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Employee motivation

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  1. Introduction.
  2. Theories of motivation.
    1. Worker considered as machine.
    2. Emergence of psychology in the economy.
  3. Issues of remuneration and its supplements.
    1. Changes in legal context in terms of salary.
    2. Direct salary and its peripherals.
    3. Balance of salary system.
    4. Social and economic issues.
    5. What system for what purpose?
    6. Limits to provide additional compensation.
  4. Other factors of motivation.
    1. Commitment.
    2. Integration.
    3. Communication and information.
    4. Motivate through responsibility.
    5. Motivate through internal mobility.
    6. Development and training plan.
  5. Conclusion.
  6. Appendices.
  7. Bibliography.

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. [...]

[...] For Charles Lias, French Democratic Confederation of Labor's union representative at the General des Eaux, it is precisely this financial interest which is the first motivation for employees joining a shareholding plan. The employee shareholding is also designed as a dynamic management tool promoting social cohesion, involvement and motivation to work. The employee, for his dual function (employee and shareholder), becomes more involved in the life of the company. He acquires a new economic and financial culture that aids to better understand the constraints of his company. For Charles Lias, ?adherence to company policy may be illusory. [...]

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