How To Get Employees Out Of Negative Compensation Psychology

"P", a large enterprise can set up a corresponding employee assistance program, provide special psychological counseling for employees, remind the people around the frustrated people to be enthusiastic about him, encourage him, give him new opportunities and help, instead of giving him pressure to raise his head, these are basic requirements.

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< p > after the employees suffer setbacks, the negative orientation of their self compensation is mainly aimed at the specific management measures that bring him frustration, but the compensation they get is often at the cost of the loss of the enterprise.

Therefore, considering the overall interests of enterprise development, we should never regard such self compensation as a personal complaint. We must correctly handle the setbacks of employees into the overall planning of corporate governance and corporate culture construction.

In order to form and strengthen the atmosphere of a harmonious enterprise, it is necessary to take the following measures: < /p >

< p > < strong > 1, help a href= "//www.sjfzxm.com/news/index_c.asp" > staff < /a > set appropriate goals, and put yourself in place to eliminate negative emotions of employees.

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< p > frustrated employees take self remedies in a sense of frustration and self compensation is often related to their high personal goals.

Because they are "high" and sometimes self conceited, so they can compete with managers secretly.

To eliminate the negative factors in self compensation, it is necessary to help them correctly evaluate their subjective conditions and objective conditions, set up a life goal that can not only fulfill their potential but also be unattainable and feasible, and combine their personal goals with the prosperity of enterprises.

Managers must also remain calm. When setting goals, employees should be involved in discussions. They should not make excessive welfare commitments and institutionalize the treatment of all kinds of employees, so that employees' expectations can be correctly positioned.

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< p > strong > two, strict division of labor responsibility system, the establishment of a pluralistic "a href=" //www.sjfzxm.com/news/index_c.asp "incentive mechanism < /a >.

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< p > when employees suffer setbacks, some established facts may not be changed, but they can completely motivate employees to show their value in other aspects.

For example, when employees are frustrated in their efforts to pursue an administrative post, they can be encouraged to work hard at technology or to gain the rewards of personal and material benefits through the expansion of their performance.

Different forms of encouragement always exist objectively. When employees feel frustrated, it is important not to let him lose his trust in the overall environment of the company.

Once a setback has become a fait accompli, employees may be conflicted with a specific manager. However, as long as employees do not lose confidence in the overall environment of the enterprise, they usually do not migrate such conflicting feelings to other managers. Then he will have hope for the development of other departments and departments under the auspices of other managers and objective evaluation of their own value.

Therefore, managers of different systems and departments are responsible for each other, and different incentives for staff justice are also important for avoiding employees' self confrontation in the process of self compensation.

Under this premise, if necessary, we can consider adjusting his job to get rid of the original setback environment.

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< p > on the other hand, different reward mechanisms play a relatively independent role. In fact, it is also a consideration of employees' work in different dimensions, and it also helps to prevent frustrated employees from making negative intentions in their self compensation, making it inappropriate for their improper behavior to be effective.

For example, a manager emphasizes the number of products completed, frustrated employees may use quality to compete with him.

If we can independently implement the quality award by the quality inspection department, we can not only make some employees stand out by the quality award, but also find and stop misconduct on quality problems in time.

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< p > < strong > three, to help employees update their ideas, and try to avoid the reverse psychology of strictly < a href= > //www.sjfzxm.com/news/index_c.asp > Management > /a >

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< p > avoid the negative factors in the self compensation of employees' frustrations. The best way to overcome their negative compensation behavior is to eliminate the frustration. Of course, the frustration of some employees is related to the strict management of the managers' methods. Sometimes it also stems from their subjective judgment, that is, their backward ideas.

For example, some employees still retain the sense of identity under the planned economic system. They think they are regular employees. If they are strict with the "temporary workers", they feel that they have lost their identity.

In this case, we must help employees update their concepts and not defeat their inertia thinking as managers can not get along with themselves and eliminate their rebellious psychology.

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At the same time, managers should also constantly improve their management methods, overcome the tendency of emphasizing "management" and "ignoring reason", and put the emphasis of management on the word "Li", combine strict management with humanized management, and persist in convincing people in strict management. P

For example, we should adhere to the openness of factory affairs, implement democratic management, decide on the opinions of the people concerned before deciding on major issues, so as to eliminate misunderstandings in strict management and avoid the emergence of rebellious psychology.

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< p > < strong > four, dredging the channels of internal checks and balances to prevent individual managers from covering the sky.

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< p > when the "boss's criticism" leads to a deep frustration for employees, if employees are faced with a lower level of management, employees can generally ask for relief from a higher level of management.

If a higher level manager disdains to deal with the "idling matter" of the lower level, or the manager can "cover the sky" or he himself is the top manager of the enterprise, then it is necessary to establish a corresponding complaint mechanism within the enterprise, or make the corporate governance mechanism of the enterprise have a practical constraint on the managers, which makes the workers feel hopeful after obtaining the relief through the normal system after setbacks.

That is to say, improving the corporate governance mechanism within the enterprise and establishing a sound supervision and restriction mechanism are also of positive significance for dredging the channels for employees to exercise democratic power and reflect their opinions.

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< p > of course, the channels for employees to complain and complain are not necessarily leading to changes in managers' management initiatives. The checks and balances mechanism of enterprises is not to be partial to one side, and the positive relief for employees after setbacks should be based on clarifying facts.

The so-called positive relief is to treat the frustrated employees with a conscientious and responsible attitude, and impartially appraise and distinguish right from wrong, so as to encourage the parties to seek common ground while reserving differences in favor of the development of enterprises.

When we find out that the manager is malicious and the disposal is obvious, we should safeguard the employee's interests in accordance with the procedures.

If employees' frustrations happen for a reason, providing employees with an opportunity to argue and reasoning, it will also help employees to recalibrate their mindset.

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