The definition of "differentiation of pharmaceutical investment in pharmaceutical enterprises"

Due to differences in age, growth experience, education background, thinking style, and reasoning analysis ability, employees of pharmaceutical investment enterprises show very distinct individual differences. The same incentive measures are applied to different employees and the incentive effect is not Do the same.

Therefore, in order to allow each employee's intelligence and personal potential to be fully utilized and released, the pharmaceutical investment enterprise should fully consider the nature of the work, the working environment, and leadership when establishing incentive mechanisms and formulating and implementing incentive measures. The influence of internal and external factors such as behavior, personality development, compensation and benefits, training and education on the enthusiasm of employees, and the implementation of a hierarchical and differentiated incentive policy.

In addition, pharmaceutical investment promotion companies must embody the principles of fairness and impartiality when formulating incentive systems. A person's satisfaction with the remuneration received must be compared not only with his contribution to labor but also with other people or historical circumstances. The company needs to issue a set of highly praised incentive systems on the basis of widely soliciting opinions from its employees, and constantly revise and perfect it. When applying incentive policies, managers must be fair and just, without any prejudice or preference, and they should not show any unfair language or behavior.

In addition, everyone in real life has both the need to acquire basic material living conditions, and also the desire to receive the spiritual level of recognition, honor, and achievement. Wang Xuan, general manager of the former Beijing Dafang Founder, said: “Only material incentives are given to employees, and mental incentives are forgotten. This is a harm to the people policy; in turn, only spiritual and ideological incentives are provided, and there is no material incentive. This is a deceptive policy.” Non-material incentives, both are indispensable. As long as the leaders of pharmaceutical investment enterprises attach importance to the organic combination of material incentives and spiritual incentives, they can really mobilize the enthusiasm of employees.

In addition, the outstanding employees in the pharmaceutical investment enterprise can not stand without the support and promotion of the team, department posts. A good group environment is a prerequisite for the growth and progress of employees. In the implementation of incentive policies, the correct handling of the relationship between incentive individuals and incentive groups will help employees and the collective to promote mutual promotion. If we ignore the individual role, only focusing on the incentives of the group may result in a good egalitarianism. On the contrary, if we place too much emphasis on individual contributions and disregard the existence of group factors, it will easily affect everyone's enthusiasm and fail to work together. Therefore, in the use of incentives, we should adhere to the organic combination of individual incentives and group incentives, and at the same time pay attention to the use of comprehensive and diversified incentives.