CHAPTER 1: THEORY BACKGROUND ON EMPLOYEE MOTIVATION
1.4. Experience about motivating employees of some organizations
Experience of Huawei Technology Corporation: Today, Huawei is the only Chinese company – out of the 91 mainland Chinese companies listed on the Fortune Global 500 list – earning more revenue abroad than in China. Huawei‘s revenue from overseas markets exceeded that from the Chinese market for the first time in 2005. In the fiscal year of 2014 when Huawei reached an all-time high sales revenue of $46.5 billion and net profits of $4.49 billion (both in U.S.
dollars). To get the achievement today based on the dedication of employees through slogan ―The only way to get the success is to work hard‖. Knowing that a dedicated and committed work force makes companies more competitive is not a too difficult concept to understand. The way to promote dedication and make it accepted by its employees – as it is the case in Huawei – is, however, a more difficult nut to crack. Huawei does it in part with the type of incentive performance system the company employs. Huawei is not a public company, and is in fact owned by the employees. Ren Zhengfei‘s shares account for nearly
Employee motivation”
Employee motivation”
1.4% of the company‘s total, and 82,471 employees hold the rest (as stated in Huawei‘s 2014 Annual report). The idea underlying this scheme is that Ren Zhengfei wants to share both responsibilities and benefits with his colleagues.
The income of employees at Huawei is including salary, bonus and shares. The program of receiving shares only applies for somebody who perform well enough qualify to participate. The employee-ownership arrangement not only helps Huawei attract and retain dedicated employees, but also allows the company to plan for the long term. Ren Zhengfei has also credited it with allowing them to stay close to their goals and long-term vision. For example, Huawei has introduced the use of a rotating CEO system in which three deputy chairmen take turns acting as CEO for six months each. At the same, time Ren Zhengfei maintains his oversight role, acting as a mentor and coach for the acting CEO.
Experience of motivating employee at HSBC: HSBC is one of the world‘s largest banking and financial services organizations with around 6,900 offices.
HSBC is a global financial institution through which staff are given every opportunity to develop their career on the basis of skills, performance and potential. In addition, HSBC can create many job opportunities. Employees always find that they have the opportunity to grow and get more work experience. HSBC is also committed to creating equal opportunities, especially for female employees. How to develop female talents, how they can sit on the board of the bank. At HSBC, the dynamic and creative working environment is also very special. HSBC has about 30 foreign employees and about 15 different nationalities. This bank leader has created a working environment where members can learn from each other. When employees work, they feel they are working with a quality team.
Experience of motivating employee of VNPT: Vietnam Post and Telecommunications (VNPT) was a state-owned enterprise, was established in 1995 (formerly known as Vietnam Post and Telecommunications Corporation).
In order to get this achievement, the Group has paid attention to the motivation
of employees through the implementation of the programs and emulation movements, specifically the "VNPT Creation" movement. This is a motivational program in the management and production of units which support to the Group's growth from 25 to 30% per year, increase labor productivity more than 10%, improve income of employees and maintain the dedicated employees. In addition, the Group has deployed activities such as: Employees use VNPT‘s products and services; VNPT‘s smile; VNPT‘s quality; "Labor Month" ... The emulation movements to promote creative labor; take care and protect the legitimate rights and benefits of the laborers; improving the material and spiritual life, improving working conditions and living conditions for laborers.
Together with the launching of emulation movements, the Group regularly recognizes, rewards and praises individuals who have many achievements in the field of research, applied innovations and solutions in management and production to bring high efficiency to the Group.
From the experiences from VNPT, Huawei and HSBC, the author has drawn some measure to motivate employees as follow:
Identify the needs of employees, develop policies appropriate with the needs of workers to stimulate creativity, improve labor productivity.
Satisfy the needs of employees by both financial measures and spiritual measures such as developing a salary policy, rewarding and equality based on the performance of the works;
To ensure welfare for laborers such as paying social insurance, health insurance and unemployment insurance in accordance with the provisions of law.
Implementing measures to motivate labor in a fair, objective, open and popular to each employee.
CHAPTER 2