Media Exposure

Recently, the "Nanjing Hongjie" incident and the popularity of Labubu and Chiikawa have sparked widespread discussion, with their core being attributed to providing strong "emotional value." Regardless of the individual characteristics of Hongjie, the appeal it exhibits confirms the power of emotional satisfaction. Similarly, many enthusiasts are willing to pay a premium and wait in line overnight just to own their desired trendy toys; the moment they fulfill their wishes, their sense of satisfaction even surpasses the monetary and time costs involved. These phenomena point to a key point—emotional value can bring significant joy and fulfillment. Given the importance of emotional value, what insights does it provide for workplace management?

Emotional value refers to creating positive emotional feelings through language, attitude, or actions, satisfying the deeper psychological needs of others. In the post-pandemic era, Hong Kong's society and economy are fraught with turmoil, leading citizens to feel emotionally low, resulting in a strong desire for emotional connection dominating the market. In the workplace, many managers overlook the importance of emotional value, causing previously dynamic teams to stagnate in their performance.

I would like to share a case: Samuel, a 48-year-old managerial employee at a logistics company, has led the company from a small to a team of over a hundred in eight years, receiving annual bonuses as a reward. However, in recent years, Samuel has considered resigning due to the negative emotional value his job brings, which has outweighed the material value of his salary and bonuses. His superior believes that the bonus system represents a "you get what you put in" mentality and is the best motivation strategy, so he continuously raises expectations of Samuel's work based on seniority, yet early promises of promotion, salary increases, and title enhancements have never been fulfilled, with Samuel's needs met only with silence. Gradually, Samuel feels disrespected, lacking a sense of achievement and recognition at work. Ultimately, he responded with Quiet Quitting, waiting for an opportunity to change jobs.

I reference American psychologist Frederick Herzberg, who pointed out in 1959 that salary, benefits, bonuses, company policies, and work environment are hygiene factors. When these factors are insufficient, employees experience strong dissatisfaction and complaints. In contrast, motivators, such as recognition, achievement, work challenge, promotion opportunities, and personal growth, drive employees to work actively. Hygiene factors provide reasonable returns to employees and help retain talent but cannot be viewed as the only strategy to motivate productivity. If Hongjie, Labubu, and Chiikawa did not provide emotional value, they would not be so popular. So how can managers create emotional value for employees as an effective strategy to motivate teams? Here are four suggestions:

1.Assign Meaning to Work

Many studies indicate that the new generation in the workplace considers not only salary but also whether their work has meaning. When asked about their job tasks, Employee A responded, "I am promoting new products for the company to increase revenue," while Employee B said, "I am promoting ways for middle-aged individuals to look younger." Managers can use storytelling to share the positive significance behind employees' work, helping them understand the company's mission and vision, creating a sense of purpose and belonging.

2.Provide a Sense of Achievement and Importance

Research in neuroeconomics shows that monetary rewards mainly activate the brain's "striatum," whose excitement diminishes rapidly with repeated stimulation (habituation effect), with the motivational effect lasting only three months. In contrast, a sense of achievement activates the "prefrontal cortex," prompting sustained goal-oriented behavior and becoming lasting work motivation. Non-monetary rewards include promotion opportunities, increased titles, public recognition, and close follow-ups on needs, all practical actions that show appreciation and recognition for employees. Since employees at different experience levels have different needs, it is advisable to handle this individually and follow up seriously, avoiding empty promises.

3.Create Psychological Safety

Psychological safety means that employees can express their true selves at work without fearing negative consequences for sharing opinions or making mistakes. Research shows that a culture of inclusion within the company and support for employees can significantly enhance team psychological safety. Some companies have management regularly visit frontline units, actively listening to employees' voices and responding; such communication activities can increase trust among employees. Many businesses also provide communication training for managers to learn constructive criticism techniques, fostering a safe communication environment.

4.Focus on Employee Physical and Mental Health

An increasing number of employees in Hong Kong emphasize physical and mental health, viewing workplace mental health as a necessity when job hunting. Many companies introduce Employee Assistance Programs (EAP), entrusting professional organizations to provide counseling services for their employees. They also offer support plans for specific groups, such as return-to-work programs designed for employees returning to work in Hong Kong after maternity leave, or adaptation courses for skilled professionals coming to Hong Kong. These initiatives make employees feel valued, cared for, and emotionally supported.

In summary, in this era of intelligence and information, society is no longer pursuing just material rewards. Relying on a single motivation strategy over the long term no longer meets demands. The Hongjie incident and the trends of Labubu and Chiikawa reflect the current societal emphasis on emotional needs. Whether attracting or retaining talent, managers need to reflect on whether their leadership styles and corporate measures are effective.

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