Research On The Problems And Countermeasures Of Core Employee Motivation In HF Company

Nowadays,it can be seen that human resources play an increasingly important role in the development of modern society with the continuous progress of technology and knowledge.In order to achieve sustainable and healthy development in the fierce competition,enterprises need to establish an incentive system to meet the needs of employees,especially for the core employees.As the mainstay of the enterprise,if the incentive system can well meet its needs,it can stimulate its potential and inject the inexhaustible power for the sustainable development of the enterprise.Under this background,it selects HF Company as the research object in this paper,which is a leading enterprise in the energy storage industry.At the same time,HF Company plays an important role in the industry.As a result,it is of a certain practical significance to carry out the research on the incentive situation of the core employees in HF Company.In this study,it starts from the current incentive situation of HF Company,which has a detailed understanding of the current situation of HF Company’s incentive system and incentive form.According to the current situation,it is based on Maslow’s hierarchy of needs and ERG theory to design a questionnaire,so as to investigate the incentive demand,incentive satisfaction and the reasons for the loss of core employees in HF Company.Besides,it combines with the interview results to carry out the analysis,which fully studies and analyzes the existing problems in the incentive of core employees in HF Company,and puts forward the corresponding improvement countermeasures.From the research,it is found that the company’s incentive for core employees mainly includes three organic components of material incentive,spiritual incentive and growth incentive,in which the material incentive plays a leading role in the company’s incentive,while the spiritual incentive and growth incentive play an auxiliary role.In addition,the company’s spiritual and growth incentive are often quantified as material formsThe prominent problem is fairness in the current core staff incentive of HF Company In terms of material incentives,one is to determine the core employees’salary based on the three hard bars of academic qualifications,job titles and error-free,but does not reflect the value and contribution of employees;Second,the company only uses short-term incentives such as wages and bonuses,and does not consider long-term incentives such as equity incentives;The third is that the incentive method is too simple,lacking diversity and difference.In the aspect of spiritual incentive,honor incentive is still linked with material incentive,which does not consider the more diversified needs of core employees,and cannot provide differentiated emotional incentive,thus leading to the low participation of core employees.In the aspect of growth incentive,the training in HF Company exists the problem of "difference from the confirmed version",and "working behind closed doors",which also lacks focus on employee career planning.In view of the existing problems of the core staff incentive in HF Company,it puts forward three incentive principles in this study,such as the combination of fairness and efficiency,the combination of universality and difference,and the combination of short-term and long-term,which also puts forward the measures to strengthen the incentive.It is necessary to design diversified and differentiated salary and assessment systems for different levels and categories of core employees.What’s more,it should further optimize the welfare measures,which should be people-oriented,start from the reality,and abandon the hierarchical welfare system.In the aspect of spiritual motivation,it mainly puts forward to pay attention to fairness,which should also give full play to the role of workers’ congress to increase their participation,and enhance the sense of achievement for different core employees through differentiation design goal.Finally,it mainly puts forward to optimize training incentive for core employees and make changes to promotion incentive in the aspect of growth incentive.