Managers should let employees know how much reward they can get before taking incentive actions, which is the standard of incentive. Only when managers have clear standards can employees define their future work direction, so that future evaluation and rewards and punishments will not be ambiguous. On the other hand, it is necessary to fully communicate with employees in advance and reach mutual agreement on the standards achieved by incentives. For some complex tasks, standards may not be established at one time, and often need to be determined through continuous consultation during the communication between the two parties.

We should abide by the good incentive policies promised by both parties.

Managers must realize the following two "beliefs" if they want to achieve the goal of stimulating employees' work motivation with incentive policies.

● Let employees believe that they can complete the pre-agreed standards. In order to make employees believe that they can meet the pre-agreed standards with managers, it is necessary for them to have a good evaluation of their abilities and set a standard that meets the difficulty of achieving the goals. Goals that employees think they can't accomplish have no incentive at all.

● Let employees believe that the company can fulfill its promise. Let employees believe that once the incentive goals set by managers for employees are achieved, the company will certainly honor its promise, that is, give pre-agreed rewards. Therefore, the company should establish credibility in the minds of employees.

3. We should use a variety of incentives comprehensively.

Simply put, incentives can be divided into material incentives and spiritual incentives, but material incentives and spiritual incentives can be divided into rewards and punishments, equity, praise, trust and other specific incentives. Due to the diversity and complexity of people's needs, enterprises should not rely on only one or two methods, but should adopt a combination of multiple methods to effectively motivate employees.

In addition, for many different positions in the company and employees at different levels or levels, the incentive combination methods should also be different, and personalized incentives should be carried out according to the different situations of employees.

4. Incentives should have a certain intensity.

The direct purpose of motivation is to stimulate employees' upward motivation and behavior. To do this, it is necessary to make employees feel psychologically, that is, to cross the bottom line of employees' perception and turn their "heartbeat" into "action" in the future.