Differences in incentives
People's needs include: physiological needs, safety needs, social needs, respect the need and demand some level of self-realization. When a needs are met, the staff will turn to other needs. Since each employee needs are very different, on a personal and effective incentives may be no effect on others. Managers should be different for employees of their individual rewards. For example: Some employees may also want higher wages, while others may not care about wages, but hope to have the free time off. Another example: some of the employees high wages, higher wages may not be as attractive to grant him "A-class salesman," the title of great appeal, because it makes him feel that they have status and respect. Everyone has their own personality traits. Employee's personality different, they should be doing different work. And employees can work personality matching employees feel satisfied and comfortable.
Equity incentive
Fair excitation source for American psychologists Adams Equity Theory. This theory: the work of subordinate motivation and enthusiasm not only by the impact of their absolute return, more importantly, also by the relative impact of rewards. Always subordinate to their own contributions and compensation with a person and his contribution to equal conditions and remuneration compared. When this ratio is equal, there will be fairness, the ease of mind and enthusiasm for; the other hand, would lead to discontent and grievances and complaints, even slack behavior.
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銆??淇′换婵?姳聽
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銆??蹇冩櫤婵?姳聽
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