企業如(ru)何激(ji)(ji)(ji)勵(li)好(hao)(hao)員(yuan)工(gong)(gong)(gong)(gong)(gong)是(shi)靠(kao)漲工(gong)(gong)(gong)(gong)(gong)資(zi)還(huan)是(shi)靠(kao)洗(xi)腦畫大餅？很(hen)多老板認為(wei)(wei)，漲工(gong)(gong)(gong)(gong)(gong)資(zi)就(jiu)是(shi)給員(yuan)工(gong)(gong)(gong)(gong)(gong)最好(hao)(hao)的(de)激(ji)(ji)(ji)勵(li)，從而(er)就(jiu)能夠(gou)(gou)快速提高工(gong)(gong)(gong)(gong)(gong)作績效，這(zhe)是(shi)非常(chang)(chang)大的(de)誤(wu)解。行為(wei)(wei)學家(jia)赫茨伯格曾(ceng)提出*的(de)雙因素(su)(su)激(ji)(ji)(ji)勵(li)理論，又叫(jiao)激(ji)(ji)(ji)勵(li)因素(su)(su)-保(bao)健因素(su)(su)理論，它對我們如(ru)何激(ji)(ji)(ji)勵(li)好(hao)(hao)員(yuan)工(gong)(gong)(gong)(gong)(gong)借鑒非常(chang)(chang)大。所謂保(bao)健因素(su)(su)，就(jiu)是(shi)那(nei)些容(rong)易(yi)讓員(yuan)工(gong)(gong)(gong)(gong)(gong)感(gan)到(dao)不滿的(de)所于工(gong)(gong)(gong)(gong)(gong)作環境或關系層面，如(ru)工(gong)(gong)(gong)(gong)(gong)資(zi)崗位培訓福利等。而(er)另外那(nei)些能夠(gou)(gou)使員(yuan)工(gong)(gong)(gong)(gong)(gong)感(gan)到(dao)滿意的(de)屬(shu)于工(gong)(gong)(gong)(gong)(gong)作本身，獲(huo)得(de)內容(rong)方面，他(ta)能夠(gou)(gou)幫(bang)助員(yuan)工(gong)(gong)(gong)(gong)(gong)取得(de)更好(hao)(hao)的(de)結果。如(ru)晉升、獎金、榮譽、價值(zhi)肯(ken)定(ding)的(de)這(zhe)些被定(ding)義為(wei)(wei)激(ji)(ji)(ji)勵(li)因素(su)(su)，這(zhe)些因素(su)(su)往往不會(hui)有很(hen)好(hao)(hao)的(de)激(ji)(ji)(ji)勵(li)作用，而(er)當(dang)他(ta)缺乏時，人們會(hui)感(gan)到(dao)不滿，但是(shi)不會(hui)帶來(lai)滿足感(gan)。
而激勵因素更具有(you)激勵作用。當激勵因素高(gao)時(shi)(shi)，員工(gong)(gong)往(wang)(wang)往(wang)(wang)感到滿足(zu)感。所以有(you)很多企業(ye)為員工(gong)(gong)創造很好(hao)的(de)(de)福利(li)(li)工(gong)(gong)作環境條件的(de)(de)，但團隊(dui)仍然經常(chang)沒(mei)有(you)好(hao)績效。同時(shi)(shi)，保健(jian)因素在(zai)(zai)企業(ye)一(yi)般只升不降(jiang)，一(yi)般要(yao)(yao)多數人都能獲(huo)得(de)。所以企業(ye)在(zai)(zai)調工(gong)(gong)資(zi)福利(li)(li)的(de)(de)時(shi)(shi)候，一(yi)般要(yao)(yao)慎(shen)之(zhi)又慎(shen)。在(zai)(zai)談(tan)激勵因素時(shi)(shi)，要(yao)(yao)注意幾個方面，第一(yi)，讓少數人得(de)到。第二，不能固(gu)定，要(yao)(yao)跟績效掛鉤。第三要(yao)(yao)求人員能調整，通過流動來實(shi)現賽(sai)馬。綜(zong)上(shang)所述，靠工(gong)(gong)資(zi)福利(li)(li)根本(ben)無法解(jie)決激勵問題，企業(ye)最(zui)終要(yao)(yao)通過激勵因素來建立企業(ye)的(de)(de)激勵系統(tong)。
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