Research On The Incentives Of Grassroots Employees In H Company Service Network

With the development of the economic era,the competition faced by Chinese enterprises has become increasingly fierce.The competition among enterprises is the competition of talents.The loyalty,job performance and enthusiasm of employees will have a major impact on the development of enterprises.In the era of knowledge economy,how to maximize the development and utilization of human resources owned by enterprises has become an important task for business managers.How to effectively encourage grassroots employees and reduce the turnover rate of grassroots personnel as much as possible has gradually become one of the important problems faced by many enterprises,especially private enterprises.H Company is a software service company dedicated to building an "Internet + Finance and Taxation" product service system.With the improvement of the education level of the grassroots employees of H company and the increasing proportion of “post-90s” employees,the traditional incentives gradually lose their effectiveness,and the grassroots employees are not motivated.In the long run,they will bring to H company negative effects.H company has a large number of grassroots employees,and the first-line grassroots employees directly face the company's customers,especially the grassroots employees have sales tasks.Therefore,based on the motivation theory,this paper sorts out the related incentive research literature,combines the actual situation of H company,conducts a survey on the satisfaction of grassroots employees through questionnaires,and combines the results of questionnaire surveys to conduct on-the-spot investigations and analyze H company.In the unreasonable salary and benefits,unscientific performance appraisal,insufficient attention to the training of grassroots employees,lack of career management of grassroots employees and neglecting the incentive effect of corporate culture on grassroots employees.In view of the problems existing in the incentives of the grassroots employees of H Company,the suggested countermeasures given in this paper are as follows: First,reasonable setting of salary and benefits: improving the competitiveness of individual performance wages and diversifying the forms of material welfare.Second,the scientific performance appraisal: quantify performance appraisal standards and timely feedback performance appraisal results.Third,attach importance to the training of grassroots employees: pay attention to the training needs of grassroots employees,diversify the training content and form,and timely assess the training effect.Fourth,conduct career management of grassroots employees: conduct career planning guidance at the grassroots level,and improve internal promotion channels for grassroots employees.Fifth,give play to the important role of corporate culture to grassroots employees: strengthen the humane care for grassroots employees and strengthen team building.This article uses H company as a case to analyze some problems existing in the incentives of grassroots employees,and proposes corresponding countermeasures and suggestions.This research is not only of practical significance for H company,but also for companies with similar problems.Said,it also has a certain reference.Effective incentives can increase the enthusiasm of grassroots employees,reduce the turnover rate of grassroots employees,and do their best to make the best use of them and create greater profits for the company.