Currently, companies are rediscovering that human potential is an asset. They have in fact understood that the structures and men can give a competitive advantage to their organizations. This has resulted in a significant development of focus on internal resources that must now be mobilized and affected. This new situation is in fact closer to the current economic situation such as competitiveness, the need for flexibility in the name of smoothness to adapt to hazards, and cost control. Today, although technical skills still remain essential (i.e. planning, organizing, production control), the leader must also have qualities of a leader and a trainer. The manager therefore has the constant need to revive the attention of employees, their alertness especially as the economic issues are increasingly important. Today, a company cannot operate effectively without resorting to the techniques of stimulation and motivation whose methods have become widely applicable across all people. Man obviously has the need to be reinforced in his expectations, his need for confidence and his sense of belonging to a common project. Indeed, he is subjected to tensions on all levels including individual and groups, personal and professional, emotional and rational, philosophical and material.
[...] And the shares of the company are generally the only thing with stock price that the employee possesses”. However, to ensure the success of a shareholding, the company must focus on communication. And that is don't through meetings, access to company's intranet network, periodic distribution of information, the communication of annual reports, the creation of shareholders spaces on the Internet (for example Sodexho and Carrefour Many associations of employee shareholders whose aim is to inform and represent the employees have been created of them (Bull, Credit Agricole, France Telecom, Société Générale, Usinor, etc . [...]
[...] The Intranet and email are the ideal tools, the employee takes the information when he wishes, for the duration of is choice and as this medium can be easy to use, the employee is forced to seek and absorb more information than if it had been a meeting of which he would have listened to 5 minutes. However, having heard a colleague say, sometimes voice disappears”. Since Quatrem has grown (in size), the information mails have the quote and 4 some days. [...]
[...] Thus, each employee considers that if he improves individual performance, and that all employees do the same, this can lead to greater efficiency and therefore better results. It is therefore placed in a contribution-remuneration scheme. It appears that improved performance and thus increase the profits of the company are linked to the incentive effect of additional pay and therefore the change in the behavior of employees. These are the social issues of these supplements. Social issues: mobilization, motivation, membership, loyalty, civil tranquility If the monetary reward for the efforts made by employees, their performance is a determining factor in improving company's performance, it implies taking into account other variables and including behavioral. [...]
[...] But likewise, benefits in kind are a source of motivation for involvement and loyalty of staff because they are seen as signs of recognition. You can see them as symbols of the attention that a manager gives to his direct staff. We often think when we talk about benefits in kind of a car or an apartment, with M.M.A, such benefits exist, but especially for personnel working in agency, this advantage is actually a way to motivate their mobility; however, the staff at the headquarters benefit, through the Works Committee, from the opportunity to borrow a certain amount at rates and a for certain purchases of hardware for example, or a camera or a TV. [...]
[...] EMPLOYEE CONSIDERED AS A MACHINE For Taylor and his followers, the only motivation is money. The maximum utilization of equipment, strict specialization and the removal of unnecessary gestures can lead to improved productivity, which, if combined with a monetary income, stimulates the individual. Thus Taylor gives the example of an operation of a U.S. firm which increases the quantity of iron handled from 16 to 50 tons per day, following an increase in its average wage from 1.15 to 1.88 dollars. [...]
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