妹妹准备装修房子，我和先生帮她去考察A装修公司正在装修的房屋，我们怕耽误工人干活不受欢迎，毕竟他们的时间与工作量相关。忐忑地敲开了房门，一对夫妻正在贴地砖，他们停下手中的活，除了给我们介绍地砖铺贴质量保证措施，还介绍A公司不同于其他公司的管理模式，详细询问我们装修需求。
我刚离开他们5分钟，A公司的工作人员就打来电话，热情地邀请我们去他们总部进一步考察，之后更是天天电话不断，两天后我们通过比较，与A公司签订了装修合同。
我们选择A公司，主要是看重他的管理模式和质量保证体系，而且他的一线工人和总部工作人员呈现出的积极态度，更是优于有些大型国企。A公司签下合同，一线工人和工作人员应该都会有业绩上的奖励，但大型国企也有经营奖励，为什么就不能调动职工的积极性呢？
因为企业文化有差异。
My sister was going to decorate the house. My husband and I helped her inspect the house being decorated by the A decoration company. We were afraid that it was unwelcome to delay the workers. After all, their time was related to the workload. We knocked on the door in an unrequited manner, and a couple were pasting the floor tiles. In addition to introducing us to the quality assurance measures for tiles, they also introduced the management model of Company A ，which is different from other companies, and asked us about the decoration needs in detail.
Just five minutes after I left, the staff of Company A called us warmly inviting us to their headquarters for further inspection, and then kept phone calls every day. Two days later, we signed a decoration contract with Company A through comparison.
We chose Company A mainly to value his management model and quality assurance system, and his front-line workers and headquarters staff showed a positive attitude, which is better than some large state-owned enterprises. If Company A signs a contract, both front -line workers and staff should have performance rewards, but large state-owned enterprises also have business incentives. Why can't employees be motivated?
Because there are differences in corporate culture.
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