This is because, on the one hand, it is easy to induce employees to form rebellious psychology, on the other hand, it inhibits employees' enthusiasm and creativity. For example, the problem of habitual violation, which is a headache for us, has been shouting the slogan of "put an end to habitual violation" for decades. There are more and more means of supervision, and the punishment is getting bigger and bigger. However, habitual violations still occur from time to time. This has to make us reflect. Why? Besides a perfect system and severe punishment, what else do we lack? Yes, we still lack the people-oriented safety concept, with too much emphasis on rigidity and too little humanization in management.

We often say that strict management is necessary, but punishment is not an end, but a means. Since it is a means, it can be humanized and made more acceptable to the punished. For example, some enterprises changed the "penalty sheet for violation of regulations" to "friendship notice sheet", and at the same time informed the harm of violation and the consequences of accidents, which not only maintained the authority of the system, but also played an educational role.

No one wants to get hurt, except suicides and mental patients. For habitual violations, we should analyze the deeper reasons. Unsafe behavior of people leads to unsafe state of things, and unsafe state of things will induce unsafe behavior of people. Safety managers should consider countermeasures from two aspects: things and people. On the one hand, it is necessary to analyze whether there is an unsafe state behind the violation. For example, if employees are unwilling to wear helmets, we should analyze whether there is a problem with the comfort and breathability of helmets. By constantly eliminating the unsafe state of things, create a good safety environment and help employees form good safety habits. On the other hand, consciousness determines action, and people's unsafe behavior stems from people's unsafe thoughts. It is necessary to eliminate the awareness of unsafe behaviors and guide employees to consciously abide by rules, regulations and disciplines, rather than simply relying on the stick that will be punished for violating rules to maintain the safety order. This requires us to pay attention to the problem of safety in production, carry out the construction of safety culture, emphasize the position of people's values in safety production, make employees identify with safety values, goals and codes of conduct through the subtle infiltration and implication of culture, realize self-control and self-adjustment, and form a tangible, intangible, mandatory and non-mandatory normative role. Pay attention to employees' behavior, and through learning from people, give full play to employees' initiative and creativity more perfectly, so as to achieve the highest goal of safe production. Get twice the result with half the effort. Garbage can theory: effectively correcting wrong behavior

The "trash can theory" comes from an interesting practice in urban management: in a Dutch city, people are reluctant to use trash cans, and the phenomenon of littering is very serious. The health department of this city has tried many solutions, hoping to make the city clean. The first method is to double the fine for littering, which has little effect after implementation. The second method is to increase street patrol personnel, but the implementation effect is not significant.

This practice proves that flexible guidance can make people get psychological satisfaction and pleasure in obeying norms and maintaining order, and the effect is much better than punishment, and it will not cause everyone's resistance to "management". The key to the application of this method in human resource management lies in the combination of unblocking and blocking. When employees have behaviors that affect their performance, they should think from the employee's point of view and design "garbage bins" to attract employees to actively discard this kind of behavior "garbage".

For example, in order to prevent employees from calling at work from affecting other colleagues' offices or affecting the image of the counter in the store, a "green telephone area" can be set up outside the office area or in the store while being strict in work discipline, which can not only facilitate employees to deal with urgent personal affairs in time, but also guide employees to actively get rid of the habits that affect their work; For another example, in the face of the phenomenon of high customer complaint rate, employees can be selected as "service star" and "customer satisfaction star" on time and given appropriate rewards, and the service quality will be greatly improved.

This kind of management thinking can also be used to solve the problem of employees surfing the internet that puzzles many managers at present. According to reports, many enterprises even spontaneously formed an "anti-loser alliance" to supervise, educate and even severely punish employees lost in online social games.

Of course, all kinds of serious management methods are understandable, but this situation of employees can not be simply defined as "lazy" and "not enterprising" An objective and fair approach should first assess the degree of psychological stress according to the post conditions of employees, appropriately adjust the proportion of work and play, and give employees the opportunity to be lazy and relaxed. For example, reasonably set the length of time employees spend on the Internet every day. On this basis, the work content should be adjusted, and appropriate pressure, education and supervision should be given, so that employees can have a sense of urgency as soon as possible after relaxation and actively limit inefficient behavior to a certain time or space.