)(de)(de)(de)。既有主觀方面的(de)(de)(de)(de)因素，也(ye)有客(ke)觀方面的(de)(de)(de)(de)因素；既有民(min)(min)營(ying)(ying)(ying)企業(ye)的(de)(de)(de)(de)責任(ren)(ren)，也(ye)有企業(ye)員(yuan)(yuan)工(gong)(gong)(gong)(gong)(gong)的(de)(de)(de)(de)責任(ren)(ren)。它是(shi)我國(guo)由計劃經(jing)濟轉(zhuan)向市(shi)場經(jing)濟，員(yuan)(yuan)工(gong)(gong)(gong)(gong)(gong)由國(guo)有企業(ye)職工(gong)(gong)(gong)(gong)(gong)轉(zhuan)變(bian)為民(min)(min)營(ying)(ying)(ying)企業(ye)員(yuan)(yuan)工(gong)(gong)(gong)(gong)(gong)，對管理體制、勞動分(fen)配制度、價值觀念、身份轉(zhuan)變(bian)不(bu)適應的(de)(de)(de)(de)客(ke)觀反映和必然結果。是(shi)一個歷史的(de)(de)(de)(de)過程。
如何有(you)(you)效(xiao)地(di)解決(jue)上(shang)(shang)述問(wen)題，加速這個(ge)轉變的(de)(de)(de)過程，應根據各(ge)個(ge)企(qi)業(ye)(ye)(ye)不(bu)同的(de)(de)(de)現(xian)(xian)狀，在摸清員工(gong)(gong)(gong)(gong)思想動(dong)(dong)(dong)態(tai)的(de)(de)(de)基(ji)(ji)礎(chu)上(shang)(shang)，從管理體(ti)制(zhi)(zhi)(zhi)(zhi)(zhi)，勞動(dong)(dong)(dong)制(zhi)(zhi)(zhi)(zhi)(zhi)度(du)(du)，激勵和(he)約束機制(zhi)(zhi)(zhi)(zhi)(zhi)、績(ji)效(xiao)考核體(ti)系及企(qi)業(ye)(ye)(ye)文化建(jian)(jian)(jian)(jian)(jian)設等方(fang)面入手，采取(qu)有(you)(you)針對性的(de)(de)(de)對策(ce)。一(yi)方(fang)面，企(qi)業(ye)(ye)(ye)家(jia)應從建(jian)(jian)(jian)(jian)(jian)立(li)(li)現(xian)(xian)代企(qi)業(ye)(ye)(ye)制(zhi)(zhi)(zhi)(zhi)(zhi)度(du)(du)，樹(shu)永恒(heng)品牌，立(li)(li)百年基(ji)(ji)業(ye)(ye)(ye)，培(pei)育(yu)企(qi)業(ye)(ye)(ye)核心競爭力的(de)(de)(de)大目(mu)標出(chu)發(fa)，通(tong)過各(ge)種(zhong)(zhong)改(gai)革措施，使企(qi)業(ye)(ye)(ye)的(de)(de)(de)勞動(dong)(dong)(dong)制(zhi)(zhi)(zhi)(zhi)(zhi)度(du)(du)與國家(jia)的(de)(de)(de)法律(lv)法規(gui)(gui)完全接軌，提高廣(guang)大員工(gong)(gong)(gong)(gong)的(de)(de)(de)工(gong)(gong)(gong)(gong)資福利待(dai)遇，確保(bao)按(an)(an)照國家(jia)政策(ce)要(yao)求(qiu)給(gei)員工(gong)(gong)(gong)(gong)按(an)(an)時發(fa)放工(gong)(gong)(gong)(gong)資，按(an)(an)標準(zhun)按(an)(an)時交(jiao)納勞動(dong)(dong)(dong)保(bao)險，建(jian)(jian)(jian)(jian)(jian)立(li)(li)對員工(gong)(gong)(gong)(gong)有(you)(you)親和(he)力的(de)(de)(de)企(qi)業(ye)(ye)(ye)文化，營造培(pei)育(yu)員工(gong)(gong)(gong)(gong)的(de)(de)(de)歸屬感。讓員工(gong)(gong)(gong)(gong)深切(qie)感到：只要(yao)我積極(ji)努力地(di)工(gong)(gong)(gong)(gong)作(zuo)，在公司(si)內就能基(ji)(ji)本滿(man)足個(ge)人(ren)的(de)(de)(de)生存保(bao)障要(yao)求(qiu)，實現(xian)(xian)個(ge)人(ren)基(ji)(ji)本的(de)(de)(de)價值。從建(jian)(jian)(jian)(jian)(jian)設*企(qi)業(ye)(ye)(ye)，樹(shu)*形象，培(pei)育(yu)*員工(gong)(gong)(gong)(gong)隊伍的(de)(de)(de)大方(fang)向出(chu)發(fa)，在企(qi)業(ye)(ye)(ye)內部(bu)建(jian)(jian)(jian)(jian)(jian)立(li)(li)規(gui)(gui)范科學(xue)的(de)(de)(de)管理制(zhi)(zhi)(zhi)(zhi)(zhi)度(du)(du)，建(jian)(jian)(jian)(jian)(jian)立(li)(li)公開平等、任人(ren)唯賢的(de)(de)(de)勞動(dong)(dong)(dong)用工(gong)(gong)(gong)(gong)制(zhi)(zhi)(zhi)(zhi)(zhi)度(du)(du)。另一(yi)方(fang)面，企(qi)業(ye)(ye)(ye)也應通(tong)過明確部(bu)門(men)、崗位(wei)職責，制(zhi)(zhi)(zhi)(zhi)(zhi)訂各(ge)種(zhong)(zhong)規(gui)(gui)章制(zhi)(zhi)(zhi)(zhi)(zhi)度(du)(du)，完善工(gong)(gong)(gong)(gong)作(zuo)績(ji)效(xiao)指(zhi)標、建(jian)(jian)(jian)(jian)(jian)立(li)(li)考核體(ti)系等辦法，對企(qi)業(ye)(ye)(ye)各(ge)部(bu)門(men)、各(ge)個(ge)崗位(wei)的(de)(de)(de)工(gong)(gong)(gong)(gong)作(zuo)制(zhi)(zhi)(zhi)(zhi)(zhi)訂明確的(de)(de)(de)工(gong)(gong)(gong)(gong)作(zuo)標準(zhun)，具體(ti)的(de)(de)(de)、可量(liang)化的(de)(de)(de)工(gong)(gong)(gong)(gong)作(zuo)指(zhi)標，獎勤罰懶(lan)。改(gai)變目(mu)前(qian)有(you)(you)些企(qi)業(ye)(ye)(ye)內部(bu)存在的(de)(de)(de)干多干少(shao)一(yi)個(ge)樣、干好與干差一(yi)個(ge)樣，職責不(bu)清、獎罰不(bu)明、吃大鍋飯的(de)(de)(de)狀況。
毋(wu)庸置疑，某(mou)些(xie)民營(ying)企業(ye)(ye)目前確實存在著過去(qu)國有(you)企業(ye)(ye)的(de)某(mou)些(xie)病(bing)癥(zheng)。例如：有(you)些(xie)企業(ye)(ye)組織機構過多，部門(men)職責(ze)界定不(bu)清(qing)(qing)，某(mou)些(xie)重要職能(neng)出現(xian)空白(bai)或重疊，職、責(ze)、權(quan)嚴重不(bu)對稱(cheng)，有(you)些(xie)人(ren)壓(ya)力大(da)、工(gong)(gong)作(zuo)很(hen)忙，也(ye)有(you)些(xie)人(ren)無所(suo)事(shi)事(shi)，很(hen)清(qing)(qing)閑(xian)；還有(you)些(xie)民營(ying)企業(ye)(ye)內(nei)(nei)明(ming)顯存在兩(liang)種管(guan)(guan)理制(zhi)度(du)，對外聘(pin)外招(zhao)員工(gong)(gong)，管(guan)(guan)理嚴格、紀律嚴明(ming)、考核規(gui)范，動輒就(jiu)處罰、辭退(tui)；而對企業(ye)(ye)內(nei)(nei)聘(pin)內(nei)(nei)招(zhao)員工(gong)(gong)卻管(guan)(guan)理松散，工(gong)(gong)作(zuo)隨意(yi)，待遇優厚，存在同(tong)(tong)(tong)(tong)樣的(de)員工(gong)(gong)，不(bu)同(tong)(tong)(tong)(tong)的(de)制(zhi)度(du)、不(bu)同(tong)(tong)(tong)(tong)待遇的(de)問題。甚至在同(tong)(tong)(tong)(tong)一(yi)企業(ye)(ye)內(nei)(nei)形(xing)成員工(gong)(gong)不(bu)能(neng)同(tong)(tong)(tong)(tong)工(gong)(gong)同(tong)(tong)(tong)(tong)酬、同(tong)(tong)(tong)(tong)崗(gang)同(tong)(tong)(tong)(tong)薪的(de)情(qing)況，做同(tong)(tong)(tong)(tong)樣的(de)工(gong)(gong)作(zuo)，男的(de)和女(nv)的(de)不(bu)一(yi)樣；擔任(ren)同(tong)(tong)(tong)(tong)樣的(de)職務，新聘(pin)任(ren)員工(gong)(gong)與老員工(gong)(gong)不(bu)同(tong)(tong)(tong)(tong)。誠然，因為企業(ye)(ye)內(nei)(nei)不(bu)同(tong)(tong)(tong)(tong)工(gong)(gong)作(zuo)的(de)復(fu)雜性(xing)，有(you)時(shi)我(wo)(wo)們(men)確實難以做到(dao)*一(yi)樣；但是無論(lun)如何，我(wo)(wo)們(men)應(ying)該(gai)適(shi)當控制(zhi)同(tong)(tong)(tong)(tong)崗(gang)同(tong)(tong)(tong)(tong)職之間(jian)的(de)薪酬差距(ju)，不(bu)能(neng)使(shi)其(qi)差距(ju)過大(da)。
就我們企(qi)(qi)業集(ji)團來講，目(mu)前制約(yue)員(yuan)(yuan)工(gong)(gong)(gong)(gong)(gong)工(gong)(gong)(gong)(gong)(gong)作(zuo)(zuo)(zuo)熱情(qing)，工(gong)(gong)(gong)(gong)(gong)作(zuo)(zuo)(zuo)積極性(xing)的(de)(de)主要方(fang)面是(shi)(shi)(shi)：一(yi)(yi)是(shi)(shi)(shi)企(qi)(qi)業的(de)(de)管(guan)(guan)理職(zhi)責(ze)、崗位職(zhi)責(ze)不(bu)明(ming)(ming)確(que)(que)，工(gong)(gong)(gong)(gong)(gong)作(zuo)(zuo)(zuo)標(biao)(biao)(biao)(biao)準不(bu)明(ming)(ming)確(que)(que)，從而造(zao)成(cheng)工(gong)(gong)(gong)(gong)(gong)作(zuo)(zuo)(zuo)出(chu)(chu)了問(wen)題互相推諉、扯皮，對工(gong)(gong)(gong)(gong)(gong)作(zuo)(zuo)(zuo)質量、效果的(de)(de)好壞缺乏(fa)評價的(de)(de)依據；例如(ru)(ru)：項(xiang)(xiang)目(mu)的(de)(de)招投標(biao)(biao)(biao)(biao)工(gong)(gong)(gong)(gong)(gong)作(zuo)(zuo)(zuo)，具體由(you)誰(shui)來牽頭組織，由(you)那個部門負責(ze)主管(guan)(guan)？二是(shi)(shi)(shi)企(qi)(qi)業管(guan)(guan)理監督、檢查的(de)(de)職(zhi)責(ze)不(bu)明(ming)(ming)確(que)(que)，有(you)(you)(you)些(xie)工(gong)(gong)(gong)(gong)(gong)作(zuo)(zuo)(zuo)沒(mei)有(you)(you)(you)明(ming)(ming)確(que)(que)應該(gai)(gai)由(you)誰(shui)來檢查，完成(cheng)的(de)(de)效果沒(mei)有(you)(you)(you)質量要求，導(dao)致(zhi)(zhi)有(you)(you)(you)時工(gong)(gong)(gong)(gong)(gong)作(zuo)(zuo)(zuo)出(chu)(chu)現了失誤、甚至是(shi)(shi)(shi)出(chu)(chu)了問(wen)題，不(bu)知應該(gai)(gai)追究誰(shui)的(de)(de)責(ze)任(ren)，不(bu)知應該(gai)(gai)承擔多大(da)的(de)(de)責(ze)任(ren)，最終只能是(shi)(shi)(shi)不(bu)了了之或(huo)者由(you)領(ling)導(dao)來承擔責(ze)任(ren)；例如(ru)(ru)：項(xiang)(xiang)目(mu)部的(de)(de)工(gong)(gong)(gong)(gong)(gong)作(zuo)(zuo)(zuo)計劃(hua)(hua)由(you)誰(shui)來審(shen)核批準？項(xiang)(xiang)目(mu)部工(gong)(gong)(gong)(gong)(gong)作(zuo)(zuo)(zuo)的(de)(de)計劃(hua)(hua)進(jin)度執行情(qing)況(kuang)誰(shui)來檢查？采(cai)用那些(xie)報表來反映項(xiang)(xiang)目(mu)部計劃(hua)(hua)執行的(de)(de)情(qing)況(kuang)？三是(shi)(shi)(shi)許多工(gong)(gong)(gong)(gong)(gong)作(zuo)(zuo)(zuo)沒(mei)有(you)(you)(you)明(ming)(ming)確(que)(que)的(de)(de)計劃(hua)(hua)目(mu)標(biao)(biao)(biao)(biao)，缺乏(fa)具體的(de)(de)、可測量的(de)(de)評價標(biao)(biao)(biao)(biao)準，導(dao)致(zhi)(zhi)經常出(chu)(chu)現頭痛醫頭，腳(jiao)疼醫腳(jiao)的(de)(de)狀況(kuang)，公司領(ling)導(dao)成(cheng)來救火隊員(yuan)(yuan)。四是(shi)(shi)(shi)部分員(yuan)(yuan)工(gong)(gong)(gong)(gong)(gong)認(ren)為工(gong)(gong)(gong)(gong)(gong)資(zi)體系不(bu)合(he)理，不(bu)能真實體現出(chu)(chu)貢獻的(de)(de)大(da)小和責(ze)任(ren)的(de)(de)輕重(zhong)；例如(ru)(ru)：同(tong)樣都是(shi)(shi)(shi)后勤部門的(de)(de)副經理，有(you)(you)(you)的(de)(de)工(gong)(gong)(gong)(gong)(gong)資(zi)3000元(yuan)，也(ye)有(you)(you)(you)的(de)(de)工(gong)(gong)(gong)(gong)(gong)資(zi)是(shi)(shi)(shi)2500元(yuan)。還有(you)(you)(you)些(xie)在施工(gong)(gong)(gong)(gong)(gong)一(yi)(yi)線工(gong)(gong)(gong)(gong)(gong)作(zuo)(zuo)(zuo)的(de)(de)員(yuan)(yuan)工(gong)(gong)(gong)(gong)(gong)，對公司一(yi)(yi)線員(yuan)(yuan)工(gong)(gong)(gong)(gong)(gong)節假(jia)日加班工(gong)(gong)(gong)(gong)(gong)作(zuo)(zuo)(zuo)沒(mei)有(you)(you)(you)補貼（或(huo)沒(mei)有(you)(you)(you)加班工(gong)(gong)(gong)(gong)(gong)資(zi)）意見較大(da)。
我個(ge)人感覺(jue)，雖然(ran)我們(men)存在(zai)的(de)(de)這些(xie)問題都是些(xie)小(xiao)問題，但是如果長期忽視，就(jiu)容(rong)易引(yin)發部分員工(gong)的(de)(de)情(qing)緒波(bo)動(dong)，造成負面影響。因此，要(yao)(yao)調(diao)動(dong)員工(gong)的(de)(de)工(gong)作(zuo)熱(re)情(qing)和(he)積極(ji)性(xing)，增(zeng)強企業(ye)(ye)的(de)(de)凝聚力是一(yi)個(ge)系統的(de)(de)過(guo)程(cheng)，它不可能一(yi)蹴而就(jiu)，由(you)于公(gong)司采取(qu)了某項(xiang)管(guan)理措施后就(jiu)立即改(gai)變；它的(de)(de)轉變也是一(yi)個(ge)過(guo)程(cheng)，需要(yao)(yao)員工(gong)通過(guo)企業(ye)(ye)管(guan)理的(de)(de)逐步(bu)深化而逐步(bu)改(gai)進。在(zai)此，我認為要(yao)(yao)充分調(diao)動(dong)員工(gong)的(de)(de)積極(ji)性(xing)，增(zeng)強企業(ye)(ye)的(de)(de)凝聚力，可以(yi)通過(guo)采取(qu)以(yi)下(xia)幾方(fang)面的(de)(de)措施：
首先，必須明確(que)每(mei)個(ge)部(bu)門、每(mei)個(ge)崗位的(de)(de)(de)(de)(de)職責(ze)(ze)，制訂(ding)工(gong)(gong)(gong)作(zuo)(zuo)標準和業(ye)務流程，在(zai)此基礎上逐步(bu)健全以工(gong)(gong)(gong)作(zuo)(zuo)質量(liang)為(wei)核(he)心的(de)(de)(de)(de)(de)績效考核(he)體系，明確(que)每(mei)個(ge)員工(gong)(gong)(gong)在(zai)企業(ye)內部(bu)應承(cheng)擔的(de)(de)(de)(de)(de)責(ze)(ze)任和義務，明確(que)每(mei)個(ge)崗位每(mei)天(tian)應完成的(de)(de)(de)(de)(de)任務和指標，對(dui)員工(gong)(gong)(gong)的(de)(de)(de)(de)(de)工(gong)(gong)(gong)作(zuo)(zuo)態度(du)、工(gong)(gong)(gong)作(zuo)(zuo)業(ye)績，按(an)周、按(an)月、按(an)季(ji)進行公開的(de)(de)(de)(de)(de)考核(he)和考評，依據(ju)考核(he)的(de)(de)(de)(de)(de)結果對(dui)員工(gong)(gong)(gong)的(de)(de)(de)(de)(de)工(gong)(gong)(gong)作(zuo)(zuo)做出比較(jiao)客觀公正的(de)(de)(de)(de)(de)評價(jia)，按(an)勞取酬、獎(jiang)優罰劣。
其次，是要(yao)加(jia)強企(qi)(qi)(qi)業(ye)(ye)(ye)管(guan)(guan)理的(de)(de)(de)各項基礎工作(zuo)，特別(bie)是要(yao)健全企(qi)(qi)(qi)業(ye)(ye)(ye)的(de)(de)(de)計(ji)量(liang)(liang)、統計(ji)、原始記錄、質(zhi)量(liang)(liang)檢驗、過程審核(he)的(de)(de)(de)工作(zuo)，制(zhi)訂(ding)管(guan)(guan)理、生(sheng)產(chan)(chan)(chan)(chan)、檢驗標準，建立管(guan)(guan)理運做的(de)(de)(de)程序和(he)流程，完(wan)善以(yi)員工工作(zuo)質(zhi)量(liang)(liang)為(wei)核(he)心(xin)的(de)(de)(de)績效(xiao)考核(he)體(ti)系。例如(ru)：某些民營(ying)制(zhi)造企(qi)(qi)(qi)業(ye)(ye)(ye)不(bu)僅沒有(you)工作(zuo)標準，也沒有(you)勞(lao)動定(ding)(ding)額(e)，象(xiang)這樣(yang)的(de)(de)(de)企(qi)(qi)(qi)業(ye)(ye)(ye)又怎么能(neng)(neng)夠不(bu)吃大鍋飯呢？象(xiang)這樣(yang)的(de)(de)(de)民營(ying)企(qi)(qi)(qi)業(ye)(ye)(ye)就應(ying)該盡快(kuai)制(zhi)訂(ding)每(mei)(mei)個(ge)崗位的(de)(de)(de)工作(zuo)標準和(he)勞(lao)動定(ding)(ding)額(e)，制(zhi)訂(ding)每(mei)(mei)道工序每(mei)(mei)個(ge)產(chan)(chan)(chan)(chan)品(pin)(pin)、部件(jian)生(sheng)產(chan)(chan)(chan)(chan)的(de)(de)(de)工時定(ding)(ding)額(e)，依據定(ding)(ding)額(e)計(ji)算(suan)出(chu)每(mei)(mei)個(ge)產(chan)(chan)(chan)(chan)品(pin)(pin)的(de)(de)(de)單位生(sheng)產(chan)(chan)(chan)(chan)成本(ben)和(he)企(qi)(qi)(qi)業(ye)(ye)(ye)生(sheng)產(chan)(chan)(chan)(chan)的(de)(de)(de)盈虧(kui)平衡(heng)點。計(ji)算(suan)出(chu)要(yao)確(que)保公司經營(ying)盈利每(mei)(mei)月至(zhi)少應(ying)完(wan)成生(sheng)產(chan)(chan)(chan)(chan)的(de)(de)(de)具(ju)體(ti)數量(liang)(liang)指(zhi)(zhi)標，并(bing)根據這個(ge)指(zhi)(zhi)標計(ji)算(suan)出(chu)每(mei)(mei)月總的(de)(de)(de)消(xiao)耗、費(fei)用控(kong)制(zhi)指(zhi)(zhi)標、利潤(run)指(zhi)(zhi)標。才(cai)有(you)可能(neng)(neng)進(jin)一步制(zhi)訂(ding)具(ju)體(ti)措(cuo)施，全面降(jiang)低運營(ying)費(fei)用，減少損失(shi)浪(lang)費(fei)。才(cai)有(you)可能(neng)(neng)做到心(xin)中有(you)數，實現企(qi)(qi)(qi)業(ye)(ye)(ye)生(sheng)產(chan)(chan)(chan)(chan)發展與企(qi)(qi)(qi)業(ye)(ye)(ye)利潤(run)的(de)(de)(de)同步增長。
再次，切實加(jia)強(qiang)公司(si)的(de)(de)信(xin)息(xi)反(fan)(fan)(fan)饋體系建設。要使公司(si)的(de)(de)管理工作(zuo)(zuo)順暢有序，不(bu)僅要到現場去(qu)檢(jian)查、聽部門的(de)(de)匯報(bao)，而且還必須有一套全面反(fan)(fan)(fan)映(ying)工作(zuo)(zuo)進度(du)、工作(zuo)(zuo)質(zhi)量(liang)、工作(zuo)(zuo)效果的(de)(de)報(bao)表(biao)，通過這些報(bao)表(biao)來記錄、反(fan)(fan)(fan)映(ying)公司(si)工程項(xiang)目的(de)(de)招投標、質(zhi)量(liang)、進度(du)、安全、材料供應、現場管理、成本開支等方面的(de)(de)信(xin)息(xi)；沒有這樣(yang)的(de)(de)信(xin)息(xi)反(fan)(fan)(fan)饋，就如同盲人摸象，有時就抓(zhua)(zhua)不(bu)住(zhu)問題的(de)(de)關鍵(jian)、抓(zhua)(zhua)不(bu)住(zhu)問題的(de)(de)實質(zhi)。
第四、按照馬斯(si)洛的(de)(de)需(xu)求(qiu)層(ceng)(ceng)次論，每個人都有(you)實(shi)(shi)現自我價值的(de)(de)需(xu)要(yao)，這種需(xu)要(yao)就是工(gong)(gong)(gong)作(zuo)上(shang)有(you)所(suo)成就，事業(ye)(ye)上(shang)有(you)所(suo)建樹。因此，企(qi)(qi)業(ye)(ye)應(ying)針對(dui)不同層(ceng)(ceng)次員(yuan)(yuan)(yuan)工(gong)(gong)(gong)的(de)(de)不同需(xu)求(qiu)，把實(shi)(shi)現企(qi)(qi)業(ye)(ye)的(de)(de)經(jing)營目標(biao)與滿(man)足(zu)大多數(shu)員(yuan)(yuan)(yuan)工(gong)(gong)(gong)的(de)(de)基本需(xu)求(qiu)緊(jin)密(mi)地(di)結合起來，充分運用物資(zi)(zi)利益與精神文化上(shang)價值手段(duan)，對(dui)員(yuan)(yuan)(yuan)工(gong)(gong)(gong)進行(xing)有(you)效的(de)(de)激勵。而在(zai)某(mou)些企(qi)(qi)業(ye)(ye)，老板不僅吝嗇工(gong)(gong)(gong)資(zi)(zi)，也吝嗇激勵。從不與員(yuan)(yuan)(yuan)工(gong)(gong)(gong)談(tan)話、溝通，以至有(you)些員(yuan)(yuan)(yuan)工(gong)(gong)(gong)在(zai)企(qi)(qi)業(ye)(ye)已經(jing)工(gong)(gong)(gong)作(zuo)快一(yi)年了，居然還(huan)沒有(you)見(jian)過企(qi)(qi)業(ye)(ye)老板；“以人為本”絕不是喊在(zai)嘴上(shang)、掛在(zai)墻上(shang)的(de)(de)口號，而是需(xu)要(yao)有(you)許多實(shi)(shi)實(shi)(shi)在(zai)在(zai)的(de)(de)行(xing)動(dong)的(de)(de)。企(qi)(qi)業(ye)(ye)要(yao)調動(dong)、激發員(yuan)(yuan)(yuan)工(gong)(gong)(gong)的(de)(de)積極(ji)性，在(zai)盡可能(neng)減(jian)少成本開(kai)支的(de)(de)情況下，就應(ying)該通過許多具體、實(shi)(shi)在(zai)的(de)(de)做法來體現。例如(ru)：改善員(yuan)(yuan)(yuan)工(gong)(gong)(gong)宿舍(she)、提高員(yuan)(yuan)(yuan)工(gong)(gong)(gong)食堂伙食標(biao)準(zhun)，發放節假日加(jia)班(ban)補(bu)貼(tie)（或加(jia)班(ban)工(gong)(gong)(gong)資(zi)(zi)），組(zu)織員(yuan)(yuan)(yuan)工(gong)(gong)(gong)業(ye)(ye)務培訓學習，適(shi)當增加(jia)員(yuan)(yuan)(yuan)工(gong)(gong)(gong)福利、適(shi)當開(kai)展內部文體活動(dong)等辦法。都是加(jia)強激勵，調動(dong)員(yuan)(yuan)(yuan)工(gong)(gong)(gong)工(gong)(gong)(gong)作(zuo)積極(ji)性的(de)(de)有(you)效方法和手段(duan)。
那種不善(shan)于正面引導、激勵，而是一味靠罰款處罰的做法，只(zhi)能導致企業(ye)人心渙散，企業(ye)更加缺(que)乏凝聚(ju)力和向心力。
無數事實證明：充分信任員(yuan)(yuan)工(gong)(gong)，大膽使用外聘管理人員(yuan)(yuan)，讓(rang)員(yuan)(yuan)工(gong)(gong)在工(gong)(gong)作中(zhong)施展才(cai)華，是調動員(yuan)(yuan)工(gong)(gong)的(de)積極性，激發(fa)員(yuan)(yuan)工(gong)(gong)的(de)責任感，培育對(dui)企(qi)(qi)業的(de)忠誠和(he)對(dui)企(qi)(qi)業的(de)歸(gui)屬感的(de)重要手(shou)段，只有這樣才(cai)能有效引導員(yuan)(yuan)工(gong)(gong)全(quan)心全(quan)意(yi)為(wei)企(qi)(qi)業興旺(wang)發(fa)達貢獻(xian)力(li)量(liang)。同時(shi)通過強化過程和(he)細(xi)節(jie)的(de)管理、考核(he)與控(kong)制(zhi)，有效地約(yue)束和(he)控(kong)制(zhi)、防范(fan)某些員(yuan)(yuan)工(gong)(gong)的(de)不良行為(wei)。
由(you)于(yu)各個企業(ye)內部的現狀(zhuang)不同(tong)，因此，如何調動(dong)激發員工(gong)的積極性，工(gong)作的切(qie)入點也不同(tong)。一般地(di)講：應(ying)從激勵機(ji)制、壓力機(ji)制、企業(ye)文化三方(fang)面入手，充分運用工(gong)資獎(jiang)金(jin)、獎(jiang)勵與處(chu)罰等手段(duan)，培育、引導、激發員工(gong)的積極性，尊重、保護員工(gong)的創造熱情(qing)。
一、激勵方(fang)面(mian)(mian)：首先，要建立(li)企(qi)(qi)業(ye)(ye)的(de)(de)年度(du)經(jing)營(ying)計劃和(he)(he)中長期發展規劃，確立(li)企(qi)(qi)業(ye)(ye)的(de)(de)經(jing)營(ying)目標(biao)(biao)(biao)，將企(qi)(qi)業(ye)(ye)的(de)(de)計劃、戰略、目標(biao)(biao)(biao)的(de)(de)實(shi)(shi)現(xian)與員(yuan)(yuan)工(gong)(gong)(gong)(gong)勞(lao)動(dong)(dong)報酬(chou)、福(fu)利的(de)(de)實(shi)(shi)現(xian)緊密(mi)結合起來，使員(yuan)(yuan)工(gong)(gong)(gong)(gong)感到實(shi)(shi)現(xian)企(qi)(qi)業(ye)(ye)的(de)(de)奮(fen)斗(dou)目標(biao)(biao)(biao)與實(shi)(shi)現(xian)員(yuan)(yuan)工(gong)(gong)(gong)(gong)個人的(de)(de)利益(yi)是一致的(de)(de)，用企(qi)(qi)業(ye)(ye)未(wei)來的(de)(de)宏偉奮(fen)斗(dou)目標(biao)(biao)(biao)鼓舞員(yuan)(yuan)工(gong)(gong)(gong)(gong)的(de)(de)士氣。在(zai)公(gong)(gong)司內部(bu)，營(ying)造“以公(gong)(gong)司為(wei)家、以人為(wei)本、以奉獻為(wei)榮”的(de)(de)企(qi)(qi)業(ye)(ye)文(wen)化(hua)(hua)，在(zai)工(gong)(gong)(gong)(gong)作(zuo)方(fang)面(mian)(mian)：定(ding)崗(gang)位(wei)、定(ding)責任(ren)、定(ding)薪(xin)酬(chou)福(fu)利，明(ming)(ming)確工(gong)(gong)(gong)(gong)作(zuo)標(biao)(biao)(biao)準(zhun)和(he)(he)職責，明(ming)(ming)確每天(tian)(tian)的(de)(de)工(gong)(gong)(gong)(gong)作(zuo)指標(biao)(biao)(biao)和(he)(he)勞(lao)動(dong)(dong)定(ding)額；在(zai)質(zhi)量(liang)(liang)(liang)方(fang)面(mian)(mian)：將企(qi)(qi)業(ye)(ye)的(de)(de)質(zhi)量(liang)(liang)(liang)目標(biao)(biao)(biao)分(fen)(fen)解到每個崗(gang)位(wei)、每個員(yuan)(yuan)工(gong)(gong)(gong)(gong)，分(fen)(fen)解到工(gong)(gong)(gong)(gong)作(zuo)的(de)(de)每一天(tian)(tian)，以確保工(gong)(gong)(gong)(gong)作(zuo)的(de)(de)數量(liang)(liang)(liang)和(he)(he)質(zhi)量(liang)(liang)(liang)；在(zai)分(fen)(fen)配方(fang)面(mian)(mian)：實(shi)(shi)行(xing)以工(gong)(gong)(gong)(gong)作(zuo)績(ji)(ji)效(xiao)(xiao)為(wei)標(biao)(biao)(biao)準(zhun)的(de)(de)按(an)勞(lao)分(fen)(fen)配。對一線員(yuan)(yuan)工(gong)(gong)(gong)(gong)采取“基礎工(gong)(gong)(gong)(gong)資(zi)+業(ye)(ye)績(ji)(ji)提(ti)成+目標(biao)(biao)(biao)考(kao)核(he)獎(jiang)(jiang)(jiang)金”的(de)(de)薪(xin)酬(chou)模式，對二線員(yuan)(yuan)工(gong)(gong)(gong)(gong)采取“職務(wu)工(gong)(gong)(gong)(gong)資(zi)+考(kao)勤工(gong)(gong)(gong)(gong)資(zi)+績(ji)(ji)效(xiao)(xiao)考(kao)核(he)”的(de)(de)薪(xin)酬(chou)模式，對科技員(yuan)(yuan)工(gong)(gong)(gong)(gong)采取“基礎工(gong)(gong)(gong)(gong)資(zi)+考(kao)勤工(gong)(gong)(gong)(gong)資(zi)+工(gong)(gong)(gong)(gong)作(zuo)任(ren)務(wu)+創新獎(jiang)(jiang)(jiang)”的(de)(de)薪(xin)酬(chou)模式。健(jian)全對所有員(yuan)(yuan)工(gong)(gong)(gong)(gong)的(de)(de)管理、考(kao)核(he)、獎(jiang)(jiang)(jiang)罰(fa)和(he)(he)控(kong)制體(ti)系，做到管理制度(du)公(gong)(gong)開(kai)，考(kao)核(he)標(biao)(biao)(biao)準(zhun)公(gong)(gong)開(kai)，指標(biao)(biao)(biao)計算方(fang)法(fa)公(gong)(gong)開(kai)，實(shi)(shi)現(xian)工(gong)(gong)(gong)(gong)作(zuo)標(biao)(biao)(biao)準(zhun)清(qing)晰、經(jing)營(ying)責任(ren)具體(ti)，獎(jiang)(jiang)(jiang)罰(fa)條(tiao)款明(ming)(ming)確，績(ji)(ji)效(xiao)(xiao)考(kao)核(he)量(liang)(liang)(liang)化(hua)(hua)，監督控(kong)制有效(xiao)(xiao)。
總(zong)之，要使企(qi)業(ye)(ye)經濟效益的(de)(de)提高(gao)與(yu)員工(gong)(gong)(gong)(gong)工(gong)(gong)(gong)(gong)資待遇的(de)(de)提高(gao)保(bao)持(chi)(chi)一(yi)致，使員工(gong)(gong)(gong)(gong)工(gong)(gong)(gong)(gong)資薪酬的(de)(de)增(zeng)長與(yu)員工(gong)(gong)(gong)(gong)工(gong)(gong)(gong)(gong)作責任的(de)(de)加重和(he)貢獻(xian)的(de)(de)大小保(bao)持(chi)(chi)一(yi)致，使企(qi)業(ye)(ye)工(gong)(gong)(gong)(gong)資總(zong)額(e)(e)支出(chu)的(de)(de)增(zeng)長與(yu)企(qi)業(ye)(ye)利潤總(zong)額(e)(e)的(de)(de)增(zeng)長保(bao)持(chi)(chi)一(yi)致。
其次(ci)，員(yuan)工(gong)(gong)(gong)也需要有成就感。當員(yuan)工(gong)(gong)(gong)為企(qi)業(ye)(ye)做出了貢(gong)獻(xian)(xian)，也需要企(qi)業(ye)(ye)和老板的認同。因(yin)此，企(qi)業(ye)(ye)必須不斷地開(kai)發激勵政策(ce)和激勵手段。可(ke)以通過評(ping)選(xuan)勞模、技術能(neng)手、革新(xin)標兵等(deng)方式，讓員(yuan)工(gong)(gong)(gong)有榮(rong)(rong)譽(yu)感；可(ke)以在企(qi)業(ye)(ye)產品設(she)計、包裝設(she)計、廣告(gao)策(ce)劃、技術創新(xin)、管理創新(xin)、質量改(gai)進等(deng)方面，對那些有突出貢(gong)獻(xian)(xian)的員(yuan)工(gong)(gong)(gong)，在企(qi)業(ye)(ye)簡介、企(qi)業(ye)(ye)網站(zhan)、產品設(she)計、企(qi)業(ye)(ye)宣傳(chuan)(chuan)材料中給(gei)予積(ji)極的宣傳(chuan)(chuan)報道，寫上員(yuan)工(gong)(gong)(gong)的姓(xing)名，讓員(yuan)工(gong)(gong)(gong)有成就感、榮(rong)(rong)譽(yu)感。
激勵并不(bu)(bu)是(shi)只有物資手段。如果一味(wei)靠增加(jia)工(gong)(gong)(gong)(gong)(gong)(gong)資薪酬，并不(bu)(bu)能(neng)調動(dong)員工(gong)(gong)(gong)(gong)(gong)(gong)的(de)(de)工(gong)(gong)(gong)(gong)(gong)(gong)作(zuo)熱(re)情(qing)，不(bu)(bu)能(neng)激發員工(gong)(gong)(gong)(gong)(gong)(gong)的(de)(de)創(chuang)新(xin)精神和責任感(gan)。相(xiang)反，在沒有健立(li)完善的(de)(de)工(gong)(gong)(gong)(gong)(gong)(gong)作(zuo)標(biao)準，沒有建立(li)客觀(guan)、公(gong)正的(de)(de)員工(gong)(gong)(gong)(gong)(gong)(gong)個人(ren)績(ji)效(xiao)(xiao)評價、績(ji)效(xiao)(xiao)考(kao)核體系(xi)的(de)(de)情(qing)況下，普遍大幅度地提高薪酬只能(neng)是(shi)企(qi)業增加(jia)成本，并不(bu)(bu)一定就能(neng)夠調動(dong)員工(gong)(gong)(gong)(gong)(gong)(gong)的(de)(de)工(gong)(gong)(gong)(gong)(gong)(gong)作(zuo)熱(re)情(qing)。
二(er)、壓力(li)方面：企(qi)業管(guan)(guan)理(li)(li)實踐告訴我們：對(dui)員(yuan)(yuan)工(gong)(gong)的(de)(de)管(guan)(guan)理(li)(li)僅(jin)有激(ji)勵作用是不夠的(de)(de)，還(huan)必(bi)須(xu)給每個員(yuan)(yuan)工(gong)(gong)明確(que)其責(ze)任和工(gong)(gong)作壓力(li)。公(gong)司應建(jian)立法人(ren)治理(li)(li)結(jie)構的(de)(de)現代(dai)企(qi)業制度，實行總經理(li)(li)領導下(xia)的(de)(de)各部門(men)分工(gong)(gong)負(fu)責(ze)制。實行公(gong)司統一領導、統一考核(he)、權(quan)責(ze)明確(que)、分級(ji)管(guan)(guan)理(li)(li)、分級(ji)負(fu)責(ze)、獎罰兌現的(de)(de)管(guan)(guan)理(li)(li)體系。
首先(xian)，根據公司制(zhi)訂(ding)的(de)(de)(de)年(nian)度經營(ying)計劃和(he)工(gong)(gong)(gong)作(zuo)(zuo)(zuo)任(ren)務，將公司的(de)(de)(de)經營(ying)指標(biao)、工(gong)(gong)(gong)作(zuo)(zuo)(zuo)任(ren)務，層(ceng)層(ceng)分(fen)解下達到(dao)每(mei)個(ge)部門，落(luo)實(shi)到(dao)每(mei)一(yi)個(ge)班組和(he)每(mei)個(ge)員(yuan)工(gong)(gong)(gong)。明確(que)每(mei)個(ge)員(yuan)工(gong)(gong)(gong)、每(mei)個(ge)崗(gang)位的(de)(de)(de)責任(ren)、任(ren)務和(he)經營(ying)指標(biao)。其次，公司擬(ni)訂(ding)統一(yi)的(de)(de)(de)工(gong)(gong)(gong)作(zuo)(zuo)(zuo)檢(jian)(jian)查、考核(he)(he)標(biao)準(zhun)和(he)辦法，按周、按月、按季對每(mei)個(ge)人每(mei)天完成(cheng)(cheng)的(de)(de)(de)工(gong)(gong)(gong)作(zuo)(zuo)(zuo)量進行跟(gen)蹤統計、考核(he)(he)，按照(zhao)工(gong)(gong)(gong)作(zuo)(zuo)(zuo)指標(biao)完成(cheng)(cheng)情(qing)況(kuang)計算工(gong)(gong)(gong)資薪酬。對工(gong)(gong)(gong)作(zuo)(zuo)(zuo)中(zhong)出現的(de)(de)(de)偏差(cha)及(ji)問題，及(ji)時分(fen)析、研(yan)究解決，對員(yuan)工(gong)(gong)(gong)工(gong)(gong)(gong)作(zuo)(zuo)(zuo)中(zhong)的(de)(de)(de)失誤，在批(pi)評教(jiao)育(yu)員(yuan)工(gong)(gong)(gong)本人的(de)(de)(de)同時，一(yi)并追究其直(zhi)接領(ling)導的(de)(de)(de)責任(ren)。對不能(neng)(neng)履行職責，不能(neng)(neng)完成(cheng)(cheng)任(ren)務的(de)(de)(de)，應該按照(zhao)考核(he)(he)及(ji)處罰辦法，給(gei)予(yu)其責任(ren)人及(ji)直(zhi)接領(ling)導必(bi)要的(de)(de)(de)行政、經濟處罰。總之(zhi)，通過公開的(de)(de)(de)、定期的(de)(de)(de)檢(jian)(jian)查、考核(he)(he)和(he)考評，給(gei)員(yuan)工(gong)(gong)(gong)的(de)(de)(de)工(gong)(gong)(gong)作(zuo)(zuo)(zuo)營(ying)造壓力(li)和(he)責任(ren)，使之(zhi)感到(dao)無法吃大鍋(guo)飯、無法混日子，迫(po)使其只能(neng)(neng)積極努力(li)地(di)工(gong)(gong)(gong)作(zuo)(zuo)(zuo)。
三、在企(qi)(qi)業(ye)(ye)文(wen)化方面：要使企(qi)(qi)業(ye)(ye)始(shi)終保持(chi)生機與活力，就(jiu)必須建(jian)立自 己的(de)(de)企(qi)(qi)業(ye)(ye)文(wen)化，以(yi)企(qi)(qi)業(ye)(ye)的(de)(de)經營理念、經營戰略和員(yuan)工(gong)守(shou)則為(wei)重點內容，編制員(yuan)工(gong)手冊，建(jian)立“以(yi)人為(wei)本(ben)“的(de)(de)企(qi)(qi)業(ye)(ye)文(wen)化，通過(guo)企(qi)(qi)業(ye)(ye)內的(de)(de)宿(su)舍、食堂、環境、管(guan)理、考勤、福利等方面，體現出(chu)對員(yuan)工(gong)的(de)(de)尊重、愛護、理解，通過(guo)學習、培訓、獎(jiang)勵、表揚、處罰等各種手段，在企(qi)(qi)業(ye)(ye)內部塑(su)造(zao)一(yi)種平(ping)等自信、積極健(jian)康(kang)、團結互助、樂(le)觀(guan)向上(shang)的(de)(de)氛圍；堅(jian)持(chi)“以(yi)人為(wei)本(ben)”的(de)(de)人才(cai)理念，視(shi)人才(cai)為(wei)企(qi)(qi)業(ye)(ye)的(de)(de)第一(yi)資源，堅(jian)持(chi)“賽馬不相馬”的(de)(de)用人思想，徹底打破“親(qin)緣(yuan)、地(di)緣(yuan)、人緣(yuan)”的(de)(de)用人局限，在企(qi)(qi)業(ye)(ye)內創造(zao)一(yi)個“團結、敬業(ye)(ye)、創新(xin)、發展(zhan)”的(de)(de)良好氛圍，為(wei)廣(guang)(guang)大公(gong)司員(yuan)工(gong)提(ti)供馳騁的(de)(de)疆場和發展(zhan)才(cai)能的(de)(de)廣(guang)(guang)闊空間。
創(chuang)新，不(bu)(bu)僅是一個國家(jia)、一個民族發展(zhan)(zhan)的(de)(de)(de)動(dong)力(li)，也是一個企(qi)業(ye)發展(zhan)(zhan)的(de)(de)(de)動(dong)力(li)和(he)靈魂。要(yao)使企(qi)業(ye)始終保持強勁的(de)(de)(de)發展(zhan)(zhan)勢頭，不(bu)(bu)僅需要(yao)持續不(bu)(bu)斷(duan)地更新設備，改進(jin)技(ji)(ji)術(shu)，不(bu)(bu)斷(duan)地開發新技(ji)(ji)術(shu)、新產品；而且尤其(qi)需要(yao)不(bu)(bu)斷(duan)地更新管(guan)理(li)觀念、啟(qi)用(yong)管(guan)理(li)新人、進(jin)行管(guan)理(li)創(chuang)新、制度創(chuang)新和(he)體(ti)制創(chuang)新。技(ji)(ji)術(shu)落后固(gu)然可怕，而管(guan)理(li)落后比技(ji)(ji)術(shu)落后更可怕。因此，企(qi)業(ye)要(yao)想在激烈的(de)(de)(de)市(shi)場競(jing)爭中，始終立于不(bu)(bu)敗之地，就必須在企(qi)業(ye)塑造以“創(chuang)新、敬業(ye)”為核心的(de)(de)(de)企(qi)業(ye)文化。
一(yi)(yi)個企(qi)業(ye)(ye)是(shi)不(bu)是(shi)*的(de)(de)(de)企(qi)業(ye)(ye)，不(bu)是(shi)看(kan)它(ta)生產(chan)(chan)什么(me)產(chan)(chan)品(pin)，而看(kan)它(ta)擁有(you)(you)什么(me)樣的(de)(de)(de)人(ren)(ren)才(cai)。如果一(yi)(yi)個企(qi)業(ye)(ye)能(neng)夠(gou)擁有(you)(you)一(yi)(yi)批(pi)卓(zhuo)越的(de)(de)(de)技(ji)術(shu)、管理、營(ying)(ying)銷人(ren)(ren)才(cai)，那么(me)這個企(qi)業(ye)(ye)就必(bi)(bi)將能(neng)夠(gou)生產(chan)(chan)出(chu)暢(chang)銷世界的(de)(de)(de)*產(chan)(chan)品(pin)，必(bi)(bi)將在不(bu)遠(yuan)的(de)(de)(de)將來成(cheng)為世界*的(de)(de)(de)企(qi)業(ye)(ye)。而要擁有(you)(you)一(yi)(yi)批(pi)卓(zhuo)越的(de)(de)(de)技(ji)術(shu)、管理、營(ying)(ying)銷人(ren)(ren)才(cai)就必(bi)(bi)須(xu)首先擁有(you)(you)卓(zhuo)越的(de)(de)(de)管理體制和人(ren)(ren)才(cai)制度。
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