Employee incentive and organization behavior optimization method in enterprise development

Abstract

The invention discloses an employee incentive and organization behavior optimization method in enterprise development, and particularly relates to the field of enterprise management, and the specific optimization steps are as follows: S1, early diagnosis and demand identification, S2, dynamic intervention implementation, S3, re-detection, and S4, effect verification and feedback optimization. According to the method, an organic and collaborative organization development intervention system is constructed by creatively integrating a reform leadership mode, a "world coffee" discussion method and incentive enhancement activities in workshops; under the system, the reform leadership style can formulate and implement a targeted incentive strategy based on accurate analysis of individual demands of the employees, so that the work satisfaction and organization commitment of the employees are greatly improved, and the problems of low incentive strategy matching degree, insufficient discussion achievement conversion rate, lack of data support and the like in the traditional technology are solved; the employee retention rate and the organization citizen behavior score are significantly improved, and the method is suitable for small and medium-sized enterprises to construct a high-performance management system.

Description

Technical Field

[0001] The present invention relates to the technical field of enterprise management, and more specifically, to a method for employee motivation and organizational behavior optimization in enterprise development. Background Art

[0002] In today's highly competitive business environment, improving organizational effectiveness and optimizing employee motivation are key issues for sustainable business development. Organizational Development Intervention (ODI), as a key management tool, aims to improve overall organizational effectiveness by adjusting leadership styles, structural dynamics, and behavioral patterns through systematically planned activities and strategies.

[0003] Currently, businesses are widely adopting various organizational development interventions to promote organizational change and employee development. For example, some companies are introducing transformational leadership, hoping to boost team performance by inspiring employees' intrinsic motivation and creativity. Research has shown that transformational leadership can, to a certain extent, enhance employee job satisfaction and organizational commitment. Furthermore, motivation enhancement workshops, encompassing multiple steps, including motivation identification and driver analysis, to solution development, aim to improve employee motivation and engagement.

[0004] However, existing organizational development interventions still face several pressing challenges. For one thing, the transformational leadership model struggles to maximize its effectiveness in motivating employees due to differences in leadership styles and organizational culture compatibility. Some transformational leadership behaviors may lack a precise understanding of employees' individual needs, leading to poor motivational outcomes. Furthermore, while workshop-based incentives can promote communication and stimulate motivation to a certain extent, they fall short in translating results and establishing long-term incentive mechanisms. The creativity and ideas generated during workshops often struggle to translate effectively into improved work performance, and there is a lack of sustained and effective incentives to maintain employee motivation. Furthermore, these interventions lack a systematic integration framework when applied together, resulting in a lack of organic synergy between the various measures, making it difficult to comprehensively and deeply address the complex challenges organizations face in motivating and improving employee performance.

[0005] Therefore, there is an urgent need for a systematic and comprehensive organizational development intervention model that can integrate a variety of existing effective means, accurately target the needs of organizations and employees, make up for the shortcomings of existing technologies, and achieve long-term improvement in employee motivation and organizational effectiveness. Summary of the Invention

[0006] In order to overcome the above-mentioned defects of the prior art, an embodiment of the present invention provides a method for employee motivation and organizational behavior optimization in enterprise development. The technical problem to be solved by the present invention is: the prior art has the problem of single system and model for enterprise leaders and managers in enterprise management.

[0007] To achieve the above objectives, the present invention provides the following technical solution: a method for optimizing employee motivation and organizational behavior during enterprise development, wherein the specific optimization steps are as follows:

[0008] S1. Early diagnosis and needs identification: Identify key shortcomings in employee motivation and organizational behavior through closed-loop questionnaire surveys;

[0009] S2. Dynamic intervention implementation: Implement the "World Café" structured workshop to generate improvement strategies according to the four stages of discovery, dreaming, design, and delivery;

[0010] S2.1. The specific steps for the structured discussion of “World Coffee” are as follows:

[0011] S2.11. Scene Setting: The venue simulates a cafe environment, equipped with round tables, linen tablecloths, colored markers, and refreshments. Groups are organized into 4-5 people, with a manager-to-employee ratio of 1:3.

[0012] S2.12. Four-stage research process:

[0013] Discovery phase: Discuss “factors in the work environment that promote / hinder employee motivation”;

[0014] Dream stage: Analyze the gap between the current status of the enterprise and the ideal goal;

[0015] Design phase: Develop strategies to enhance belonging and competence;

[0016] Delivery phase: planning the “implementation path of transformation outcomes”;

[0017] S2.13 Rotation and Recording Mechanism:

[0018] Rotate panelists every 60 minutes to ensure cross-fertilization of perspectives;

[0019] Use A3 white paper and colored sticky notes to record discussion results and file them by color;

[0020] S2.2. The specific steps of the motivation enhancement workshop are as follows:

[0021] S2.21. Core content design:

[0022] Activating intrinsic motivation: Improving employees’ self-efficacy through goal-setting exercises and empowerment;

[0023] Stress management: introducing mindful breathing and task decomposition tools;

[0024] Continuous learning: Develop personal development plans and connect with corporate training resources;

[0025] S2.22, Intelligent Support System:

[0026] Push personalized learning content and progress reminders through mobile APP;

[0027] Generate daily task lists based on the prioritization engine;

[0028] S3, retest: conduct motivation enhancement workshops, integrate stress management algorithms and intelligent task decomposition tools;

[0029] S4. Effect verification and feedback optimization: SPSS paired t-test was used to verify the intervention effect, and subsequent strategies were optimized based on the effect size;

[0030] S4.1. Post-intervention data collection:

[0031] The same questionnaire was used for post-test to ensure data comparability;

[0032] New open-ended questions were added to collect qualitative feedback;

[0033] S4.2 Statistical Analysis and Interpretation of Results:

[0034] Paired t-test:

[0035] In SPSS, select "Analyze → Compare Means → Paired Samples t Test";

[0036] Enter pre-test and post-test data;

[0037] Output results include mean difference, t value, p value and effect size;

[0038] Significance determination:

[0039] If p < 0.05 and the effect size d > 0.5, the intervention effect was considered significant;

[0040] S4.3. Continuous Optimization Mechanism:

[0041] Hold review meetings every quarter to adjust intervention strategies based on data analysis results;

[0042] Establish an "incentive points system" to link employee participation with promotion and training opportunities.

[0043] In a preferred embodiment, the closed-loop questionnaire survey in step S1 includes five dimensions: employee motivation, organizational citizenship behavior, transformational leadership, job satisfaction, and employee engagement. Each dimension contains five Likert 5-point scale items, specifically including:

[0044] Step 1.1: Implementation of closed-loop questionnaire survey;

[0045] Step 1.11: Design a five-dimensional questionnaire covering employee motivation (5 items), organizational citizenship behavior (5 items), transformational leadership (5 items), job satisfaction (5 items), and employee engagement (5 items), for a total of 25 items;

[0046] Step 1.12: Quantify the score using a 5-point Likert scale (1 = not at all consistent, 5 = very consistent);

[0047] Step 1.13: Collect data through offline paper questionnaires to avoid false responses caused by online questionnaires;

[0048] Step 1.2: Data preprocessing and analysis;

[0049] Step 1.21: Use SPSS 26.0 to input data and eliminate invalid samples;

[0050] Step 1.22: Calculate Cronbach's α coefficients for each dimension (all > 0.85) to verify the reliability of the scale;

[0051] Step 1.23: Generate a diagnostic report to identify organizational pain points (e.g., “employee recognition score is less than 2.5”).

[0052] In a preferred embodiment, the "World Café" discussion in step S2 adopts a rotating group mechanism, with members rotating every 60 minutes, and personality color coding is achieved using colored markers.

[0053] In a preferred embodiment, the motivation enhancement workshop embeds a prioritization engine to automatically generate a task list based on the urgency-importance matrix.

[0054] In a preferred embodiment, the effect size is calculated using Cohen's d formula:

[0055]

[0056] Among them, M post and M pre represents the mean of the two groups, SD pooled It represents the combined value of the standard deviation of two groups, and the calculation formula is and are the standard deviations of the two groups, respectively;

[0057] Among them, the Cohen's d grading standard ensures that the results are of practical significance rather than statistical artifacts:

[0058] Less than 0.2: The effect size is very small

[0059] Around 0.5: medium effect size

[0060] 0.8 and above: large effect size.

[0061] Technical effects and advantages of the present invention:

[0062] 1. This invention innovatively integrates the transformational leadership model, the "World Café" workshop method, and motivational enhancement activities in workshops to construct an organic and synergistic organizational development intervention system. Under this system, the transformational leadership style can formulate and implement targeted motivational strategies based on accurate analysis of employees' individual needs, greatly improving employee job satisfaction and organizational commitment. This is due to the application of employee trait and needs assessment techniques, and has significant beneficial effects in many aspects.

[0063] 2. The "World Café" model and workshop incentive activities in this invention establish an effective mechanism for converting results. Through specific process design, the creativity and ideas generated during the discussion process can be smoothly transformed into practical work improvement plans and performance enhancement initiatives. This is due to the technical feature of establishing a dedicated link for connecting and promoting results. This mechanism not only stimulates employees' innovative thinking but also effectively promotes the innovative development of the organization.

[0064] 3. The systematic organizational development intervention model constructed by the present invention can make timely responses and dynamic adjustments to changes in the internal and external environment of the organization. By continuously monitoring organizational effectiveness indicators and employee motivation levels, it can flexibly optimize the implementation methods and priorities of various intervention measures to ensure that the organization always maintains efficient operation and strong vitality. This relies on the application of real-time monitoring and feedback adjustment technology. It provides a practical and efficient solution for enterprises to achieve the dual improvement of employee motivation and organizational effectiveness in a complex and changing business environment. BRIEF DESCRIPTION OF THE DRAWINGS

[0065] Figure 1 This is the overall module organizational structure diagram of the present invention. DETAILED DESCRIPTION

[0066] The following will clearly and completely describe the technical solutions in the embodiments of the present invention in conjunction with the accompanying drawings. Obviously, the described embodiments are only part of the embodiments of the present invention, not all of the embodiments. Based on the embodiments of the present invention, all other embodiments obtained by ordinary technicians in this field without making creative efforts are within the scope of protection of the present invention.

[0067] The present invention provides Figure 1 The following is a method for optimizing employee motivation and organizational behavior in enterprise development. The specific optimization steps are as follows:

[0068] S1. Preliminary diagnosis and needs identification: Identify key shortcomings in employee motivation and organizational behavior through closed-loop questionnaires. The main goal of the pre-intervention stage of organizational development is to identify and verify the challenges faced by the organization. Before implementing management measures, it is necessary to use a supporting professional assessment questionnaire to evaluate current managers and those being managed. The assessment method is a trait questionnaire survey. The questionnaire survey includes closed-loop questions on transformational leadership, employee motivation, job satisfaction, organizational citizenship behavior, and employee engagement to ensure that the existence of internal problems in the enterprise is accurately found. The questionnaire design is that the first part is the collection of basic demographic information, and the second part is to use the Likert-5 closed-ended questionnaire scale to investigate internal problems of the enterprise. Each question is set with 5 small points, namely "completely inconsistent", "somewhat inconsistent", "generally consistent", "somewhat consistent" and "very consistent". The questionnaire needs to be completed offline. Completing it online will result in false data and affect the judgment.

[0069] The closed-loop questionnaire survey includes five dimensions: employee motivation, organizational citizenship behavior, transformational leadership, job satisfaction, and employee engagement. Each dimension contains five Likert 5-point scale items, including:

[0070] Step 1.1: Implementation of closed-loop questionnaire survey;

[0071] Step 1.11: Design a five-dimensional questionnaire covering employee motivation (5 items), organizational citizenship behavior (5 items), transformational leadership (5 items), job satisfaction (5 items), and employee engagement (5 items), for a total of 25 items;

[0072] Step 1.12: Quantify the score using a 5-point Likert scale (1 = not at all consistent, 5 = very consistent);

[0073] Step 1.13: Collect data through offline paper questionnaires to avoid false responses caused by online questionnaires;

[0074] Step 1.2: Data preprocessing and analysis;

[0075] Step 1.21: Use SPSS 26.0 to input data and eliminate invalid samples;

[0076] Step 1.22: Calculate Cronbach's α coefficients for each dimension (all > 0.85) to verify the reliability of the scale;

[0077] Step 1.23: Generate a diagnostic report to identify organizational pain points (e.g., “employee recognition score is less than 2.5”);

[0078] S2. Dynamic intervention implementation: Implement a structured "World Café" workshop to generate improvement strategies based on the four stages of discovery, dreaming, design, and delivery. The "World Café" workshop uses a rotating group mechanism, rotating members every 60 minutes, and using colored markers to implement personality color coding;

[0079] S2.1. The specific steps for the structured discussion of “World Coffee” are as follows:

[0080] S2.11. Scene Setting: The venue simulates a cafe environment, equipped with round tables, linen tablecloths, colored markers, and refreshments. Groups are organized into 4-5 people, with a manager-to-employee ratio of 1:3.

[0081] S2.12. Four-stage research process:

[0082] Discovery phase: Discuss “factors in the work environment that promote / hinder employee motivation”;

[0083] Dream stage: Analyze the gap between the current status of the enterprise and the ideal goal;

[0084] Design phase: Develop strategies to enhance belonging and competence;

[0085] Delivery phase: planning the “implementation path of transformation outcomes”;

[0086] S2.13 Rotation and Recording Mechanism:

[0087] Rotate panelists every 60 minutes to ensure cross-fertilization of perspectives;

[0088] Use A3 white paper and colored sticky notes to record discussion results and file them by color;

[0089] S2.2. The specific steps of the motivation enhancement workshop are as follows:

[0090] S2.21. Core content design:

[0091] Activating intrinsic motivation: Improving employees’ self-efficacy through goal-setting exercises and empowerment;

[0092] Stress management: introducing mindful breathing and task decomposition tools;

[0093] Continuous learning: Develop personal development plans and connect with corporate training resources;

[0094] S2.22, Intelligent Support System:

[0095] Push personalized learning content and progress reminders through mobile APP;

[0096] Generate daily task lists based on the prioritization engine;

[0097] This part is divided into two steps: "World Coffee Talks" and Motivation Enhancement Seminar; the first step is the "World Coffee Talks" part, which is to ease the situation before the enterprise is managed. A good mitigation part can play a key role in the management model in the second step;

[0098] "World Café Talks": To create a relaxed and enjoyable atmosphere, the workshop venue should be decorated like a cafe. Small round tables should be covered with checkered or white linen tablecloths and decorated with craft paper, brightly colored pens, and vases filled with flowers. Coffee and refreshments should be readily available around the venue, and "talk sticks" should be added to further encourage participation. This informal atmosphere can make participants feel comfortable, eliminate initial barriers, and promote open communication, resulting in a more efficient and enjoyable workshop experience. Specific steps are as follows:

[0099] Each table should seat a maximum of five people and should be equipped with four chairs, a blank A3 sheet of paper, sticky notes, and a set of colored markers (yellow, purple, green, blue, etc.). These different colors serve a dual purpose: they break up established patterns and promote more fluid communication, while also making it easier for HR to distinguish between different groups and responses. Participants randomly select a marker color. These colors correspond to the colors of different personas in the 16-personality framework. By observing the colors participants choose and their responses to the questions, HR can gain insight into underlying psychological tendencies related to transformational leadership, job satisfaction, organizational citizenship behavior, motivation, and engagement. This analysis will use the 16-personality checklist, allowing HR to assess the impact of these factors on participant responses.

[0100] Recognizing that initial icebreaker activities can be unpredictable, it is crucial to proactively address potential challenges and ensure full participation in subsequent interventions. This includes clearly explaining the purpose of the intervention to participants, connecting it to broader organizational goals, and emphasizing the personal and professional benefits of participation. Active monitoring throughout the mitigation process is essential to maintain participant interest and ensure a smooth transition from icebreakers to core activities, ultimately laying the foundation for meaningful engagement.

[0101] It needs to be explained in detail that the World Café encourages open and meaningful discussions aimed at exploring strategies to enhance transformational leadership, job satisfaction, organizational citizenship behavior, and employee engagement and motivation; in each round of discussion, participants reflect on the previous round of dialogue, and the designated "table leader" from the previous round stays to greet the new group and quickly introduce the ongoing dialogue; this approach ensures continuity and helps participants build on previous insights, thereby promoting deeper exploration of key topics; the moderator will also guide the group to discuss the core issues of the meeting, focusing on employee engagement and motivation, and provide clear instructions and prompts to ensure that the discussion is focused and constructive; the purpose is to create an inclusive and friendly environment where participants can share ideas and communicate with each other freely, laying the foundation for subsequent intervention activities;

[0102] Key discussion activity steps: During the mitigation phase, participants were divided into groups of 3 to 4, maintaining a 1:3 manager-to-employee ratio to encourage diverse perspectives and facilitate effective dialogue. This grouping was designed to create a sense of urgency for change and identify the challenges and opportunities facing the organization through initial in-depth discussions. Different participants were required to answer questions set by each of the four groups as they rotated through the four groups, recording their answers on A3 paper with colored markers and stickers to demonstrate their individual contributions and foster a sense of ownership. After each round, participants rotated through groups to expose themselves to different perspectives, ensuring that everyone participated in the questions asked by the four groups. This enabled them to gain a comprehensive understanding of their own issues, thereby driving the next phase of the intervention. The following are questions designed from the perspectives of the four groups, with a recommended timeframe of 3-4 hours:

[0103] Time per group: It is recommended to give each group 60 minutes to discuss and brainstorm, using sticky notes to record ideas; after 60 minutes, the groups will be rotated until all four groups have completed the rotation;

[0104] The Motivation Enhancement Workshop delved into the individual and collective aspirations discovered during the World Café event. Through interactive exercises, expert-led discussions, and personalized coaching, participants explored strategies for igniting intrinsic motivation and overcoming obstacles. By focusing on intrinsic motivation, goal setting, and positive mindset techniques, the workshop empowered individuals to take charge of their professional and personal development. To ensure a smooth running of the event, the following management methods were specifically designed and detailed:

[0105] First, you need to understand the specific content of the workshop and whether it should cover a range of topics, including:

[0106] (1) Understanding motivation: exploring intrinsic and extrinsic motivation, goal setting, and self-efficacy;

[0107] (2) Cultivate a growth mindset: develop a positive attitude, overcome challenges, and view failure as a learning opportunity;

[0108] (3) Time management and efficiency improvement: effective time management skills, prioritization strategies, and overcoming procrastination;

[0109] (4) Stress management and physical and mental health: stress reduction techniques, mindfulness, and work-life balance;

[0110] (5) Continuous learning and development: clarify personal and professional development goals and develop action plans;

[0111] Second, participants need to understand the structure of the workshop:

[0112] (1) Introduction and Welcome: Welcome participants and explain the objectives of the workshop; set expectations and ground rules for the workshop – conduct icebreakers to create a positive and engaging atmosphere;

[0113] (2) Understanding Motivation: Explore the motivations of employees and managers through group activities; the interactive format needs to reflect the motivations and values ​​of each person in the work environment;

[0114] (3) Cultivate a growth mindset: Demonstrate through group discussions that personal growth in a work environment requires the power of teams and organizations, and how to overcome challenges and setbacks;

[0115] (4) Effective time management and prioritization: Optimizing time management skills and tools to improve time management capabilities in work scenarios;

[0116] (5) Stress management and physical and mental health: Understanding stress has a great impact on promoting work enthusiasm; managing stress at work requires having a clear understanding of current work goals and developing long-term and short-term goal plans to avoid procrastination; breaking down tasks into smaller parts and assigning them to other colleagues in collaborative tasks, while building good cooperative relationships with colleagues; when encountering emergencies at work, one should remain calm, identify the root cause of the problem, and work with colleagues to develop solutions;

[0117] (6) Build strong relationships: Build good interpersonal relationships with colleagues and establish effective communication methods between colleagues and managers to better resolve the interpersonal burden caused by conflict communication;

[0118] Results and Objectives: Participants gained a better understanding of intrinsic and extrinsic motivators and how these factors address employee engagement and performance. Management and employees left the sessions with a deeper understanding of shared goals and values, which fueled employee enthusiasm for subsequent activities.

[0119] Incentive Enhancement

[0120] Management objectives: define employee motivation and explore its key drivers;

[0121] (1) Expounding on motivational theories: The main activity is to explore in depth the factors that motivate employees in an enterprise. It is helpful to consider various motivational theories. Expounding on theories can provide valuable insights into the psychological and social factors that influence employee behavior. It can help enterprise managers improve employees' self-recognition, achievement and personal growth, which can improve job satisfaction. In an enterprise, employers can motivate employees by addressing hygiene factors: ensuring fair compensation, a safe working environment and clear work expectations; cultivating motivational factors: providing opportunities for achievement, recognition and career development; emphasizing the importance of intrinsic motivation: internal factors such as autonomy, ability and relatedness; enterprises can stimulate employees' intrinsic motivation in the coffee export industry by giving employees decision-making power and work autonomy, providing training and development opportunities to improve skills and knowledge, and creating a positive work environment where employees feel valued and closely connected with colleagues. During the discussion, the moderator raised the following questions for employees and managers to discuss in depth.

[0122] (2) Discussion: Facilitate discussion on employee motivation in the coffee export industry, including intrinsic and extrinsic factors, and raise questions;

[0123] Effectiveness and Objectives: Understanding employees' fundamental needs and expectations is crucial for developing effective motivational strategies to improve job satisfaction and employee retention; identifying strategies to reduce stress and improve work-life balance, with a focus on the key element of flexible work arrangements; in addition, the topic revolves around measures that companies can take, such as flexible work schedules, job-sharing opportunities, reduced work hour options, mental health support programs, and wellness programs such as fitness and stress management workshops; these measures can help improve employee satisfaction, reduce burnout, and increase productivity; specifically, for companies, the discussion focused on determining the most beneficial flexible work arrangements based on the unique needs and challenges of the company's industry; the moderator played a key role by actively listening to understand the participants' responses and asking clarifying questions; encouraging participation through open-ended questions and recognizing contributions, ensuring that everyone felt comfortable sharing their ideas; in understanding the expected outcomes, motivation is crucial to stimulating participation and ensuring success, enabling efforts to be more focused, coherent, and productive by aligning individual and organizational drivers;

[0124] Step 3: Identify Motivators (45 minutes)

[0125] Activity objective: To identify the key factors that influence employee motivation within the company.

[0126] Activity Method: 1) Group Activity: Divide participants into small groups (a mix of managers and employees). Have each group brainstorm and list the factors that currently affect their work motivation. 2) Sharing: Groups present their findings. Summarize common motivators and challenges on a whiteboard or flipchart.

[0127] (1) Group activity: Identify motivators Participants are encouraged to reflect on their own experiences and identify factors that currently affect their work motivation. This model has designed an "Identify motivators" group activity session to encourage participants to reflect on their own experiences and identify factors that currently affect their work motivation. Participants are divided into groups of 4 to 5 people to ensure a 1:3 ratio of managers to employees and to promote diversity of views and open discussion. Each group then brainstorms and lists factors that have a positive or negative impact on work motivation. These factors are intrinsic (related to autonomy, ownership and goals), extrinsic (related to compensation, benefits and job security) or social (related to teamwork, collaboration and recognition). After the classification is completed, each group will prioritize the factors that have a significant impact on their positive and negative motivation. Finally, each group will present their findings to the larger group, highlighting the key motivators and making specific suggestions for improvement by grouping, brainstorming, sorting, ranking and presenting other opinions shared by each employee.

[0128] (2) Sharing and Synthesizing Insights: Following group discussion and analysis, each group will present their findings to the larger group to foster cross-fertilization of ideas and identify common themes. The moderator will lead this sharing session, encouraging participants to share insights and ask questions while recording key points on a whiteboard to enhance visual clarity. The focus will be on identifying the following: identifying common motivators for each group (intrinsic motivators such as autonomy, ownership, and goals, and extrinsic motivators such as recognition, rewards, compensation, and work-life balance), identifying common barriers to motivation (lack of communication, unclear expectations), and developing practical strategies to address these challenges and improve motivation levels. Employees and managers will need to brainstorm solutions and analyze common organizational problems (unclear expectations, insufficient resources, poor communication, over-management, and lack of development opportunities). Through continued brainstorming and a focus on employee engagement and motivation, a vision for the organizational environment will be jointly constructed, which will have a positive impact on job satisfaction, organizational citizenship behavior, and transformational leadership.

[0129] (3) Outcomes and Goals: Outcomes and the motivational drivers behind the desired outcomes. Clarifying the motivational drivers behind the desired outcomes ensures that individuals and teams are aligned with organizational goals and are personally invested in achieving them. This alignment improves engagement, productivity, and overall success.

[0130] Develop solutions and strategies:

[0131] (1) Brainstorming practical solutions: Participants were quickly divided into 6 groups of 5 people each, with a manager-to-employee ratio of 1:3; each group selected a brainstorming topic presented by the moderator on the whiteboard, and discussed and analyzed specific issues; during this process, the moderator first presented a series of potential topics related to employee motivation, including intrinsic motivation (autonomy, ownership, goals), extrinsic motivation (compensation, benefits, recognition), work-life balance (flexible work arrangements, health programs, stress management), and leadership and culture (effective leadership, positive work environment, teamwork); (1) Diversity of perspectives and encouragement of open dialogue, each group was composed of a mixture of managers and employees; then, each group selected one or two topics that they thought were most relevant to the work environment and that they were most enthusiastic about discussing;

[0132] (2) Action Planning: After selecting the topic, team members discussed the selected issues and proposed solutions and strategic ideas based on their respective job functions and environments, involving issues such as intrinsic motivation (e.g., creating opportunities for learning and growth, empowering employees, and providing meaningful work), extrinsic motivation (e.g., effective rewards and recognition, competitive compensation and benefits, and a positive work environment), and work-life balance (e.g., flexible work arrangements, health plans, and encouraging rest); the next step is the "Action Planning" phase, in which six teams (each team designates a leader) formulate specific short-term intervention goals for transformational leadership, organizational citizenship behavior, job satisfaction, employee engagement, motivation, and collective and individual behavior within 60 minutes (30 minutes per question, two questions are selected); the action planning focuses on changes in the following areas: Transformational leadership (enhancing leadership skills), organizational citizenship behavior (promoting collaboration), job satisfaction (addressing workload and recognition issues), employee motivation (enhancing intrinsic and extrinsic motivation), employee engagement (encouraging participation), collective behavior (promoting teamwork), and individual behavior (enhancing a sense of ownership); roles and responsibilities will be clarified, and key personnel will be designated to provide leadership and support. HR, managers, and supervisors will play a key role in creating a positive environment with active employee participation; a clear timeline will be established, with short-term goals focusing on quick-win initiatives (such as recognition programs) and long-term goals focusing on solving systemic problems; researchers will work with the company's HR department to establish regular review and feedback mechanisms (surveys, focus groups, meetings) to assess progress, make adjustments, and ensure that the program is effective, reflects values, and inspires desired behaviors;

[0133] (3) Effects and goals: The results of this activity can promote active participation between employees and managers. Key improvements include employee satisfaction and active participation in discussions, which are also the effects of active employee participation. In this link, it can also bring about the effects of active listening and communication for managers.

[0134] Commitment and Responsibility:

[0135] (1) Presentation and Discussion: Each group presented its action plan to the entire team, providing a clear overview of the proposed strategies, detailed descriptions of the implementation steps, a timeline for completion, and an evaluation and monitoring plan. The presentation began with a brief summary of the strategic objectives and the rationale behind each proposed strategy, demonstrating its alignment with the team's overall goals. The implementation steps were broken down into specific actions, outlining the logistics, responsibilities, and required resources, while explaining how the steps interconnected. A clear, visually appealing timeline listed the duration of each step, including milestones, deadlines, checkpoints, and flexibility for unforeseen delays. The evaluation and monitoring plan established criteria for judging compliance with company standards, clarified responsibilities for tracking progress, and provided for plans to be developed if goals were not met. Finally, each group described the structure of its plan, highlighting any unique design elements, and explaining how these designs supported effectiveness and ease of implementation.

[0136] (2) Open-minded debate: At the end of each group presentation, a question-and-answer session was arranged for participants to ask questions and seek clarification; participants were encouraged to share feedback and suggestions for improvement; this open dialogue included discussing potential obstacles and developing contingency plans; the question-and-answer session and feedback discussion were built on open feedback channels, ensuring transparency and encouraging critical opinions, detailing role allocation and responsibilities, and enhancing accountability; this flexible consensus-building approach took into account different perspectives while balancing openness with consistency of goals;

[0137] (3) Achieving consensus and commitment: To allow the company to consolidate the content of the workshop later, employees and managers reach consensus on the proposed strategy through guided discussions. Subsequently, the company needs to clearly define the roles and responsibilities of each team member involved in the implementation work and promote a sense of shared responsibility by assigning specific tasks and setting expiration dates. Finally, the company needs to arrange regular progress checks to monitor progress and resolve any issues.

[0138] (4) Results and Goals: Commitment and responsibility are key to driving the achievement of desired results; the team demonstrates strong determination by aligning individual and collective efforts with organizational goals; a robust accountability mechanism, including clear role definitions and regular performance reviews, ensures transparency and consistency within the company; ensures that employees act appropriately in their respective roles and positions, that the company's interests are not harmed, and that trust is maintained between employees and management;

[0139] Summary and next steps:

[0140] (1) Summary: A concise summary is required at the end of the workshop to enhance understanding of the key points and agreed-upon action plan. The summary should cover key strategies and decisions, review action items, assign roles and responsibilities, highlight the timeline and outline upcoming milestones, preferably using bullet points or a visual format. The post-meeting summary helps promote individual commitment and increase the likelihood of successful implementation by reiterating key points, clarifying the action plan to ensure a shared understanding of the tasks to be performed and prevent misunderstandings, outlining clear next steps to help participants look forward and enhance preparedness, and establishing accountability by reviewing roles and responsibilities.

[0141] (2) Feedback: Feedback from participants needs to be collected immediately after the event to measure the effectiveness of the workshop, identify areas for improvement, gain deeper insights, and encourage open-ended comments from employees. This feedback process is critical to improving future interventions because it provides actionable insights into what went well and what went wrong, collects candid opinions on areas that need additional support or adjustments, measures the success of the workshop by assessing goal achievement and participant readiness, and promotes engagement and a sense of belonging by demonstrating that participant opinions are valued.

[0142] (3) Planning follow-up meetings or follow-ups: The company has a follow-up plan to ensure continued progress and accountability following the interventions. This includes scheduling follow-up meetings or regular follow-ups to assess the progress of action items, identify required support or resources, and reconfirm roles and deadlines. The company's follow-up mechanism ensures continued progress by providing a platform for reporting and resolving obstacles, reaffirms commitment to goals and increases motivation by reminding participants of their goals, and maintains team cohesion and mutual support by promoting ongoing collaboration.

[0143] (4) Summary of expected results and next steps: This section should show the changes and expectations of employees after participating in the activities. The human resources department and corporate management department should develop a reward and punishment mechanism between the company and departments to consolidate the results of the entire organization;

[0144] S3. Retest: Conduct motivation enhancement workshops, integrate stress management algorithms with intelligent task decomposition tools, embed a prioritization engine into the motivation enhancement workshops, and automatically generate task lists based on the urgency-importance matrix. After this stage, the same questionnaire will be used again to collect data to continue evaluating the improvement of transformational leadership, organizational citizenship behavior, job satisfaction, employee motivation, and employee engagement in the later stages of the activity. The human resources department will compare the data obtained in this stage with the data collected in the first part. The questionnaire always focuses on five aspects: employee engagement, organizational citizenship behavior, job satisfaction, transformational leadership, and employee motivation. After the activity, employees regularly provide feedback to department heads or managers, and the human resources department also provides one-on-one consultations. The focus is on whether the behavior and mentality after the intervention are beneficial, harmful, or have no effect on employees and managers.

[0145] S4. Effect Verification and Feedback Optimization: SPSS paired t-test was used to verify the intervention effect, and subsequent strategies were optimized based on the effect size. The effect size was calculated using Cohen's d formula:

[0146]

[0147] Among them, M post and M pre represents the mean of the two groups, SD pooled It represents the combined value of the standard deviation of two groups, and the calculation formula is and are the standard deviations of the two groups, respectively;

[0148] Among them, the Cohen's d grading standard ensures that the results are of practical significance rather than statistical artifacts:

[0149] Less than 0.2: The effect size is very small

[0150] Around 0.5: medium effect size

[0151] 0.8 and above: large effect size;

[0152] S4.1. Post-intervention data collection:

[0153] The same questionnaire was used for post-test to ensure data comparability;

[0154] New open-ended questions were added to collect qualitative feedback;

[0155] S4.2 Statistical Analysis and Interpretation of Results:

[0156] Paired t-test:

[0157] In SPSS, select "Analyze → Compare Means → Paired Samples t Test";

[0158] Enter pre-test and post-test data;

[0159] Output results include mean difference, t value, p value and effect size;

[0160] Significance determination:

[0161] If p < 0.05 and the effect size d > 0.5, the intervention effect was considered significant;

[0162] S4.3. Continuous Optimization Mechanism:

[0163] Hold review meetings every quarter to adjust intervention strategies based on data analysis results;

[0164] Establish an "incentive points system" to link employee participation with promotions and training opportunities;

[0165] The paired t test analysis method in SPSS is used:

[0166] 1. Prepare the data

[0167] Enter the paired sample data into the SPSS data view; each row represents a sample, and each column represents a variable. For example, to compare a certain indicator of the same group of subjects before and after the intervention, you need two columns of data, one for the pre-intervention data and the other for the post-intervention data.

[0168] 2. Select the Analysis menu

[0169] Click "Analyze" in the menu bar, then select "Compare Means" in the drop-down menu, and then select "Paired Samples T Test";

[0170] 3. Specify pairing variables

[0171] In the pop-up "Paired Sample T Test" dialog box, select two variables to be compared in pairs from the variable list on the left;

[0172] Click the middle arrow button to move the two variables to the "Paired Variables" box; now the two variables will be displayed in the "Paired Variables" box as a pair;

[0173] 4. Perform analysis

[0174] After the settings are completed, click the "OK" button, SPSS will start the paired t-test and present the analysis results in the output window;

[0175] 5. Interpretation of results

[0176] (1) Descriptive statistics: display the mean, standard deviation, sample size and other information of the paired variables;

[0177] (2) Correlation: Displays the correlation coefficient and significance level between paired variables;

[0178] (3) Paired sample test: gives the mean, standard deviation, standard error mean, 95% confidence interval, t value, degrees of freedom and significance level (p value) of the paired sample difference; if the p value is less than the set significance level (usually 0.05), it indicates that there is a significant difference between the means of the paired samples;

[0179] It is important to note that before using the paired t-test, you need to ensure that the data meets the following conditions: first, the data appear in pairs, and there is a corresponding relationship between the two samples; second, the difference between the paired samples should roughly obey the normal distribution; if the sample size is large, according to the central limit theorem, even if the difference does not strictly obey the normal distribution, the paired sample t-test can be used, but the result may not be very accurate; at the same time, when interpreting the results, focus on the following aspects: first, the paired sample statistics table, which gives information such as the sample size, mean, standard deviation, and standard error of the mean of the two paired variables, which can be used to analyze the data. Get a preliminary understanding of the basic characteristics of the two variables; secondly, the paired sample correlation coefficient table, which shows the correlation coefficient between the two paired variables. A high correlation coefficient indicates a strong linear relationship between the two variables; finally, the paired sample test table, the most important of which are the t-value and p-value in the table. The t-value reflects the ratio of the difference between the paired sample means to the standard error, and the p-value is the probability of observing the current t-value or a more extreme t-value assuming that the means of the two groups of data are equal; if the p-value is less than the significance level (usually 0.05), the null hypothesis is rejected and the means of the two groups of data are considered to be significantly different;

[0180] The specific implementation method is as follows: This experiment is conducted on 30 managers and employees of small and medium-sized companies, and the intervention effects on employees and managers in the dimensions of emotion management (EM), organizational citizenship behavior (OCB), transformational leadership perception (TL), job satisfaction (JS) and employee engagement (EE) are investigated; a paired sample design is used to measure the above five indicators before (Pre) and after (Post) the intervention, and the mean differences before and after the intervention are analyzed by paired t-test;

[0181] (1) Key variables and measurements

[0182] Emotion Management (EM): measures employees' perception of their own emotional regulation ability (1-5 points, with higher scores indicating stronger ability);

[0183] Organizational citizenship behavior (OCB): This is assessed through peer evaluations to assess employees' non-role behaviors such as proactive helping others and responsibility-taking (scores range from 1 to 5, with higher scores indicating more significant behaviors).

[0184] Transformational Leadership Perception (TL): measures employees’ perception of their superiors’ vision, motivation, personalized care and other behaviors (1-5 points, the higher the score, the stronger the perception);

[0185] Job satisfaction (JS): assesses employees' overall satisfaction with job content, salary, promotion, and other dimensions (1-5 points, with higher scores indicating higher satisfaction);

[0186] Employee Engagement (EE): measures employees’ energy, dedication, and focus at work (1-5, with higher scores indicating higher engagement);

[0187] (2) Analysis of paired t-test results

[0188] The differences in all paired variables are negative (Pre-Post), which intuitively indicates that the scores after the intervention are significantly higher than before the intervention, which is consistent with the research hypothesis that "empowerment training improves employees' relevant abilities and attitudes." The larger the absolute value of the difference (such as 1.1266 for JS), the more significant the improvement in that dimension. Combined with the standard deviation (1.52359), it can be seen that there are certain differences in changes between individuals, but the overall trend is consistent. The p-values ​​of all tests are less than 0.001, reaching the extremely significant level, indicating that the difference is likely caused by random errors. The results are almost zero, indicating a high degree of reliability. In terms of effect size (indirectly reflected by the t-value and degrees of freedom), the t-values ​​for OCB (t=-4.571) and JS (t=-4.050) are larger, indicating more significant within-group differences in these two dimensions and a more pronounced intervention effect. Neither 95% confidence interval contains 0, and both the lower and upper limits are negative, indicating that at the 95% confidence level, the true difference between pre- and post-intervention scores clearly falls within the "higher scores after intervention" interval, further supporting the actual significance of the differences rather than statistical artifacts.

[0189] The closed-loop questionnaire facilitates problem analysis, allowing us to clearly and objectively articulate the significance and sustainability of the issue. It also helps us gather data through objective assessments and criteria, helping us understand the problem we face. The questionnaire consists of two parts: the first collects demographic data, and the second contains content related to the company's existence.

[0190] The questionnaire consists of 5 parts, each containing 5 questions; the question values ​​1-5 represent different degrees of agreement, namely "completely inconsistent", "somewhat inconsistent", "moderately consistent", "somewhat consistent" and "very consistent";

[0191] Part 1: Personal Profile

[0192] 1. What is your gender?

[0193] 1□Male 2□Female

[0194] 2. How old are you?

[0195] 1□Under 18 years old

[0196] 2□18-22 years old

[0197] 3□23-27 years old

[0198] 4□28-31 years old

[0199] 5□31 years old or above

[0200] 3. Your current position

[0201] Part 2: Employee Motivation

[0202] Please answer the following statements using the corresponding numerical values ​​based on your company's specific experience: Very true = 5, Somewhat true = 4, Moderately true = 3, Somewhat false = 2, Not true at all = 1;

[0203]

[0204] Part III: Organizational Citizenship Behavior

[0205] Please answer the following statements using numerical values ​​based on your company's specific experience;

[0206] Very consistent = 5, somewhat consistent = 4, moderately consistent = 3, somewhat inconsistent = 2, not consistent at all = 1;

[0207]

[0208]

[0209] Part 4: Transformational Leadership

[0210] Please answer the following statements using the corresponding numerical values ​​based on your company's specific experience: Very true = 5, Somewhat true = 4, Moderately true = 3, Somewhat false = 2, Not true at all = 1;

[0211]

[0212] Part 5: Job Satisfaction

[0213] Please answer the following statements using the corresponding numerical values ​​based on your company's specific experience: Very true = 5, Somewhat true = 4, Moderately true = 3, Somewhat false = 2, Not true at all = 1;

[0214]

[0215] Paired t test experimental data table

[0216] Table 1 Before testing

[0217]

[0218]

[0219] Table 2 After detection

[0220]

[0221] Table 3 Significance of pre- and post-test

[0222]

[0223] Note: p<0.001 (two-sided test), the difference is "before intervention - after intervention", and a negative value indicates that the score after intervention is significantly higher than that before intervention;

[0224] Table 4 Correlation between pre- and post-test

[0225]

[0226] The above experiment shows that training intervention focusing on transformational leadership can effectively enhance employees' psychological capital and behavioral effectiveness; it proves that this management skill invention can be incorporated into the normalized human resource management system intervention measures of small and medium-sized enterprises, with particular attention to guiding and strengthening employees' organizational citizenship behavior, in order to build an organizational atmosphere with high professionalism and high collaboration.

[0227] Finally, a few points should be explained: First, in the description of this application, it should be noted that, unless otherwise specified or limited, the terms "mounted," "connected," and "connected" should be understood in a broad sense, and may refer to mechanical or electrical connections, internal communication between two components, or direct connection. "Up," "down," "left," and "right" are only used to indicate relative positional relationships. When the absolute positions of the objects being described change, the relative positional relationships may also change.

[0228] Secondly: The drawings of the embodiments disclosed in the present invention only involve structures related to the embodiments disclosed in the present invention. Other structures may refer to conventional designs. The same embodiment and different embodiments of the present invention may be combined with each other without conflict.

[0229] Finally: The above description is only a preferred embodiment of the present invention and is not intended to limit the present invention. Any modifications, equivalent substitutions, improvements, etc. made within the spirit and principles of the present invention should be included in the scope of protection of the present invention.

Claims

1. A method for employee motivation and organizational behavior optimization in enterprise development, characterized by: The specific optimization steps are as follows: S1. Early diagnosis and needs identification: Identify key shortcomings in employee motivation and organizational behavior through closed-loop questionnaire surveys; S2. Dynamic intervention implementation: Implement "World Café" structured discussions to generate improvement strategies based on the four phases of discovery, dreaming, design, and delivery; S3, retest: conduct motivation enhancement workshops, integrate stress management algorithms and intelligent task decomposition tools; S4. Effect verification and feedback optimization: SPSS paired t-test was used to verify the intervention effect, and subsequent strategies were optimized based on the effect size.

2. The method for employee motivation and organizational behavior optimization in enterprise development according to claim 1, characterized in that: The closed-loop questionnaire survey in step S1 includes five dimensions: employee motivation, organizational citizenship behavior, transformational leadership, job satisfaction, and employee engagement. Each dimension contains five Likert 5-point scale items, specifically including: Step 1.1: Implementation of closed-loop questionnaire survey; Step 1.11: Design a five-dimensional questionnaire covering employee motivation, organizational citizenship behavior, transformational leadership, job satisfaction, and employee engagement, totaling 25 items; Step 1.12: Quantify the score using a 5-point Likert scale; Step 1.13: Collect data through offline paper questionnaires to avoid false responses caused by online questionnaires; Step 1.2: Data preprocessing and analysis; Step 1.21: Use SPSS 26.0 to input data and eliminate invalid samples; Step 1.22: Calculate Cronbach's α coefficient for each dimension to verify the reliability of the scale; Step 1.23: Generate a diagnostic report to identify organizational pain points.

3. The method for employee motivation and organizational behavior optimization in enterprise development according to claim 1, characterized in that: The "World Café" discussion in step S2 adopts a rotating group mechanism, with members rotating every 60 minutes, and personality color coding is achieved using colored markers.

4. The method for employee motivation and organizational behavior optimization in enterprise development according to claim 1, characterized in that: The motivation enhancement workshop embeds a prioritization engine to automatically generate a task list based on the urgency-importance matrix.

5. The method for employee motivation and organizational behavior optimization in enterprise development according to claim 1, characterized in that: The effect size was calculated using the Cohen, sd formula: Among them, M post and M pre represents the mean of the two groups, SD pooled It represents the combined value of the standard deviation of two groups, and the calculation formula is and are the standard deviations of the two groups.

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