Thoughts on employee incentive-expectation theory

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Thoughts on employee incentive-theory of expectation: Shuai hongjun

In the matters managed by the team, it is often encountered that the team members cannot complete the assigned tasks according to the schedule, or the completion quality is poor, or even cannot be completed at all. Of course, there are many reasons, such as unreasonable planning, changing requirements, and changing project organizations. I will not discuss these aspects today and want to consider this issue from another aspect. That is, the influence of employees' expectations and work attitude on the project.

 

Imagine if an employee has determined that the project has no value when joining the project team, whether the employee will be motivated or whether it is feasible to achieve the project, so he is not motivated; I have been thinking about this problem again and again after the experience of multiple projects.

 

There is also a theoretical basis for this problem. As early as 1964, Victor from, a famous psychologist and behavioral scientist, first proposed the expected theory in his masterpiece "Work and motivation. Expected theories focus not on the types of people's needs, but on the way people think about how to get compensation. People think that when people expect a certain line to bring predetermined results to individuals, and when such results are attractive to individuals, people will take this particular action. Expectation theory holds that one goal is influenced by two factors:

(1) target effect price: refers to the subjective judgment on the value of an individual to achieve this goal. If achieving this goal is very valuable to individuals, their enthusiasm will be high; otherwise, their enthusiasm will be low.

(2) expectation value: a subjective estimate of the possibility of achieving this goal. Only when I think it is possible to achieve this goal, will I strive to achieve it, so as to give play to the incentive role of the goal to a higher extent; if I think it is very unlikely to achieve this goal, it is not even possible, and the incentive effect of the target is small.

 

In today's society, project competition is fierce. To win in the competition, the project completion speed and quality must be higher than the same level. All projects are implemented by teams, that is, people-oriented. Only by constantly motivating team members can they achieve this goal. In the final analysis, the reason why people participate in a project is nothing more than a certain purpose, such as survival and development. So we have to pay attention to the needs of every project member. Team incentives have to be carried out continuously.

 

In this case, I have the following two points:

(1) Before the project starts, the human resources planning should be reasonable, that is, from the very beginning, we should select Members suitable for the project. From the stage of team establishment, it lays a good foundation for project development.

(2) before the project is launched, it is necessary to mobilize the project and motivate the team members from two aspects: target price effectiveness and expectations. It is impossible to do nothing, ignoring the expectations of the project members and allowing them to work mechanically.

Of course, after the project starts, you must build various teams and manage the teams. This is another topic.

 

One day is in the morning, and one year is in the spring. The success or failure of a project also lies in the beginning of the project. Finally, we hope that we can make a good start to do anything, so that people can easily and happily get on the market.