The treatment of employees includes two parts, material treatment and mental treatment, sometimes also called extrinsic rewards and intrinsic rewards.

Material treatment mainly refers to remuneration, such as salaries, benefits, allowances, bonuses and stock options. Mental treatment refers to the sense of achievement, responsibility, importance, personal influence and value contribution.

In addition to the demand for material benefits, employees also have the need for mental treatment.

The characteristics of mental treatment include the mental treatment and concealment. It is easy to be ignored by employees and managers.

Concealment is first manifested in the fact that mental treatment is not as easy to calculate and measure as material treatment compared with material treatment. It is difficult to make clear definition, discussion and comparison.

Therefore, when it comes to treatment, employees and managers tend to pay attention to material treatment, and mental treatment is often ignored.

This concealment is also manifested in the fact that when employees express their dissatisfaction with spiritual treatment, they often stress their dissatisfaction with material treatment.

For example, some employees complain like this: "why do I take this little salary every day?"

Or, "my work is so boring and boring, should the wages be higher?"

Spiritual treatment is a kind of human need, and it will not disappear because of this neglect.

According to Herzberg's two factor theory, the spiritual treatment of man has two types of spiritual needs, namely, the need for encouragement and the need for environment.

Motivation needs include: work itself, social recognition, responsibility, achievement, development and progress; environmental needs include: company policy and administration, wages, working conditions, relations with superiors, relations with colleagues, relations with subordinates, safety and status.

Environmental needs are the spiritual needs to ensure the normal work of employees, and the need to motivate them is a spiritual need to motivate employees to work better.

They do not pay much attention to improving the consequences of mental treatment. Employees will judge whether their efforts have been fully rewarded by the assessment of material treatment and mental treatment.

Because of the concealment of mental treatment, employees often complain of dissatisfaction with spiritual treatment by complaining about material treatment.

Managers often blindly raise the material benefits of employees before they make clear their complaints.

Of course, improving material treatment can temporarily compensate employees for their dissatisfaction with mental treatment, but it can not fundamentally solve the management conflict caused by employees' dissatisfaction with mental treatment.

Therefore, it is no gain to make up for the dissatisfaction of mental treatment by means of improving material treatment.

If this goes on, the salary management of the company may fall into a vicious circle.

In order to fully understand the needs of employees, managers must pay attention to the importance of mental treatment.

Managers can improve employees' satisfaction with mental treatment by improving staff management.

In addition, giving employees the right to manage and control their work freedom can also play a positive role in improving the satisfaction of employees' mental treatment.