Tongfang Academy
Micro Party Class · Issue 347
Strengthen positive incentives for cadres to take initiative and get things done.
“Theoretical cultivation is the core of the comprehensive quality of Party members and cadres. Theoretical maturity is the foundation for political maturity, and political steadfastness stems from theoretical clarity.” For Party members and cadres, fostering a fine academic ethos and strengthening theoretical training are both fundamental requirements for cultivating Party spirit and an inescapable political responsibility.
Tongfang Law Firm provides all its lawyers with learning opportunities in the form of micro-party classes, thereby enhancing their ideological and political awareness as well as their spirit of learning and inquiry. By establishing a long-term educational mechanism, the firm has created a new platform for self-education and self-improvement.
Party cadres are the backbone of the Party and the state’s undertakings, and they play a pivotal role in implementing various policies and driving the development of our cause. It is both a political virtue and an inherent duty of cadres to dare to take responsibility and act decisively. At present, both domestic and international situations are complex and ever-changing, with new problems and challenges emerging continuously. Whether the cadre队伍 can consistently maintain vitality and a sense of responsibility directly affects the development of the Party and the state’s undertakings. On this new journey ahead, strengthening positive incentives for cadres, fully mobilizing their enthusiasm, initiative, and creativity in work and entrepreneurship, and reinforcing comprehensive management and regular supervision of cadres—while preventing and correcting instances of inaction or improper conduct—are major tasks in building a high-quality cadre队伍 capable of shouldering the great mission of national rejuvenation.
Establish a positive incentive orientation.
Cadres need incentives to engage in work and entrepreneurship. In realizing the great rejuvenation of the Chinese nation, cadres represent the “critical few.” The ability of cadres to take action and get things done hinges on core factors such as their motivation, drive, value orientation, and capacity for performing their duties. When cadres receive effective incentives, they can develop strong motivation, robust drive, and a firm commitment to the correct views on power, performance, and career. They will consciously enhance their capacity to perform their duties, withstand various tests posed by long-term governance, exercise their powers and responsibilities appropriately, and continuously strive for progress and innovation.
In the new era, as we advance the historical process of national rejuvenation, we must encourage cadres to “establish a clear orientation toward positive incentives.” How to consistently maintain a spirit of entrepreneurship and dedication is a “unique challenge faced by a large party” under conditions of long-term governance—a hurdle that our Party must overcome. In practice, our Party has undertaken extensive explorations to establish a positive incentive orientation, enabling cadres to “be willing to take responsibility, dare to take responsibility, and be good at taking responsibility.” This approach has proven highly effective in addressing the unique challenges confronting a large party, and it is precisely what our Party’s cause demands and what our mission requires.
Positive incentives are a form of motivation that stands in contrast to negative incentives. Positive incentives for cadres involve affirming and praising them, sending out positive guiding signals, and thereby stimulating desired behaviors that align with the requirements of the Party organization and contribute to the achievement of the Party’s goals. Such incentives ignite work enthusiasm, boost work initiative, and encourage cadres to proactively and continuously engage in creative work and take on responsibilities. Negative incentives for cadres, by contrast, involve criticism and disciplinary measures aimed at curbing undesirable behaviors that fail to meet the requirements of the Party organization and hinder the achievement of the Party’s goals. At different periods or stages in the development of the Party’s cause, as the situation, tasks, and internal conditions faced by the Party vary, the emphasis placed on various forms of incentive will also shift accordingly.
In this new era and on this new journey, as our Party faces a complex and ever-changing international landscape, tackles arduous and heavy reform tasks, and confronts the issue of some cadres being inactive or slow to act, there is an urgent need to establish a clear orientation toward positive incentives. We must promptly pay attention to changes in cadres’ needs and their evolving demand structure, enhance the targeted nature of positive incentives, and fully unleash cadres’ enthusiasm, initiative, and creativity. By doing so, we can foster in cadres a spirit of striving for excellence and courageously taking on responsibilities, tapping into and releasing their full potential, and enabling them to “roll up their sleeves and get down to work, and boldly embark on entrepreneurial endeavors.” This not only boosts cadres’ current work performance but also promotes their future growth and advancement. At the same time, it helps improve the internal working environment within the organization, inspires the masses to adopt a spirited and energetic attitude, and creates a political and social atmosphere conducive to getting things done and starting businesses.
Establish a positive incentive system.
Establish a clear orientation toward positive incentives, ensuring stable and sustained achievement of the intended positive incentive effects. “We must build a positive incentive system that champions practical action, encourages responsibility, and provides motivation and encouragement.” In this system, all key elements—such as positive incentive objectives, incentive providers, incentive resources, and incentive methods—must not only be comprehensive and well-rounded but also interact harmoniously and complement each other effectively.
The goal of positive incentives is to maximize the enthusiasm of Party members and cadres in their work and entrepreneurship, enabling them to forge ahead with even greater vigor and passion, and strive to achieve new accomplishments that live up to the times, the people, and history.
At its core, Party building work is about working with people. Party committees (Party leading groups) should proactively take into account the individual characteristics and personalized needs of cadres throughout the entire cadre management chain—from selection and development to management and utilization—while placing greater emphasis on efforts that win the hearts of cadres, warm their hearts, and stabilize their minds, thereby providing an inexhaustible source of motivation for them to pursue their endeavors and make contributions.
Positive incentive resources are a variety of motivational factors that meet the needs of cadres. Meeting the needs of cadres is the starting point for positive incentives. The needs of cadres at all levels and in all types vary and are diverse, and they are not static. However, certain positive incentive resources are indispensable for providing positive motivation to all cadres. First is the intrinsic self-awareness—rooted in faith, values, and responsibility—that enables cadres to remain true to their original aspirations and fulfill their missions with a sense of constant vigilance and a spirit of proactive commitment and action, thereby performing their duties and living up to their responsibilities toward the Party and the people. Second is the “correct orientation in personnel selection.” As General Secretary Xi Jinping pointed out, “Using the right person well can inspire a whole group.” This is “the greatest possible incentive for cadres.” Third is the system of clarification and protection—the principle of “standing by those who take responsibility, holding accountable those who are responsible, and supporting those who get things done.” This system unshackles the “trailblazers” who dare to pioneer and innovate, provides support and protection for the “fierce warriors” who are eager to make progress, and allows the “capable leaders” who focus on practical work to feel secure and confident. Fourth are the exemplary role models—the vanguard figures who set benchmarks among cadres and generate a demonstration effect throughout society. Party organizations should actively cultivate, publicize, and commend these role models. At the same time, we must further “improve mechanisms for reform incentives and public opinion guidance,” fostering a healthy ecosystem that purifies the environment, upholds what is right, and eliminates what is wrong. Fifth is caring and concern. When cadres face real-life challenges related to their working environment, personal development, and living conditions, Party organizations must implement even more meticulous measures to care for and support them, enabling them to concentrate fully on their work and roll up their sleeves to get down to business without distraction.
There are two primary approaches to positive incentives. The first is to integrate the formulation, implementation, and evaluation of incentive programs into the framework of governing the Party according to rules and governing the country according to law, and to carry out these processes in a transparent manner. This includes making the criteria for positive incentives publicly available—for example, “taking the courage to shoulder responsibilities, the willingness to get things done, and the ability to deliver results as key criteria for identifying cadres, assessing their strengths and weaknesses, and determining rewards, punishments, promotions, and demotions; and using whether a cadre has actually done something, how much they’ve accomplished, and whether their efforts have been recognized by the organization and the masses as the fundamental basis for selecting cadres.” It also involves making the process of positive incentives transparent—“publicly praising good deeds”—to ensure that positive incentives are fair and just, enabling cadres who receive such incentives to feel confident and inspiring other cadres around them to respect and acknowledge their achievements. The second approach is to combine short-term and long-term incentives, so that positive incentives are both immediately tangible and achievable in the present, while also offering clear prospects for the future. This encourages cadres to not only perform their current tasks thoroughly and effectively but also to plan ahead and make long-term arrangements for their future work.
Follow the principle of positive reinforcement.
Generally speaking, the greater the investment in positive incentives, the better the resulting positive incentive effect; however, this positive correlation is conditional. To achieve the best possible positive incentive effect with limited positive incentive resources, it is urgently necessary to actively explore and effectively follow the underlying principles of positive incentives.
In terms of timing for motivation, we should adhere to a combination of immediacy and periodicity. When cadres encounter difficulties or injustices in their work, we must offer timely assistance—“genuinely care for them and help them overcome practical challenges.” When they achieve success and make notable accomplishments, we should add the finishing touch—ensuring that rewards are presented without delay. General Secretary Xi Jinping emphasized: “We must unequivocally support and encourage those cadres who dare to take responsibility, work diligently, and act with integrity, free from personal gain.” For cadres who devote themselves wholeheartedly to work and take on responsibilities, we must “identify them promptly and make rational use of their talents,” enabling them to feel motivated and have a clear sense of direction. At the same time, in light of the Party’s long-term governance characteristics and the inherent rules of different types of work, we should establish reasonable assessment cycles and conduct regular evaluations of cadres, “guiding them to establish and practice a correct view of political achievements.” Moreover, we must make good use of the assessment results to “create a favorable situation in which the capable rise, the excellent are rewarded, the mediocre step down, and the inferior are eliminated,” thereby ensuring the sustained and normalized effectiveness of positive incentives.
In setting incentive standards, it is essential to ensure both legality and compliance as well as moderation. Legality and compliance serve as the foundation and prerequisite for effective, positive incentives that are sustainable. For instance, the thematic education campaign aimed at officials—“Staying True to Our Original Aspirations and Keeping Our Mission Firmly in Mind”—must be aligned with the Party Constitution, thereby preventing “low-level red” or “high-level black” practices. The promotion and appointment of officials must follow legal and regulatory procedures, with the fundamental basis being their actual work, their achievements, and the degree of recognition they have earned from the organization and the masses. In implementing the principle of “distinguishing clearly among three aspects,” we must adopt a tolerant yet evidence-based approach toward officials, ensuring that they can be exonerated according to established rules. The awarding of honorary titles should be open and widely recognized. And so forth. Moderation represents the boundary within which limited positive incentive resources can yield the greatest possible positive impact. By doing so, we can better motivate officials to keep up their efforts and inspire those around them to voluntarily emulate them, thus fostering an atmosphere in which those willing to take responsibility, daring to take responsibility, and adept at taking responsibility become the norm.
In terms of incentives, we should adhere to a combination of extrinsic and intrinsic incentives. Extrinsic incentives are those external factors that motivate employees—such as promotion and recognition. Meeting cadres’ needs for extrinsic incentives is the starting point for positive extrinsic motivation. On this basis, we must firmly establish the right orientation in personnel selection and management, ensuring that cadres feel more fulfilled and treated fairly, thereby generating positive extrinsic motivational effects.
Intrinsic motivation refers to the motivating factors inherent in the work itself—such as the sense of mission derived from pursuing one’s ideals, the sense of responsibility arising from being trusted, the sense of honor gained from recognition, and the sense of organizational belonging fostered by care and concern. Intrinsic motivation satisfies cadres’ higher-level spiritual needs, strengthens their sense of life’s value and meaning, and enables them to firmly believe that “taking on responsibilities and tackling challenges is both a cadre’s duty and the very essence of their value.”
Only when external incentives are combined with internal incentives can the positive motivational effect be more lasting and powerful. In terms of incentive approaches, we must adhere to a combination of positive and negative incentives. While positive incentives for cadres are crucial, relying solely on positive incentives is insufficient. By consistently integrating positive and negative incentives, we can better address various potential problems that may arise during a cadre’s development and maximize the effectiveness of positive incentives. The Party Constitution explicitly calls for “carrying out criticism and self-criticism correctly.” General Secretary Xi Jinping has emphasized that “criticism and self-criticism must become a regular feature of Party life.” We must strictly enforce Party discipline, ensuring that cadres take it seriously and become “awakened and know when to stop.” We must “unify strict management and supervision with encouragement of responsibility and initiative, enabling cadres to innovate, start businesses, and accomplish tasks while complying with rules and regulations.”
Source | People's Daily Online, Official Website for Party History Study and Education
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Tongfang Academy Micro-Party Class, Issue 346: The Building of Work Style Has No End.
