M. Fang et al.
was cited. Do not put footnotes in the reference list. Use letters for table footnotes.
As the investigation indicates, seventy-eight percent participants thought the companies should use both the
material and non-material incentives. Nevertheless, in the agri-business companies in China, the material incen-
tive is still in the highest flight. For the managers of the agri-business companies, they think the single material
incentive is sufficient, because they haven’t attached enough significance to the management of the agri-busi-
ness companies and think it is enough for the employees to have just the material incentive. Most of the compa-
nies only use the administrative measures to enforce the employees to achieve their goals and deprive the rights
of having holidays. They just want to use the salary increase to encourage the employees and ignore their spiri-
tual needs, which weakens the motivation to the employees.
This study suggested that the agri-business companies should import the advanced ideas of managing the in-
centive mechanism. For example, the agri-business companies can use different kinds of incentives for different
employees. The top managers should consider the individual difference sufficiently. For the employees mainly
engaged in manufacturing, the average education background of them is usually not very high, so the primary
incentive needs of them are mainly made up of the material incentives, that is, the cash rewards. The companies
can use material incentive to encourage them to improve the production efficiencies. However, the university
graduates or those who have already had steady life want both great incomes and the satisfactions of the spirit,
such as the working environment, cultural atmosphere. For these employees, the organizations should consider
the non-material incentive as well. Therefore, the modern agri-business companies should not only use the tradi-
tional incentive methods but also try to use the new incentive mechanism which can fit the present situation, so
as to receive the best incentive effect.
b) Neglect of the organizational culture
For the incentive mechanism, the organizational culture is an indivisible factor for both the material and non-
material incentives. People have had the “lack of demands” and “growth needs”, ever since one person has set
up a goal. It’s a motivating progress [10].
For the material part, if the agri-business companies don’t have proper organizational culture, the employees
wouldn’t understand the incentive scheme well. They would put the awards at the first place. Even if the materi-
al awards decrease a little, they would never work as hard as before. What is more, without a perfect organiza-
tional culture, there must be conflicts among the employees. For example, although the employees are all given
suitable awards for themselves, they would think it unfair for them if there is any difference among them.
For non-material incentive, the function of the organizational culture should not be neglected either. As eve-
ryone knows, the needs for the non-material incentive are different from the needs for the material incentive.
People always have different kinds of spiritual needs. The organizational culture can affect the employees’ un-
derstanding of the non-material incentive. For example, the need for the working environment is one kind of the
non-material incentive. Without a good organizational culture, the employees would unreasonably pursue the
physical conditions and infrastructures. On the contrary, with a harmonious cultural atmosphere, the employees
would think that if the working environment can ensure and promote the communications among the employees,
it would be a good environment for work. What is more, the managers can also affect the organizational culture.
The managers should build an equal relation with the employees. Only in this way, the employees would be
willing to communicate with their bosses and feel easy to work, which can contribute to the achievement of the
non-material incentive. To conclude, the culture of one company is highly related with its incentives. So if the
companies want to express the functions of the incentives completely, they must pay more attention to improve
the organizational culture and make it suitable for itself.
6. Conclusion
This study explores the problems that the Chinese agri-business companies have and confirms that the material
and non-material incentives should be used together to make the incentive mechanism complete. The following
conclusions are reached: (1) Most of the agri-business companies in China have already realized the importance
of the incentives. But they should put the material and non-material incentive at the same position; (2) If the
companies intend to make good use of the incentive mechanism, they must pay attention to the other related as-
pects which can affect the implementation of the incentive scheme, such as the organizational culture; (3) The
agri-business companies should attempt to attract more better educated employees. They can invent new agri-
cultural technologies and equipment.