What are the motivating factors? The following are the motivational factors:

Appointments, trust, promotion system, salary system, reward system, punishment system, degree of participation, welfare status. Motivators are those that lead to a positive attitude, satisfaction, and motivation. These are those factors that meet an individual's need for self-actualization, including:

Achievement, appreciation, challenging work, increased job responsibility, and opportunities for growth and development. If these factors are in place, it can create a greater incentive for people.

It should be HR salary, job promotion, etc.

d Achievement is a motivating factor.

How to motivate employees and tap the potential of the team is a headache for many enterprises. Next, I have sorted out the relevant content of what are the factors that need to be considered for employee motivation, and I hope you like the article!

1.Pay.

The three principles to be followed in salary design refer to the internal fairness, external fairness and personal fairness of employee compensation. In addition, enterprises can also use ways to increase welfare to attract talents, so that welfare is no longer a trivial and trivial small profit. But when employees' needs and expectations are met, their motivation will naturally increase, and only in this way can compensation truly play its motivating role.

2.Atmosphere.

Top-down delivery and bottom-up feedback illustrate the importance of delivering execution. Management should ensure that corporate goals and departmental goals are aligned with those of individuals. The direction of development is consistent, and appropriate adjustments can be made if necessary.

In addition, Zeya Management Consulting suggests that enterprises should establish a daily employee care system, dredge employee demands and feedback channels, assist colleagues at all levels within the enterprise to deal with conflicts in work, and reasonably resolve work collisions, etc., which is also of great help to establish a working atmosphere.

3.Training.

In the final analysis, the competition of enterprises is the competition of employee quality and ability, and in order to give employees greater responsibility, it is necessary to let employees receive more skill training. Through a series of training, employees can put the skills they have learned into practice and at the same time increase their loyalty to the company. Of course, this requires managers to adjust the training plan, so that the content of the company's training is as close to the needs of employees as possible and more down-to-earth.

Only by combining induction training with on-the-job training, and combining corporate culture training with business department skills training, can enterprises implement the training to a greater extent.

4.Culture.

A good corporate culture is the spiritual pillar of the company's long-term development, which provides value orientation and code of conduct for the development of the enterprise, the company's decision-making and the behavior of employees, and is the supplement and lubricant of the rigid system. Therefore, Zeya Enterprise Management Consulting believes that managers must maintain a high degree of consistency with the corporate culture, actively promote the improvement and management of the company's internal image and the construction of the external image, and provide diversified guidance and motivation to employees, so as to make the corporate culture more infectious.

The following factors are:

1. Opportunities for work performance and happiness brought by work.

2. A sense of accomplishment at work.

3. Reward for good work performance.

4. Expectations for future development.

5. Sense of responsibility in the position, etc. This kind of factor is positive, it is a factor that affects people's work motivation and plays a major role in the long term, and it is the source of employees' work motivation.

Accordingly, Herzberg believes that in order to increase the "motivator" factor and improve productivity, it is necessary to replace the production procedures and management methods of the "assembly line" with the management method of "abundant and rich work", which can reduce the dissatisfaction of workers, reduce the rate of absenteeism, and improve product quality.

The theory argues:

1. Motivational factors: challenging work, achievement, increased work responsibility, appreciation.

2. Factors that do not generate incentives: wages, improved interpersonal relationships, good working conditions, status, safety.

The theory argues that the opposite of satisfaction is not dissatisfaction, but dissatisfaction; The opposite of dissatisfaction is not satisfaction, but the absence of dissatisfaction. Unlike Maslow's hierarchical needs theory, Herzberg argues that the satisfaction of low-level needs does not have a motivational effect, but on the contrary, it only leads to the disappearance of dissatisfaction.

Challenging work, recognition, responsibility) to make employees feel satisfied; Factors that are part of the work environment or work relationship (e.g., status, job security, salary, benefits) make the employee feel unsatisfied.

The former are called motivational factors by Herzberg, and the latter are called hygiene factors.

Working conditions and environment: long working hours, poor working conditions, certain dangers of work, engaging in toxic or harmful work, lack of necessary office equipment, etc., will reduce employees' enthusiasm for work, produce anxiety, tension and other bad emotions, and affect employees' work motivation and work performance.

The characteristics of the work itself: the degree of concretization of the work goal, the specific work goal can make the employee expect the purpose and result of the user's behavior, reduce the blindness of the behavior, and improve the degree of self-control of the employee.

Difficulty of work goals: If work goals are set beyond the level of individual ability, it can lead to frustration, loss of confidence, and if it is too simple, it will be less challenging.

What comes from the work itself is essentially what people demand from the work itself. The main factors that make employees feel very satisfied are that the work is fulfilling, the work itself is challenging, the work performance can be recognized by the society, and the sense of responsibility and professional growth and development can be achieved. The satisfaction of these factors can greatly stimulate the enthusiasm of employees and mobilize the enthusiasm of employees; If this kind of potato factor is not solved well, it will also cause dissatisfaction among employees, although there is no hail to disperse the overall situation, but it can seriously affect the efficiency of the work.