Increasing the motivation of civil servants. Elements of the motivation system for civil servants. Motivation management of civil servants

Introduction

1.1. Theoretical aspects

1.2. Historical aspect

1.4. Privileges and benefits

3.3. Social guarantees

Conclusion

Bibliography

Introduction

Many Russian state-owned enterprises today are faced with a serious problem - the lack of an effective management system. Under the conditions of centralized planning of the national economy, the old Soviet enterprises did not need to develop a reaction to changes in the conditions of economic activity and, accordingly, to create open control systems. As a result, under the pressure of external and internal changes, enterprises lose control and incur financial losses.

This situation is observed in the public sector. When it comes to state management structures, these losses increase hundreds of times due to the dependence of individual enterprises on central departments and administrations.

Public administration carries a huge material and human risk. First of all, these are high costs, the danger of infringement of public welfare, and, caused by the latter, the low reputation of the bureaucracy and the state in general in the eyes of the public.

It is quite obvious, and does not require proof, that many, many factors in various areas of social and economic life of the country and regions depend on the motives of the behavior of people occupying key positions in administrative state structures.

In modern Russian society, the idea of ​​the insignificance of an individual civil servant has developed. But it is at this level that violations of the principle of incentives, responsibility and discipline, clarity of implementation of decisions made, strict control and sanctions, corporate ethics occur, and this often forces a person exposed by the authorities to act in his own interests, forgetting about the goals of the organization, the needs of the region, the country. ...

In Soviet times, the function of unification, and, in a sense, control, was performed by ideology. Today the ideological factor has been rejected, but in vain. After all, with the help of it, the super-tasks of a separate management structure were formulated and set, the "inner spirit" of the organization was transmitted.

Problem solving should go through finding a correct understanding of the basic principles of motivating civil servants. This can be done by comparing the civil service with other successful industries.

For example, the nature of entrepreneurship and commerce is the desire to “make money,” and all people who do business should be oriented towards this meaning. Scientifically speaking, the meaning of business as an activity is to make a profit.

Manufacturing organizations are equally focused on the production of products: to produce a lot, with high quality and efficiency. But at the same time there is something that distinguishes them from each other and that the organizations themselves in a number of cases tend to emphasize. So, in the production of cars, VOLVO strives to make the safest cars for those who value this quality, Mercedes - the most classic and reliable ones, and AZLK simply makes cars. And it seems that this last plant never set itself the task of defining the mission of its enterprise, making “just” cars for “just a Soviet person”.

To achieve this goal in the course work, it is supposed to solve the following tasks:

• Analyze the problems of the current state of motivation for the activities of civil servants
• Consider foreign experience in the issue under study
• Consider the psychological aspects of a person's motivation to work,
• Show what are the features of the motivation of civil servants, what is the specificity of their work and what are the problems of motivation
• Find ways to solve the problem of the current state of motivation for civil servants.

The relevance of the topic is obvious: at this stage of development of our society, the existing system of public administration is ineffective. I proceed from the hypothesis that one of the most important reasons for this is the imperfection of the system of motivation for the work of civil servants.

Studying the literature on this issue, one can see that there is a lot of literature in the motivation of workers in commercial firms, but there is almost no literature on the motivation of civil servants in the Russian Federation. And this is another fact that confirms the unsolved problem of motivating civil servants throughout the country.

The purpose of the work is to show the problems and prospects of improving labor motivation in the system of public service. The problem of motivation was considered on the basis of the need to shift the focus of attention to an individual official, a detailed examination of the motives of his behavior, and an assessment of his internal attitudes.

Chapter 1. Modern trends in labor motivation of civil servants

1.1. Theoretical aspects

Currently, methods of improving the work of the state apparatus are used, as a rule, borrowed from the practice of the private sector: total quality management, benchmarking, reengineering, project management, strategic management, organizational development, etc.

After all, the market sector, based on the principles of free competition, adequately responds to changes in a rapidly changing external environment, relies in its development on scientific knowledge, information technology and global markets. This behavior of the competitive environment is motivated by the desire to survive and develop. State structures are not motivated for the same logical existence. According to economists, the cumbersome, super-centralized public sector that emerged in the industrial era, characterized by waste of resources, hierarchical order of subordination, outdated regulation models, no longer meets the requirements of dynamic development, rapid structural changes, and global competition. The imbalance is growing more and more when, figuratively speaking, "the shepherd does not keep up with the flock." There was a need for fundamental changes in the sphere of state activity.

1.2. Historical aspect

In Russia, in the post-revolutionary period, the nomenklatura had a very strong motivational factor to rally, to increase its importance in order not to slide into the endless "gray" sea of ​​the working class and peasantry, to avoid exhausting physical labor, and of course, in order not to lose easily created by forces "Working class" benefits and benefits, such as special distribution centers, special service stores, housing benefits, allowances and payments.

An article in the Pravda newspaper for May 25, 1975 states the following: “Labor has not yet become the first vital need of all Soviet people. All this determines the need to stimulate labor. " The logic of this would require saying that material stimulation is not necessary for labor in general, but only for those for whom it has not yet become the first vital need. Indeed, for some of the Soviet people, judging by the words of Pravda, he became her. For whom? Obviously, for the most conscious builders of communism, for the avant-garde, i.e. for the nomenclature (today - government bodies). Therefore, it is precisely her work that should not be stimulated.

Then, in the distant past, being in the nomenclature system was already a motive that determines behavior. Today, service in state authorities is just one of the types of work, moreover, it is not particularly remunerated, and therefore the motivation and stimulation of his work requires a special approach (see chapter "Differences between civil service and other forms of hired labor"). But these differences just require a look back - how was it? What were the roots of the mechanisms of motivation of the Soviet person.

Considering the historical aspects of work motivation used in Soviet Russia, it is possible to shed light on the following elements:

Socialist competitions. For officials, the results of their work almost defy formalization, so some performance marks were transformed into this form. For example, the number of products produced by a subordinate industry for different regions.

Slogans. For example, the DP slogan known in Soviet times: “Catch up and Overtake” America (the only economic competitor of the USSR). And also the desire to launch a satellite as quickly as possible, go into space, land on the moon, etc. Such slogans caused an extraordinary upsurge and increased productivity.

NOT - scientific organization of labor. In 1925, the country had about 60 institutes of NOT, because the increase in labor productivity was declared by Lenin as the decisive condition for the victory of socialism over capitalism. Anyone who has studied Marxist political economy knows that there are two ways to increase the surplus value obtained in the production process: lengthen the absolute labor time or increase the intensity of labor.

Ideology. Here and the party card, and the "Stakhanov movement", and various titles, awards with symbols of Lenin, revolution, red flag, star ("Drummer" or "Hero of Socialist Labor" competitions"). Anyone who refused to fulfill the assigned task was declared an enemy of the law, an apostate, a henchman of the imperialists, he was expelled from the party, or even outlawed.

The main asset of any organization is people, on whose behavior the success of its activities depends. The reliability of managing people in any organizational structure is determined by the exact establishment of the ratio of motives and motivations, the balance between which is largely associated with understanding the type of modern person.

At present, the speaker noted, the world is going through an era of change in the social type of a person. The transition is made from an economic person to a corporate person. In Russia, in contrast to countries with developed market economies, the opposite process is taking place today - the transition from a corporate person to an economic person.

A corporate person, in contrast to an economic person, focused exclusively on his own success, creates, first of all, for himself an environment (conditions) in which he can live and develop. In general, a corporate person in terms of motivation is much more difficult, requires a more detailed motivational space. In addition, he is always worried about his future, which is manifested, for example, in his concern about the economic cleanliness of the environment.

Today's return to the economic man in Russia is a consequence of the fact that man is left to himself and, naturally, must rely only on his own strength. He is focused on achieving momentary personal success, often to the detriment of the collective cause and society as a whole.

Despite the fact that in the recent past, A. Filippov noted, in Russia there was also a stake on the creation of a favorable environment, which serves as the most important motivating factor, in our country it was not possible to implement the basic principle of a socialist society - payment according to work. This situation, according to the speaker, is largely due to the specifics of the Russian mentality: in practice, labor in Russia has never really been paid. The implementation of the principle of pay according to work will accelerate the transition from an economic person to a corporate person.

This looks quite logical: the absence of a complex, well-thought-out system of remuneration for work will never create conditions for motivating both government officials and any other employees.

1.3. Material remuneration of labor

From statistics we know the concept of "average family": husband, wife and two children. Statistical living wage in the United States (the so-called "Hiller's budget") is calculated precisely for such a family: at least for a person, if the head of the family can support all four.

"To contain" here, of course, is understood as giving an opportunity to live fully and develop successfully. In reality, today in the Russian Federation this is impossible, given the cost of housing in large cities, as well as transport, education, the cost of medical services (which depends directly on the environmental situation), the cost of recreation, etc. The "average hand" state-of-the-art receives today hardly only a fourfold living wage.

Spending a significant part of his life and energy on getting an education, on moving up the official ladder, an official at a certain stage of his life discovers that he is practically deprived of many material goods, in contrast to, for example, a small businessman who owns three or four kiosks, whose children walk in prestigious schools, live in respectable areas of the city, and enjoy many other benefits that the TOS cannot afford. And this provision does not mean that the GE are inactive and unacceptable people. But, as we have already discussed in detail above, the HS are legally limited in many manifestations of social and economic activity.

Therefore, such a limitation should, as mentioned above, be compensated for and, as in the form wages and in the form of social guarantees, the size of which should in no way be compared with the size of wages and social guarantees of ordinary, economically and socially free citizens.

But, unfortunately, we see that the existing system of remuneration has many shortcomings. Ultimately depending on the strong-willed decision of the top management, it does not make the results of a civil servant's work dependent on the general socio-economic development of the country (region), does not stimulate a civil servant to consciously, purposefully fulfill his official duties.

At the same time, the material stimulation of the GE should not go beyond certain limits. It is necessary to maintain a close and real relationship between the activities of the civil service and the overall results of economic development (following the example of the United States), and the decision social problems region (since civil servants of the subjects of the federation are simultaneously civil servants of the Russian Federation) and the state as a whole, expressed in the material wealth of civil servants, as well as the establishment of salaries depending on the role of the state body, on the size of the personal labor contribution of a civil servant, his professionalism and qualifications, from the length of service, from the degree of tension, the complexity of the work.

In addition, in terms of material stimulation and the creation of "hygienic" (according to Herzberg) factors, the following is important:

• increasing the prestige of civil servants' work;
• regular payment of wages, the size of which should increase with experience, qualifications and level of responsibility;
• creation of normal working conditions (premises, transport, communications, computing and office equipment);
• compulsory state insurance, guaranteed high retirement benefits;
• providing a career perspective: for normal work it is necessary to have stability of service relations, raising the level of qualifications, increasing wages according to work (see paragraph 2 above), raising ranks and categories.

Unfortunately, the system of official salaries existing in the civil service is more consistent not with economic, but with administrative-command methods of management. Until 1998, the resolution of the Presidium of the Supreme Soviet of the Russian Federation and the Government of the Russian Federation “On the regulation of remuneration for employees of representative and executive authorities” dated 30.12.1992 No. 4249-1 / 1042 was in force. In accordance with this document, the increase in the salary of a civil servant depends only on moving up the career ladder, and only in this way are salaries, bonus limits and official allowances, as well as grounds for one-time incentives determined. Such an organization of salary payments does not interest employees in highly productive work at a specific place in a specific position. Moreover, it does not correspond to the principle of distribution according to work in its classical understanding, since it allows equal remuneration for unequal work.

This is one of the reasons for the deliberate underutilization of employees of their physical and intellectual abilities.

In the practical study of this topic, to the question "Do you fully realize your abilities at work?" a positive answer was received from only 28.6 percent of the respondents. Moreover, only 10.8 percent of those participating in the survey are sure that if they work harder and better, their earnings will increase.

The experience of the civil service of foreign countries shows that a variety of systems of remuneration of civil servants can be effective.

In Germany, the issues of remuneration of officials are regulated by law. Salaries are set depending on the location and service life. In France, the salary of a civil servant is set depending on the availability of a diploma certifying a certain degree of qualification, since the entire system of tariff rates is tied to the diplomas and certificates presented at the time of enrollment in the civil service. In England, the United States, France, the first grade minimum wage is set in relation to the average wage in the private sector.

1.4. Privileges and benefits

Now in Russia, just like at all times, the attitude towards civil servants is special.

It should be noted that one of the reasons for the special attitude of the population to public service was and remains the problem of benefits and privileges. Privileges are an objective necessity for any management structure in any society. The desire of any forces to eliminate them is either demagoguery or a lack of understanding of the foundations of governance. The experience of democratically developed foreign countries shows that this is quite easy to avoid.

For this, firstly, all the privileges must be formalized in law. Secondly, they must be known to everyone. And, thirdly, there must be effective and transparent control over the observance of legislation on privileges.

If these conditions are met, their negative impact on the moral assessment of the HS is significantly reduced, and motivation and public assessment, respectively, increases.

It is known that people are a key strategic resource for achieving goals public policy and providing quality services. The civil service should be reformed in the following areas: the system of remuneration and incentives for civil servants; system of training, professional development and personnel development; methods of selecting and hiring workers; forms of certification and assessment of the performance of duties; pension policy; formation of the service of senior officials.

In Canada, for example, the Public Service 2000 program has been developed to improve resource management, administrative and personnel policies. The first stage of creation has been completed in the former socialist countries new system public service. Thus, Latvia has adopted a law on civil service, which is based on principles such as political neutrality, professionalism, universality, ethics and social security. 1994-1995 11.7 thousand employees passed certification.

Particular attention is paid to the development of indicators of the performance of duties by employees and managers. For example, Denmark has introduced new relevant personnel standards government agencies, including tasks and results, planning tasks and goals, professional training, managerial behavior, the state of labor and social relations.

In the context of a departure from old bureaucratic rules and norms, the question of a new ethics of public service, based on such fundamental principles as responsibility, accountability, openness and honesty, is becoming more acute.

Back in the 1930s, when Matsushita-denki had approximately 1,600 employees, Matsushita drew the attention of Japanese entrepreneurs to the human factor. Thanks to his ideas, a strictly hierarchical triad of priorities has developed in the Japanese management system - people, finance, technology. A superficial observer visiting a Japanese firm for the first time pays attention primarily to technology. He sees in her the root cause of success. However, this is a deceptive impression, although, of course, in the current conditions it is impossible to do without first-class technology and technology. Technology takes a subordinate position, and personnel comes first. This is how Matsushita always evaluated his role, and this is how all Japanese entrepreneurs now evaluate him.

The quality of public administration largely depends on the activities of top managers, underestimation of work with whom has always led to negative consequences. Recognition of their special role in the state apparatus contributed to the emergence in a number of countries (USA, Australia) of a separate institution - the service of senior officials, which makes it possible to select the most talented and competent specialists, focused not on a career, but on the work being performed.

For the same purpose, standards of professional competence of senior officials in the field of management are being introduced, which are now required not only knowledge, but also new qualities of state leaders. It is about their ability to define strategic objectives and priorities; understand the political context and institutional factors inherent in any situation; take into account the positions and interests of various groups and change the balance of power in the right direction; evaluate the ethical aspects and social consequences of decisions; ensure respect for democratic norms and values; manage political and organizational changes taking into account cultural, national, institutional factors.

The professionalism of the state apparatus is ensured rational use human resources and development of the institution of civil service. In modern conditions, a transition is underway from a unified to a differentiated system of civil service, work is underway to codify the activities of officials and more clearly define their duties and rights.

While maintaining a long career service, more and more importance is attached to the vertical and horizontal mobility of officials (following the example of Matsushita Denki). The preference is given to mobility within the organization, since it is believed that it contributes to the exchange of experience, better incentives for employees, the development of a common culture, and improved coordination in the activities of the state apparatus.

The recruitment and promotion of officials is based on the “principle of merit”, i.e. depending on the business and personal qualities of the person. At the same time, another tendency is increasingly manifested - the formation of the state apparatus on the basis of the "principle of equal opportunities" in order to make it more representative and accessible for various social and demographic groups of the population.

Throughout the history of the development of Russian legislation, starting with the Helm of the book, the formation of which took place under the influence of Byzantine Christianity and ending with Article 6 of the Constitution of the USSR on the role of the CPSU, the effect of general ideological norms on the regulation of real public relations... It is rather difficult to draw a conclusion about whether this influence was positive or negative, however, the absence of such a deterrent factor currently negatively affects the possibility of legal regulation of the fight against various offenses of high-ranking officials. Despite the inconsistency of general ideological norms with the actual legal relations, the norms of law, burdened by general moral and ethical prohibitions of a normative nature, actually influenced the level of corruption in the country.

So, in contrast to the Western approach, when secular power is separated from the spiritual, as well as the eastern, where many issues of government are decided by the spiritual authorities, the ideal norms of morality and ethics (both spiritual (Christianity) and communist during the USSR period), in Russian reality transformed into regulations secular government.

The formation of democratic states was accompanied by the formation of public institutions to control the moral image of government officials. In post-Soviet Russia, such institutions of public control over morality are in the process of formation and so far, unfortunately, cannot have a real impact on the state and municipal apparatus of power.

But nevertheless, there is a process of managing the orientation towards value and cultural factors, and not towards bureaucratic rules and norms.

The processes of democratization and decentralization in a new way raise the question of the unity of the system of state power, the creation of a new mechanism for coordinating all parts of the state apparatus.

The old bureaucratic procedures have largely lost their effectiveness. Associated with this is a growing interest in the use of cultural and social factors. In the countries of North America and Europe, the process of forming an appropriate administrative culture is underway, which will ensure unity of action by understanding all civil servants of their social roles, understanding and accepting common values ​​and norms.

At the same time, a system for managing the process of improving administrative ethics is being created. For this, methods of ethical training are used, legal norms and codes of ethics are being developed, and special campaigns are being conducted to improve the image of state power. In 1998, the Organization for Economic Co-operation and Development published Guidelines for Improving Ethical Conduct in Public Service. They contain the basic principles of ethical behavior and measures to stimulate it, directions for the formation of an appropriate political, administrative and legal environment.

Chapter 2. Motivational technologies in the civil service system: domestic and foreign experience

To correctly navigate the choice of employee motivation, you need to find out what brings people to government structures.

Perhaps this is a huge amount of privileges, rumors about which have survived since the days of "developed socialism", of which no trace remains?

Here's what the case studies suggest:

A large number of employees associate their choice with the desire to realize themselves in the managerial sphere (37%) and take a worthy place in society (24%).

In state authorities, for many employees, priority values ​​are given to such values ​​as respect for people (92.4%), the creative nature of work and self-realization of abilities (87.3%), reputation (64.4%).

It is precisely on these interests of modern officials that the existing system of motivation is oriented. But is it sufficient? Is it perfect? After all, society is subject to constant changes, movement of landmarks, change of ideals, etc. Modern man himself is changing. And along with it, according to the author, motivational technologies should also change.

2.1. The system of civil service in the Russian Federation and its differences from the foreign system

A civil servant is a citizen of the Russian Federation who, in accordance with the procedure established by federal law, performs duties in the public office of the civil service for monetary remuneration paid from the federal budget or from the budget of the corresponding constituent entity of the Russian Federation ...

In other words, a civil servant is none other than a citizen of the Russian Federation who is engaged in activities for management or social and cultural services for remuneration, as provided for by the laws of the Russian Federation and the charters of state institutions.

Civil service positions that civil servants replace have the following formal (normatively fixed) features:

• public office is part organizational structure public authorities;
• The State Duma has a specific content: duties and rights related to the implementation of state functions, focused on one person;
• The State Duma is included in the register of government positions.

Public positions are subdivided into:

• political and judicial (category A): president, prime minister, attorney general, etc.
• patronage (category B): security or directly related to the work of persons of category A (for example, the President's office, heads of departments, heads of departments)
• administrative (category B): designed to execute and ensure the powers of state bodies represented by officials of category B.

• Higher state positions in the civil service (5th category);
• Chief State Duma (4th category);
• Leading State Duma (3rd category);
• Senior DG (2nd category);
• Junior DG (1st category).

According to the legal status, the state service is divided into 1) civil (and it, in turn, into general and special: tax police, inspection, customs, diplomats, etc.), and 2) militarized (military, police, paramilitary). Depending on the type of state power, in the bodies of which a person fills a public position, civil servants are divided into representative, judicial, executive and other (presentation, central bank, prosecutor's office, accounting chamber, etc.)

Naturally, effective labor motivation, among other things, is closely related to the form of labor. For example, laborers are subject to completely different ways of motivating than an accountant, and the military is far from the motives of the GE. Therefore, in order to select the most appropriate methods of motivation, one should clearly understand the differences between the work of the HS from work in other industries.

What is the fundamental difference between the work of an employee in government agencies from work in other sectors?

A citizen employed in various civil structures (even performing unskilled labor) works "for himself", while the GS not only sells his labor, but also, performing state functions, alienates himself in the profession, realizing the will of the state, and not his own. At the same time, unlike other citizens, not only his constitutional rights are limited, but also other personal rights and freedoms.

For example, prohibitions on receiving additional earnings, that is, on engaging in extra-work paid activities, primarily entrepreneurial ones, (a civil servant is not entitled to perform other paid work, except for scientific, teaching and other creative activities). Pedagogical, scientific and other creative activity cannot be taken into account here, since it is usually paid little and serves mainly to satisfy creative needs. In such a situation, the salary of a civil servant is of particular importance.

Another socially significant restriction is the absolute prohibition of civil servants to participate in strikes, including strikes in order to protect their professional rights. In view of the fact that the right to strike is one of the main and legal means by which workers and their organizations can pursue and defend their social and economic interests.

When applying for a job, the GS is obliged to provide information on income and property. Such a pre-recruitment procedure is not accepted in other fields. For example, in the banking sector, the criminal and political past of the candidate is studied, and in business, in the field of commerce and applied spheres - merit and success, but not as a material expression of their results.

All civil servants directly material values do not create, but at the same time provide the conditions for their normal production. Any employee is an auxiliary element for the production of material goods;

The subject of labor is information, which at the same time acts as a means of influencing the controlled;

Powers: all civil servants influence people through information emanating from them, clothed in the form of acts, decrees, orders, laws and other documents that are binding on the relevant groups of individuals or organizations. The peculiarity is that these powers cannot be used for their own purposes (which is confirmed by the next paragraph);

Civil servants hold positions in government agencies (and not in private, public or other organizations), which means that they work in the interests of others, fulfilling the will of those government agencies who pay for their work;

Payment for activities carried out by civil servants is carried out from the state budget;

A civil servant acts on behalf of the state or a state body with all the ensuing consequences: he is not responsible for the improper performance of his work or for the harm caused to individuals or organizations;

ToS perform their functions on a professional and competent basis, and therefore can take up their position only after an appropriate procedure confirming their competence;

The law prohibits government officials from engaging in entrepreneurial activity, provide assistance to entrepreneurial structures, conclude transactions with them, receive remuneration from individuals and legal entities for the fulfillment or non-fulfillment by officials of their official duties; obliges them, as mentioned above, to submit income declarations upon appointment to a position, property transactions in an amount exceeding 100 times the minimum wage. In accordance with the law, violation of the listed rules by officials, failure to submit a declaration of income or deliberate presentation of inaccurate information in it entails a refusal to appoint or dismiss.

The US Constitution, for example, on prohibitions on government officials, states: “... no person holding any income-generating or official position in the service of the United States shall accept any offering without the consent of Congress. remuneration, office or title of any kind from any king, prince or foreign country. "

Considering the issue of the specifics of civil servants' work, the author does not consider it possible to ignore the issue of corruption, bribery, and abuse of power. This phenomenon is not applicable to any other types of labor activity, since involves the use by an official of his official position for private purposes.

The expectations of civil servants are primarily associated with the satisfaction of secondary needs (striving for professional growth, respect, creative needs). At the same time, the primary ones remain (and, according to the author, should remain!) Outside their field of attention, but, naturally, they are satisfied at a sufficiently high and worthy level. They should depend on the general welfare of the population of the district, region, region.

And in this respect, along with raising the image of the civil service, the problem of professional and personal growth of civil servants stands out.

Moreover, two sides of this issue are clearly traced:

• service career (vertical), that is, raising professional and official status related to the placement of personnel;
• professional career (horizontal), that is, professional and qualification development associated with self-education, training, the desire to do more and more difficult work every day.

There are four types of service orientation of civil servants:

• on the nature of the work;
• on working conditions;
• for a fee;
• for a career.

In practice, these types of orientation are combined in various proportions. To maximize the efficiency of labor output, it is necessary to use a specific orientation.

Satisfaction with the work of civil servants is almost not considered from the point of view of primary needs (according to A. Maslow), more precisely, this area remains in the shadows. Most often, their motivation is viewed from the point of view of secondary, in this case, more essential needs. GS work not just for salaries, but in the name of serving the highest national interests. Money, comfort for such people is not the main thing.

Therefore, the motivation of the HS should not be limited to their material support, but should take into account their psychology, self-respect and recognition from colleagues, bosses, and society as a whole. And in this regard, the primary problem arises of creating a positive, business image of the public service on the basis of truthful and timely information.

In modern psychology, there is such a thing as "Self-actualization". It means the highest state of personality development, when a person is not a "subordinate", led by a person, but becomes a mover, a system that independently determines its path in a changing environment.

2.2. Analysis of motivational mechanisms in the Russian Federation and the constituent entity of the Russian Federation - the Tambov region

Motivational mechanisms are understood as the action of special services and various regulations aimed at motivating civil servants to perform their functions as efficiently as possible, with a long-term orientation.

The main source of motivational mechanisms for civil servants in the Tambov region are Decrees of the President of the Russian Federation, decrees of the Government of the Russian Federation, laws adopted by the State Duma, laws adopted by the Tambov Regional Duma, decrees of the Governor, decrees and decisions of the Regional Government.

At the All-Russian meeting with the heads of the republics, territories and regions of Russia, President B. Yeltsin announced that the center of gravity of the reforms should be shifted to the regional level. After that, laws on public service were adopted in the Arkhangelsk, Voronezh, Novgorod, Orenburg, Tambov, Tyumen and other regions, in the Krasnodar, Primorsky, Stavropol territories.

The most significant laws governing the behavior of civil servants are the Federal Law “On the Fundamentals of Civil Service in the Russian Federation” and the Regional Law “On the Civil Service of the Tambov Region”.

With a detailed study of them, focusing on the ways of motivating civil servants provided by law, it can be concluded that the subject of the Russian Federation - the Tambov region followed the path of mechanical copying of the federal law, almost without introducing into it specific motivational mechanisms, or "sharpening" existing (see Appendix 2).

There are a number of other measures aimed at organizing the activities of civil servants, such as the creation of a Council on Personnel Policy under the head of the regional administration.

Financial remuneration of the HS

Today, material remuneration is the basic, predetermining motive of the employee's behavior, which is associated with many socio-economic processes taking place in Russia (for example, 10-15 years ago in Soviet Russia, moral incentives were of the greatest value).

Therefore, material incentives should play a decisive role in motivating civil servants. The Regional Law "On the State Service of the Tambov Region" allocates whole line ways to motivate the HS to biasedly perform their functions.

For example, Article 23 “Incentives for Civil Servants” refers to a one-time monetary incentive that is paid for performing official tasks of particular importance or complexity. Such encouragement, depending on its size, can undoubtedly motivate the employee to show his best features.

Article 32 "Salary of civil servants" refers to the salary, consisting of an official salary, allowances to the official salary for qualifying rank, special conditions of service, length of service, from the bonus based on the results of service for the quarter and for the year.

Of course, in this vein, the GS is extremely interested in raising his qualifications, since his salary directly depends on this, and this method of motivating him to professional growth in the hands of a skilled leader can be very effective.

Further, unfortunately, the law does not say anything about the criteria by which, for example, the results or special conditions of service are assessed, which transfers this mechanism into the hands of the immediate superiors and makes the operation of the mechanism biased.

The salary scheme, which has formed over the decades, and is reflected in the Regional Law on Civil Service, is well thought out: moving up the job ladder (clause 2, article 32), an employee can simultaneously increase his qualification rank, and, in addition, with an increase in length of service, receive bonuses for the length of service (clause 3, article 32).

And what is not unimportant, in the conditions of a modern unstable economy, salaries, pensions and other payments to a civil servant are subject to indexation in the manner prescribed by federal and regional laws (Article 32, Clause 5). Also, the guarantor of the protection of the HS from the consequences of economic collapses is clause 5 of article 32, which says that a reduction in budget allocations cannot serve as a basis for canceling or reducing the guarantees provided for in this article.

Resolution of the Regional Council of People's Deputies and the Head of the Administration of the Tambov Region dated January 27, 2003 No. 26/11 "On the official salaries of employees of public authorities and administration, local government", It is envisaged in the formation of the wage fund for employees of the apparatus of state authorities to plan:

• bonus in the amount of three official salaries per year;
• allowances for complexity, tension, high achievements in work and a special mode of work in the amount of 1 official salary;
• provision of material assistance in the amount of two official salaries per year.

So, taking into account all allowances, payments, material assistance, coefficients and bonuses, in the Tambov region a civil servant of any rank can easily increase the amount of his nominal official monthly salary by more than 50%. This statement can be easily verified:

When calculating the monthly salary, civil servants must take into account:

1. The official salary approved by staffing table for this position, taking into account the Ural coefficient.
2. A bonus of 0.25 official salaries per month with the Ural coefficient (3 salaries per year: 12 months = 0.25 salaries).
3. The premium for high qualifications is 0.083 salary with the Ural coefficient (1 salary per year: 12 months = 0.083 salary).
4. Financial assistance 0.166 official salary per month without the Ural coefficient (2 salaries per year: 12 months - 0.166 salary).
5. The actually paid allowances to the official salary for seniority and for work with information constituting a state secret, taking into account the Ural coefficient.
6. Allowance for qualifying grade.

Total, excluding the Ural salary coefficient and seniority allowance: 0.25 salary + 0.083 salary + 0.166 salary = 0.499 salary.

Not every commercial firm can afford such a movement of the wage bar from the promised nominal (of course, in percentage terms)

Any sane person is concerned about the problem of his future. Civil servant in this sense is no exception. But, being limited in his actions by law, he is unable to act independently. In other words, the law should "think" about the future of a civil servant.

Studying the guarantees offered by the Regional legislator to a civil servant, the author noted the following:

In the Regional Law on the State Service of the Tambov Region dated October 18, 2005, Article 31 is devoted to guarantees to a civil servant, consisting of more than 18 points, each of which reflects one of the guarantees. Together, they cover almost the entire field of the active period of the civil servant's activity, from the guarantee of pay and decent working conditions, to mandatory social insurance and protection of the HS and his family members.

The annual paid leave of a civil servant lasts from 30 to 45 days, depending on the length of service. These numbers have significant advantages over the numbers provided by commercial structures in terms of the length of vacation for their employees.

Pension provision for civil servants is paid in the amount of up to 80 percent (depending on the length of service) of the salary for the position held on the day of termination of civil service with subsequent indexation on the basis of current legislation.

Undoubtedly, not every non-state employee has such a powerful legislatively provided social and material support. And, for example, for employees in small commercial firms, this is simply impossible. This is what any experienced manager of any commercial firm would say when reviewing the rich arsenal of motivational mechanisms created for civil servants. But at the same time, the level of staff activity in the same commercial firms is much higher than in government agencies.

Chapter 3. Ways to solve the problem of the current state of motivation of civil servants

3.1. Payroll management

It would be logical to see in Russia the remuneration of a civil servant and the benefits provided to him as simultaneously dependent on the average level of remuneration in the private sector and on his place in the nomenclature hierarchy.

The second is determined by the fact that as the GS moves vertically, the load increases and is characterized by increased complexity and tension, and the work of the management team is also responsible not only for personally made decisions, but also for the decisions and actions of subordinates; an increase in the volume of tasks to be solved, and so on.

This idea is embedded in the concept of training specialists in the field of personnel management. It contains modern concepts of personnel management.

The main function of the head of a modern organization is to create a system of values ​​for subordinates. And in this vein, one can also express the following idea: an organization is only effective as much as its value system is effective.

Indeed, it is almost impossible to hide the landmarks towards which the most important person in the organization is directed during prolonged direct contact. After all, a leading person most often evokes sympathy from subordinates, some kind of hidden desire to imitate. Thus, the orders coming from the leader become, as it were, the personal desire of the subordinate, he tries his best to side with the leader.

If the leader makes efforts to transfer his own or a specially created system of values ​​to subordinates, then the organization will transform from a system of disparate divisions into an integral organism living in a single rhythm.

Here interesting example: our bribe-taker and bribe-giver DO NOT think that they are committing an immoral act. They are not ashamed. Moreover, it is now considered NORMAL in society. This is part of the code of conduct.

Moral norms, having no formal definition of the rules of behavior, are provided both by internal self-control and by the influence of authorities. Law, while possessing normative certainty, is ensured by the coercive power of the state to ensure that citizens comply with the rules of conduct. The combination of stability of law and morality gives stability both in society and in a separate structure, organization.

3.2. Globalization of world processes and the quality of public services

An increasing role is played by the globalization of world processes, which breaks the narrow framework of national-state borders and leads to the formation of common commodity markets, the formation of a worldwide information network, the creation of interstate unions and international organizations.

Therefore, it becomes important for a civil servant to be able to conduct a deep analysis of problems, develop and implement an action plan, assess its results and consequences. Particular attention is paid to the analysis of the impact of their influences on individual organizations and groups, as well as various spheres (political, social, economic and cultural).

Government leaders are focusing their efforts in the following areas:

1. firstly, increasing the efficiency of the state apparatus and providing the population with better services;
2. second, the development of partnerships between the public and private sectors and a clearer division of their responsibility for solving emerging problems;
3. third, the establishment of multilateral relations between the state and civil society, the involvement of the population in the management of public affairs.

In developed countries, the need for the humanization of public administration is increasingly felt. This is due to the natural reaction to the bureaucratization and technocratization of the social environment, which prevent a person from developing "vertically", to seek the disclosure of the creative possibilities inherent in him. Development of the same "horizontal" due to the acquisition of ever greater material wealth, as experience shows, has its limits.

Improving the quality of public services and the mechanism for their distribution. Recently, the slogan “create consumer-oriented structures” has become popular. Behind it are the persistent attempts of leaders to change the value orientations that have developed in the state apparatus, and to place the service of the interests and satisfaction of the needs of ordinary citizens at the center of the state's activities.

For this purpose, service standards are introduced, citizens themselves have the opportunity to influence the decisions of the authorities, the government guarantees the "transparency" of its activities, openness of information, etc. So, in the UK in 1991, the Citizens' Charter was adopted, which includes six principles that formed the basis for improving the work of government agencies: standards; information and openness; selection and consultation; honesty and helpfulness; cost savings; appeal against wrong actions. These principles are widely promoted in the states of the European Union.

The idea of ​​this charter was taken up in Portugal, where a “Code of Administrative Procedures” was developed. Its main task is to rationalize and standardize the work of state organizations, to involve the population in the decision-making process (while the authorities are obliged to explain unpopular decisions).

In the United States, they are trying to solve the issues of improving the quality of services for citizens by introducing the principles and methods of the concept into the activities of state institutions. total control quality. In Xianggang (Hong Kong), even the appearance of official documents was changed in order to create a more favorable psychological climate.

The reasons for this attention to the quality of public services lie not only in the desire to take into account the interests of the population, but also in a fuller use of the direct link between the level of education, qualifications, health of citizens and the competitiveness of national economies.

3.3. Social guarantees

In the UK, in the Ministry of Defense, a situation has developed when the formation of corrupt ties was not only due to bribes, but also due to the promise of subsequent employment after resignation. Such promises are a great temptation for an official who has the prospect of receiving a fairly low pension. In addition, to be once again useful, to provide your rich professional and life experience for the good of some business can be a strong incentive.

One of the most effective methods of motivation is the creation of self-governing groups. As an example, we can refer to the experience of the American company "Digital Equipment", where such groups are formed in the general accounting and reporting department, which is part of one of 5 control centers. financial activities... The teams independently decide on work planning, hiring new employees, holding meetings, coordinating with other departments. Group members take turns attending central government meetings, sharing experiences and reporting on their results.

Carrying out serious social and economic transformations is impossible without a sharp improvement in the quality of public administration. An indispensable condition for this is the provision of greater freedom of action to the heads of state institutions in the management of state resources, the determination of tactical and operational goals, the conduct of personnel policy, etc.

In order to stabilize the continuous growth of personnel, as well as to ensure the employee's outlook, so that he is aware of all the problems of the organization, it is necessary to monitor the period of his stay in one position. To do this, a controlled horizontal movement of the service should be carried out at intervals of approximately five years. It is also necessary to approve and make it prestigious to move down in the service hierarchy at some stages of the service career.

As an example of the effectiveness of such a move, one can show how they approach this in the largest Japanese corporation Matsushita Denki. In order to maximize the level of competence of employees, to activate the creative potential inherent in them, continuous rotation is carried out there. Every year, 5% of employees are transferred from one job profile to another. As for managers, this figure reaches 1/3 of their number. The analysis of the results of the rotation makes a significant contribution to solving the problem of effective placement of personnel, to which Matsushita attached paramount importance. "Putting a person in his place," said the head of Matsushita Denki, "means getting the most out of him."

In the HS environment, there are overloads associated with irregular working hours, that is, employment outside of work hours, as well as the rigidity of the requirements imposed in the administrative hierarchy. Moreover, the workload and requirements for a civil servant increase as he moves up the career ladder.

Studies have shown that the vast majority of civil servants work overtime (up to 90%). At the same time, the bulk of the respondents (60%) do this work constantly. In a number of ministries and departments, their number reaches 77%, and among the heads of departments and departments - up to 86%.

In such situations, it is necessary to understand additionally, and if the reasons for extracurricular work are objective (lack of time, a large amount of work), then such actions should be additionally rewarded (bonuses, time off, additional attention of the management to current work, etc.).

Fostering learning and creativity will benefit both the organization and the employee. The employee will find more and more good features in his work and will receive satisfaction from the positive embodiment of the results of his labor (results of the second level in the theory of expectations), and the organization will receive an increased return from the employee.

Conclusion

Studying the problems of motivating civil servants in the Russian Federation, its importance becomes obvious and it is clear that this problem is completely not covered in the specialized literature, and, perhaps, therefore, the mechanisms for motivating civil servants are not actively exploited in practice.

The importance of the problem is seen in the fact that the object of the study - civil servants - people occupying key positions in the mechanism of government in Russia, having access to material, information and human resources, do not have a clearly defined line of behavior. They are practically on their own.

The fact is that Russian laws are designed in such a way that if someone else's "ruble" falls into the pocket of a petty swindler, then this act is severely punished. But at the highest level, where billions can go nowhere with one stroke of the pen, the law is powerless. More precisely, on the contrary, the law always finds justification for such actions (according to the reports of the Ministry of Internal Affairs, out of a hundred reported cases of bribery, only 13% go to court). Do not forget - there, above, there are no stupid people among the officials. Deprived of defining motivation, they look for other, not always legal, ways of self-expression, self-stimulation and self-motivation (self-activation).

Here the first contradiction of the civil service comes into force: the less depends on an official, the safer the state as a whole feels, but the more it depends on it, the more he (the official) is able to do, to achieve more. Where this energy, his knowledge and capabilities will be directed, only he himself can decide. No regulatory body and no law can subjugate it.

There are many ways to direct an almost omnipotent educated and energetic official in the right direction, for example, the most powerful and currently forgotten motivational mechanism - ideology, as well as other ways of motivation and stimulation, collected in a single motivational complex. Sustainable priorities, tasks and goals can be embedded in the thoughts of an official only in this way. And only he himself can choose - to accept the values ​​preached by this ideology, morality, or to discard them and act in his own interests, but already in the field of free commerce and entrepreneurship.

The existing system of labor motivation for civil servants in the Russian Federation has many shortcomings. But at the same time, it also has a large number of unused advantages: a huge arsenal of materially secured motivational mechanisms was provided by the legislator. The only problem is learning how to use them correctly.

Studies have shown that the vast majority of civil servants work overtime (up to 90%). At the same time, the bulk of the respondents (60%) do this work constantly. This suggests that incorrectly valued work is often the reason for a full-fledged employee to fail outside the state service.

And here we can see the contradiction of the civil service: the presence of effective motivational mechanisms does not predetermine their effective use by the heads of state structures, who themselves are the objects of the same motivational mechanisms that they do not use safely, because they do not have the proper motivation for this. The circle is closed. The way out is to move the body that monitors the effectiveness of the use of existing motivational mechanisms outside organizational structures, make it a freelance supervisory body (similar to prosecutorial supervision), and thereby close another circle in which civil servants should motivate and stimulate civil servants.

In developed countries, there is a continuous movement to improve the remuneration of civil servants, linking it to various socio-economic aspects occurring in the region or the entire country.

As many developed countries do today, officials are raised almost "from the cradle", they are taught to think in state and even global categories, without which it is simply impossible to survive at the modern level of integration processes: events that ten to five years ago seemed insignificant and local, are now reflected in various regions of the planet. One of the reasons for such a speed and scale of the spread of events and their consequences is universal informatization, computerization and the development of the World Wide Web.

For a modern official to function fully with full dedication, he needs a special environment that covers all his needs and reflects all his inclinations. He should not feel alone for a moment. But at the same time, he must feel himself the master of a huge state mechanism.

This requires a constantly operating system of advanced training for civil servants, bringing the latest trends in full. professional features activities of civil servants.

Don't forget about personality. A highly developed self-consciousness of a manager transfers his activities to a new level of understanding of the world around him, allows him to look far ahead, to foresee an impending danger, and in case of its inevitability, to mobilize the forces of society in an optimal way.

The main thing in this is a holistic vision of the world and the consciousness that we all live in this world, both for us and for our descendants.

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To ensure the effective operation of public authorities, it is necessary to make the most of the resources available in them. Human resources are the foundation of any organization, its main capital.

The quality of managerial decision-making depends on the level of competence of civil servants, their professional knowledge and skills, and internal readiness for work.

And this, in turn, directly affects the socio-economic development of the country. In view of the fact that today Russia is one of the countries with a low level of efficiency of public administration, the quality of public services and human potential in general, the need to introduce an effective system of motivation for civil servants focused on improving the quality of their work is a strategically important task of the state. This requires a serious theoretical understanding of the phenomenon of motivation in the framework of public service.

The main task of civil service personnel management is to orient employees towards achieving the goals of the organization and getting the most out of them. The true motives that force you to give the maximum effort to work are varied, so determining them seems to be a rather difficult process.

Way to good governance a person lies through understanding his motivation. Motivation (from the Greek. Motif, from the Latin. Moveo - move) is the process of encouraging oneself and others to act in order to achieve personal goals or the goals of an organization.

Knowing what motivates a person, what motives lie at the basis of his actions, it is possible to build the management of the work activity of a civil servant in such a way that he will perform his duties in the best way.

Work motivation is the employee's desire to satisfy needs through work. Therefore, we can conclude that the essence of employee motivation in modern management consists in learning and realizing the ways of their personal interests, providing them with opportunities to realize themselves in the process of achieving the goals of the organization.

Intangible (non-economic) (Figure 1).

Figure 1. Methods of labor motivation

Material methods include:

Wages;

Cash rewards in the form of bonuses and bonuses;

Profit sharing and others.

This type of labor stimulation, which is also interpreted as direct material motivation, is considered one of the most effective. Material incentives increase employee initiative, increase job satisfaction, and attract potential employees.

There is also an indirect material motivation, which includes:

Sick leave;

Vacation;

Medical insurance;

Providing soft loans;

Payment for training employees in various courses;

Subsidies for food in canteens;

Payment of mobile bills when connecting at a corporate rate and much more.

In the civil service, this is expressed in basic and additional state guarantees. Among them are:

Provision of weekends and non-working holidays;

Annual paid main and additional vacations;

Medical insurance of a civil servant and his family members;

Reimbursement of expenses related to business trips;

Professional retraining, advanced training and internship with the preservation of the replaced position and salary for this period;

Transport services provided in connection with the performance of official duties;

One-time subsidy for the purchase of residential premises and others.

Among the non-material methods of stimulating labor, there are:

Organizational;

Moral (Figure 2).

Figure 2. Intangible methods of labor incentives

The former imply the involvement of employees in the decision-making process, delegation of authority, enrichment of labor.

Moral incentives include:

Announcement of gratitude;

Awarding with diplomas, certificates or letters of thanks;

Hanging a photo on the honor board;

Congratulations and giving gifts;

Organization of corporate events of an informal nature;

Providing attention to beginners during the adaptation period.

In the civil service, there are special types of non material incentives, such as:

Assignment of honorary titles;

Awarding with insignia, orders and medals of the Russian Federation.

Today, employee motivation is central to HR management, as it is the direct cause of their behavior. However, even thousands of years before the word “motivation” entered the vocabulary of leaders, it was well known that people can be influenced to successfully accomplish organizational tasks. And although leaders in those days misunderstood people's behavior to a greater extent, the techniques they used in those settings were often very effective.

Initial theories (such as the Carrot and Stick Method) attempted to build a universal model of motivation and apply it to any employee at any time based on simple incentives coercion, material and moral encouragement.

Theories of motivation can be divided into two groups: content; procedural. Substantial theories are based on the identification of internal factors, that is, needs that force people to act in one way or another. In procedural theories, it is analyzed how a person distributes efforts to achieve different goals and how he chooses a specific type of behavior. Procedural theories do not dispute the existence of needs, they believe that people's behavior is guided not only by them. In accordance with procedural theories, the behavior of an individual is considered, among other things, a function of his perception and hopes associated with this situation, and the likely results of his chosen type of behavior.

The most popular of these theories is A. Maslow's concept, in the center of which there are five groups of needs of individuals in the form of a pyramid, which stipulates that the needs of a higher level cannot be satisfied as long as a person needs needs of a lower level (Figure 3).

Figure 3. A. Maslow's pyramid of needs

At the base of the pyramid are physiological needs, then security needs, social needs (communication), prestigious needs (recognition and respect), at the peak of the pyramid - spiritual needs (self-actualization).

According to Maslow's theory of motivation, all five steps of the pyramid are combined into two groups as follows: the first two steps constitute a dyad of the so-called innate, basic, primary human needs. The rest are a triad of secondary, socially conditioned needs. Such an assessment speaks not of the actual importance of certain needs for a person as a social phenomenon, but only of their importance for life support. In other words, for biological existence, it is sufficient to satisfy only the first two or even only the very first stage of needs. But without satisfying these needs, it is impossible to reach higher levels, without which, in principle, one can live.

With regard to how needs are met in a person's life, Maslow's motivation model proposes a step-by-step process from the bottom up. That is, the needs that are higher in the hierarchy are actualized and can be satisfied only after the person has dealt with the lower levels. Therefore, there is no universal motivation for people - it entirely depends on the level of development of this or that person. This aspect of Maslow's theory of motivation also significantly distinguishes it from other motivational models proposed by various authors.

Another feature is that the ladder of needs is cyclical. That is, according to Maslow, the theory of human motivation presupposes the repeated passage of the entire hierarchy of needs - each time at a higher level with more significant and serious requirements.

Based on this model, management needs to continuously “monitor” civil servants and actively respond to identified needs.

Motivation can take many different forms. It can be based on both positive incentives (an increase in bonuses or wages) and negative (threat of dismissal, fines). Also, motivation can be considered as long-term (constant motivation of the employee) and short-term (one-time incentive).

There are terms such as "incentive" and "reward" for an employee. In the modern world, it is enough for people to receive material rewards, instead of gaining experience during the whole process or the respect of colleagues at work. Of course, material reward is not always an effective motivator; sometimes the social and spiritual sphere of a person also plays a role.

Based on modern theories of motivations, it is necessary to clearly understand for oneself that the responsibility of management is to interest the employee in the actions of the organization, to involve him in solving problems, to satisfy all his needs.

Then the employee will understand for himself what is required of him, what incentive measures will be applied to him. Any entrepreneurial spirit and good adaptation in extreme conditions welcomed, work brings only positive emotions.

The development of an effective motivation system containing various methods of incentivizing civil servants, as well as constant monitoring of their needs, followed by making appropriate adjustments to the existing motivation system, will ensure the high quality of the civil service institution in the country.

1.2. Regulatory requirements for the motivation of civil servants

The specifics of the work of civil servants is that they do not work “for themselves,” but for the benefit of the state, therefore, the mechanisms of motivation that are used in commercial organizations cannot be applied to them.

Based on the regulatory legal acts of the Russian Federation, the main sources of motivation for civil servants are material remuneration and guarantees for civil servants (Figure 4).

Figure 4. Main sources of motivation for civil servants

Let's consider each of them separately.

According to Art. 50 of Federal Law No. 79-FZ, the remuneration of a civil servant consists of:

1. Monetary content;

2. Additional payments, including:

Also, according to the norms of Federal Law No. 79-FZ, guarantees to civil servants include guarantees related to wages, conditions of service, rest, insurance (medical, state social), with the relocation of a civil servant to another locality when transferred to another state body (compensation expenses, the provision of office space, etc.), the protection of the employee and his family, pension provision, in addition to this, there are additional guarantees:

Additional professional education with the preservation for this period of the civil service position being replaced and pay;

Transport service;

Substitution of another position in the civil service with the reduction of civil service positions or the abolition of a state body;

One-time subsidy for the purchase of residential premises once for the entire period of the civil service.

Thus, these provisions motivate civil servants to move up the career ladder, improve their qualifications and treat their duties with greater responsibility.

As you can see, the list of guarantees is quite large in comparison with the guarantees provided for persons working in commercial organizations. But this does not mean that the legislator does not need to reform legislation in this area.

Firstly, the amount of monetary remuneration depends on the length of service, so there is less motivation for young personnel. In our opinion, it is necessary to introduce more incentives, which would depend on the quality of labor results.

Secondly, it is necessary to conduct a sociological survey among civil servants to identify problems in this area in their opinion. Based on this, activities to improve legislation will be more effective, because who, if not employees, know better what will motivate them

Thirdly, the most important problem is that the system for establishing motivation is structured in such a way that civil servants themselves establish it for civil servants.

Therefore, it is necessary to create a separate body that will deal with this issue and whose main task would be to control the activities of civil servants, as well as to oversee how the existing mechanisms of motivation are used.

Thus, we can conclude that in the Russian Federation there are many levers for motivating civil servants, which are fixed at the federal and regional levels. But not all of them are effective and have real mechanisms for implementation.

1.3. Problems of labor motivation of state
employees in the Russian Federation

Of course, over the past 10-15 years, the salaries of Russian officials at all levels have increased significantly, and the well-being of civil servants has taken a wide step from the poverty line, to which in the 1990s. came close.

Nevertheless, salaries in government agencies are noticeably inferior to salaries in similar specialties in the commercial sector. However, at the same time, the civil service still remains a rather attractive place of work. How do they function today labor collectives ministries, departments, regional administrations?

The system of state bodies is the supporting skeleton of society. The life of every citizen and the fate of entire generations of Russians depend on its correct functioning. Social relevance state and municipal service itself is an important motivational element. It gives a person a sense of belonging and being in demand in serious political and social projects and processes.

At the same time, the civil service offers stability and predictability in work and lifestyle. This makes it possible to realize one of the basic human needs - the need for security, which is especially relevant in the era of successive economic and political crises.

Today, civil service relies primarily on cadres brought up in the Soviet system of values, in which the importance of public service and collective labor prevails. The bearers of such a labor ideology are not only people of the older generation, but also fairly young employees who have received appropriate education and life guidelines.

However, it must be admitted that the backbone of the state apparatus of modern Russia is made up of people over the age of 45. It is they who undertake the main work on document management, collection of analytical information, planning and structuring of the department's activities.

That is, the entire volume of necessary technical work, requiring not only qualifications and knowledge, but also the presence of a high culture of the performer, diligence, as well as systematic thinking.

Such positions are unattractive for young professionals for several reasons:

Unobvious career opportunities in the short term;

Low salaries with sensitive restrictions related to the status of a civil servant (for example, behavior on social networks, appearance, etc.) (Figure 5)

Figure 5. Reasons for the unattractiveness of the civil service for young professionals

The main motive for young people to work in such positions is the opportunity to obtain civil service experience for the subsequent implementation of career plans. This state of affairs leads to a large staff turnover.

The career motivation of today's young civil servants is primarily associated with the acquisition of tools of influence and material support. Coming to work in a government agency, a young man actually invests his own time, agreeing to a small salary in order to acquire certain benefits that are available only in the civil service.

These benefits include:

Useful links;

Opportunity over time to take an administrative position with a high level of influence.

Interest in high positions and administrative capabilities is not always associated with the desire for direct corruption. Today in Russian society the practice of civilized lobbying is gradually taking shape, which is not associated with bribery and bribery. The very opportunity to present certain projects, to influence decision-making by demonstrating the competitive advantages of certain conceptual programs, becomes capital. Thus, the professional realization of the employee is carried out, however, the material side of the matter also retains its importance.

Speaking about motivational policy in modern civil service, it should be borne in mind that today many federal and regional departments, in addition to salaries, provide a fairly large social package. He suggests:

Partial payment for vouchers;

Voluntary medical insurance policy for an employee and his family members.

Any promotion up the career ladder expands the list of additional benefits and material support.

In light of the current situation in Russian practice, several of the most important problems of imperfect motivational policy pursued in relation to public service can be identified.

First of all, it is necessary to take into account the complete imperfection of labor remuneration. As noted above, the federal legislation of Russia defines the general principles of remuneration of civil servants: “the amount of salary consists of the official salary of an employee in accordance with the civil service position he replaces, as well as monthly and other payments determined by the law of the Russian Federation”.

That is, the salary of a civil servant is divided into 2 parts:

Fixed salary;

Not a fixed premium (provided in many ways) (Figure 6).

Figure 6. Salary of a civil servant

As a rule, the salary is a stable part, respectively - a large share ratio, while the amount of the bonus is floating, depending on performance, length of service, achievements over the past period.

However, if it should be so, this does not mean that it really is so. In the conditions of Russian realities, everything happens exactly the opposite: the salary is an extremely low level of wages in its monetary denomination, while the premium in this case is designed to compensate for this shortcoming.

The bonus becomes much larger in relation to the official salary itself. In many respects, the award depends on the will and decision of the top management, leveling the results of the work of a civil servant and eliminating the dependence of the size of wages on the general socio-economic development of the country, region, without stimulating the employee to consciously and purposefully fulfill his official duties.

This problem brings with it other negative aspects. Unfortunately, the system of official salaries existing in the civil service is formed not by economic, but by command-administrative methods of management. The growth of civil servants' salaries varies and will change only if they move up the career ladder, in a similar way, the salary system, the limits of bonuses and official allowances are defined in a similar way.

Such a system does not in any way call for an increase in the motivation of civil servants, not even arousing the interest of employees in improving the quality of their own work. Moreover, it forms the principle of equal pay for unequal work.

The problem of an ineffective remuneration system pulls in a vicious circle another problem: the lack of qualitative and quantitative criteria for assessing the work of civil servants.

Assessment of the work of the organization's personnel is a purposeful process of finding the proper coincidence of the qualitative characteristics of personnel with the requirements that a particular position implies. It is not necessary to conduct an analysis to understand the direct relationship between regular and systematic assessment of employees and its positive impact on their motivation and professional growth.

The complexity of the situation is also added by the fact that the method of personnel assessment for each individual state and municipal authority must be unique and take into account its functioning peculiarities.

Despite the huge number of approaches to assessing employees, they are all subjective, because the decision largely depends on who uses the method, or who is involved in the assessment as an expert. For personnel to be properly assessed, the criteria must be objective and reliable. If the assessment system possesses these properties, and most importantly - is clearly built, then the assessments will be realistic.

In the Russian Federation, at the legislative level, there is no one system criteria and assessments for a complete and unified assessment of civil servants. Certification and competitions only partially cope with this task, bypassing the issue of the quality of the employees' performance of their duties. Due to the fact that there are a lot of assessment mechanisms and assessment criteria themselves, the following problems arise:

Different standards are being created for employees doing the same job;

The similarity of beliefs and attitudes as a factor influencing the assessment;

Assessor bias;

Assessment not as a whole, but according to one of the characteristics;

Changes in standards during the rapid assessment;

Attaching greater importance to employee behavior in the period immediately preceding the assessment as compared to behavior throughout the entire assessed period;

Using a narrow range of estimates;

The desire to overestimate; comparing employees with each other, not with performance standards.

How does the connection between the problem of lack of proper criteria for assessing the effectiveness of employees' activity and the problem of remuneration arise? Precisely because there are no proper criteria, it is difficult to assess the contribution of an individual employee to the whole process, to the common cause. It is extremely difficult to understand how effectively he worked and what he did as a result. That is why, for the simplicity of solving the problem, salaries and bonuses are introduced due to the length of service, and not the work performed, which ultimately negatively affects the results of the motivational policy of civil servants.

On the other hand, these criteria are difficult to create, so that they include all indicators and are able to take into account many factors.

In my opinion, the criteria must be reliable: when evaluating employees, one must observe such a condition that different evaluation criteria give similar results. It is necessary to create consistent assessments so that they can be applied by different people in relation to the civil servant.

An important achievement and a kind of solution for the problem of motivating and stimulating personnel will be the development of a criterion that measures the personal contribution of each individual employee to the achievement of the general / general goals / goals of the state or municipal structure. On their basis, the state structure is able to reasonably make appropriate administrative decisions in each situation (promotion, salary, bonuses, etc.).

These are the main problems of motivating civil servants in the Russian Federation at the present stage. The presence of these problems requires appropriate management decisions.

Conclusions on the first chapter.

So, one of the most important tasks of the state is to increase the efficiency of public administration. The motivation of civil servants is one of the means to achieve this goal, since the mistakes of each individual civil servant lead to the inefficiency of the state power system as a whole.

There are two types of labor motivation methods:

Material (economic);

Intangible (non-economic).

Among the non-material methods of stimulating labor, organizational and moral are distinguished. Motivation can take many different forms. It can be based on both positive incentives (an increase in bonuses or wages) and negative (threat of dismissal, fines).

Also, motivation can be viewed as:

Long-term (constant motivation of the employee);

Short-term (one-time incentive).

The remuneration of a civil servant consists of both pay and additional payments, including:

Monthly increment to the official salary for seniority in the civil service (in the amount: with civil service experience from 1 to 5 years - 10%, from 5 to 10 years - 15%, from 10 to 15 years - 20%, over 15 years - thirty%;

Monthly salary supplement for special conditions of the civil service in the amount of up to 200 per cent of this salary;

Monthly percentage increase to the official salary for work with information constituting a state secret, in the amount and in the manner determined by the legislation of the Russian Federation;

Bonuses for completing especially important and difficult tasks (the maximum size is not limited);

Monthly cash incentive;

A lump sum payment for the provision of annual paid leave and material assistance paid out of the civil servants payroll.

Also, according to the norms of Federal Law No. 79-FZ, guarantees for civil servants include guarantees related to wages, conditions of service, rest, insurance, with the relocation of a civil servant to another locality when transferred to another state body, protection of an employee and his family, pension security, in addition to this there are additional guarantees.

These provisions motivate civil servants to move up the career ladder, improve their qualifications and treat their duties with greater responsibility.

2. Analysis of the practice of labor motivation of state
employees in the Prefecture of the Northern Administrative
districts of the city of Moscow

This study examines the motivation of civil servants (not military or law enforcement). "State civil service is a type of public service, which is a professional service activity of citizens in positions of the state civil service to ensure the fulfillment of the powers of federal state bodies, state bodies of the constituent entities of the Russian Federation, persons holding public offices of the Russian Federation, and persons holding public offices of the constituent entities of the Russian Federation. Federation. " Federal Law "On the system of civil service in the Russian Federation" dated May 27, 2003 No. 58-FZ "A civil servant is a citizen of the Russian Federation who has undertaken obligations to undergo civil service. A civil servant carries out professional service activities in civil service positions in accordance with the act of appointment to the position and with a service contract and receives a salary from the federal budget or the budget of a constituent entity of the Russian Federation. " Federal Law "On State Civil Service in the Russian Federation" dated July 27, 2004 No. 79-FZ

It is obvious that the civil service is different from working in a regular firm. What are the basic principles of passing the state civil service? Firstly, this is the principle of legality, which implies not only the supremacy of the Constitution of the Russian Federation, federal laws and other regulatory legal acts, but the fact that civil servants in their activities must strictly follow them, and also to some extent be law. Secondly, this is the democracy of the service, which implies the compliance of activities with the interests of citizens and the state, the general availability of the civil service, its transparency, etc. Thirdly, this is professionalism, here a distinctive feature is the fact that it is simply impossible to get into civil service without education, you also need managerial and leadership qualities, as well as diligence and discipline. Fourthly, this is the social and legal protection of employees, it implies the creation of special legal and social conditions for the normal performance of their work by civil servants. Federal Law "On State Civil Service in the Russian Federation" dated July 27, 2004 No. 79-FZ; Bakhrakh D. N. State Service of Russia; study. allowance. - M. Prospect, 2009 .-- 152 p.

The very system of motivation for civil servants with a clear definition of this concept is not described. However, you can study the Russian regulatory framework, various sociological polls and to conclude that the motivation system consists of the following components (which have a direct impact on the motivation of civil servants): government guarantees, wages, career opportunities, certification, rotation, training and responsibility. Competitive selection can have an indirect effect on the motivation of employees. All these elements of the motivation system proceed from the social and legal status and legal status a public civil servant, which consists of rights, duties, restrictions, prohibitions, responsibility, requirements, guarantees and economic support (in general, everything related to public service). The social and legal status of a civil servant is the measures established by the state for the proper and possible behavior of a civil servant. This status (which can also be interpreted as the position held, educational level and remuneration) not only determines the place of a civil servant in the administrative process, but can also satisfy his need for respect, recognition, etc., thus it is a strong motivating factor. Citizens V.D. State Civil Service: Tutorial... - M. :: YurknigaU 2005 .-- 480s.

The motivation system for civil servants is complex and complex. Here you can trace the relationship with the theory of Porter-Lawler: the complexity and importance of the element of motivation in the management process is indicated, as well as the fact that wages are far from the only incentive.

State guarantees

State guarantees create normal working conditions, as well as motivate employees to perform their work efficiently. They provide legal and social protection of civil servants, stable staff... Their purpose is to make the civil service more attractive in the eyes of both civil servants and potential employees, as well as ordinary citizens.

The main state guarantees include:

equal conditions of remuneration and comparability of assessments of the performance of civil servants;

the right to timely payment for labor in full;

awareness of comfortable working conditions: provision of workspace, furniture, appliances, etc .;

normal working hours: standardized working day, the right to a lunch break, to rest, on weekends, to annual paid leave (for higher and main positions 35 calendar days, for other positions 30 calendar days) and other vacations (leave without pay no more than 1 years), including for length of service (the sum of days of paid leave and leave for seniority for senior and senior positions is not more than 45 calendar days, for other positions this number should not exceed 40 days), upon dismissal of a civil servant, he is paid for all unused vacations;

health insurance for civil servants and family members;

state social insurance in case of illness or disability during the period of state civil service;

payments for compulsory state insurance;

reimbursement of travel expenses;

reimbursement of expenses associated with the relocation of a civil servant and his family in connection with the transfer to another place of work in the civil service;

protection of a civil servant and his family from various manifestations of violence, threats, etc. in connection with the performance of his official duties;

state pension provision

housing subsidy.

There are also other state guarantees provided to civil servants in accordance with Federal laws. For example, retention of a place of work, remuneration during the period of professional retraining, internships and other events, transport services, as well as a one-time subsidy for the purchase of housing once for the entire period of civil service. Work experience can also be considered a kind of guarantee, since the higher the length of service, the higher the seniority bonus to the paycheck. There are also rewards for excellent service, compensation for unused vouchers. Federal Law "On State Civil Service in the Russian Federation" dated July 27, 2004 No. 79-FZ; Bakhrakh D. N. State Service of Russia; study. allowance. - M. Prospect, 2009 .-- 152 p .; Citizens V. D. State civil service: textbook. - M. :: YurknigaU 2005. - 480s .; Cherepanov V.V. Fundamentals of public service and personnel policy: a textbook for students - 2nd edition, revised. and add. - M .: UNITI-DANA, 2010.-679 p.

Guarantees are a system of positive incentives because they provide proper working conditions for employees. Ideally, if all the conditions for work are created, then the responsibility rests with the employee: what are his skills, abilities, qualities.

This element of motivating civil servants is in line with Mayo's view that non-material motivation is as important as material motivation, and Taylor's view of daily output (normal work mode).

Salary

The remuneration of a civil servant is a more specific incentive. And it is the main means of its material support and stimulation of its activities.

The salary of a civil servant consists of 3 parts: a monthly salary in accordance with the position held, a salary for a class rank and other payments. The official salary is established by Presidential decrees, for individual positions it can establish a single pay, which takes into account all payments (for class rank, for length of service, for special working conditions, for work with state secrets), except for bonuses and monthly monetary incentives.

Additional payments include:

seniority bonus from 10% to 30% for seniority from 5 to 15 years;

allowance for special working conditions in the amount of up to 200% of the monthly salary;

bonus for work with state secrets, as well as for work in a body for the protection of state secrets, then he additionally receives a bonus for work experience in such bodies (with 1-5 years of experience, the bonus is 10 percent, 5-10 years, then 15 percent, further - 20 percent This length of service also includes the time of work of these employees in the structural units of similar bodies, other government bodies, local government bodies);

bonuses for especially important and difficult tasks;

monthly incentives (from 1 official salary to 14, depending on the position);

a lump sum payment when granting leave (in the amount of two monthly salaries) and material assistance.

regional coefficient (for regions of the Far North and hard-to-reach regions);

Salaries are indexed annually according to the inflation rate in the country. Federal Law "On State Civil Service in the Russian Federation" dated July 27, 2004 No. 79-FZ; Bakhrakh D. N. State Service of Russia; study. allowance. - M. Prospect, 2009 .-- 152 p .; Citizens V. D. State civil service: textbook. - M. :: YurknigaU 2005 .-- 480s. A rather flexible remuneration was introduced, depending on the performance and efficiency of official activities, and the remuneration structure itself was improved. Now the base salary makes up an insignificant part of the remuneration, a significant share falls on additional payments based on the performance of a civil servant, which stimulates the civil servant to improve the quality of his work.

The system of remuneration of civil servants corresponds to Taylor's view in terms of various allowances (for overfulfilling the daily output). There is also a correspondence between the theory of expectation and the theory of justice, since the remuneration system is transparent, civil servants declare their income (a civil servant knows how much his colleague gets paid), an employee knows what remuneration he will receive for his efforts. There is also an indirect relationship with the theory of the psychological contract.

Encouragements and awards

Rewards and rewards are an important element in motivating civil servants. They allow to motivate employees to perform work, to increase loyalty to the executive authority in which they serve. They also have an impact on service discipline. Their use is based on gratitude for a job well done or an impeccable performance on duty.

Incentives and awards are of the following types:

announcement of official gratitude and payment of monetary incentives in accordance with this;

awarding a certificate of honor and payment of monetary incentives in accordance with this;

other types of incentives and awards;

payment of a one-time retirement incentive;

encouraging the Government or the President of the Russian Federation;

conferring honorary titles;

rewarding with insignia or orders.

It is noteworthy that this element of the motivation system combines not only material methods, but also non-material ones. Non-financial incentives should not be ignored in the state civil service, because wages and various incentives are paid from the federal budget, and it is not rubber, it is limited. Also, people are pleased when they are appreciated not only from the material side, when they are tritely respected, for example. Ovsyanko D.M. State Service of the Russian Federation: Textbook. - 4th ed. Revised and add. - M.: Yurist, 2008 .-- 447s.

This element of motivating civil servants, as well as providing government guarantees, is in line with Mayo's view that non-material motivation is just as important as material motivation.

In general, government guarantees, wages, incentives and awards correspond to meaningful theories of motivation; they have a strong impact on various groups of employees' motives.

Competitive selection

Competitive selection has an indirect effect on motivation; rather, it can guarantee that a qualified and responsible employee will come to the civil service. This is the main way to fill positions in the civil service. The competition for filling a civil service position is a selection from among candidates of the position that best meets the requirements of the position (competition conditions). There are the following selection principles: professionalism and competence, the principle of equal access of citizens to the civil service

Competitive selection is not applicable when appointing to the categories of "managers" and "assistants (advisers)", when concluding a fixed-term service contract, when appointing to a civil service a citizen who is in the personnel reserve formed on a competitive basis. Federal Law "On State Civil Service in the Russian Federation" dated July 27, 2004 No. 79-FZ

Civil Service and Career Opportunities

Passage of civil service is the dynamics of the official position of a civil servant, his career growth or decline. This process is also a motive for entering and completing the civil service, or for improving the employee's performance. The main elements of the civil service are admission to the civil service, the adaptation period, certification, transfer to another position, assignment of ranks, encouragement, prosecution, termination of service. The employee is motivated to act in this case by raising or lowering the career ladder, rewards and responsibility, as well as certification to some extent.

Promotion is one of the most effective non-financial incentives because as a result, material incentives increase, the need for involvement in making more important decisions is satisfied, interest in activities increases, and, consequently, the effectiveness of the employee's activities.

Career growth is an intangible incentive in accordance with meaningful theories of motivation, and is also one of the ways to “enrich labor”. Zankovsky A.N. Organizational Psychology: Textbook for universities in the specialty "Organizational Psychology". - 2nd ed. - M .: Flinta: MPSI, 2002 .-- 648 p.

From the point of view of motivation, rotation increases the knowledge base of the employee, in this way it is possible to increase the employee's interest in the work performed by him. The rotation is carried out in order to improve the efficiency of the civil service, and helps in combating corruption. It is carried out within one group of positions, taking into account the level of qualifications, education and length of service in the civil service.

Positions in rotation are filled for a period of 3 to 5 children.

A civil servant has the right to refuse to fill a position on a rotational basis in the event of a disease, in accordance with which the proposed position is contraindicated, as well as in the event that it is impossible to live in another place in accordance with the proposed position.

Rotation is also one of the ways to “enrich labor”. Federal Law "On State Civil Service in the Russian Federation" dated July 27, 2004 No. 79-FZ

Attestation

Attestation is the process of determining whether an employee meets the requirements for him in accordance with the position he occupies. Allows you to increase the sense of responsibility for the work performed, as well as get into personnel reserve, which is a stimulating factor.

It is held every three years, and may be extraordinary. The certification is carried out earlier than the specified period for two reasons: there was a decision to reduce the staff or to change working conditions (for example, the transition to electronic document management).

Employees of the category "managers" and "assistants" ("adviser") are not subject to certification if they have a fixed-term service contract, have worked in the civil service position for less than one year, employees who have reached the age of 60, pregnant women on leave for pregnancy and childbirth and parental leave until the child reaches the age of three years (their certification of these civil servants is possible no earlier than one year after leaving the leave), within a year from the date of passing the qualifying exam.

Based on the results of certification, one of the decisions can be made: a person needs professional retraining, inclusion in the reserve to fill a vacant higher position, or it can simply be confirmation of compliance with the position held. A month after the certification, a normative legal act is issued, which can indicate which employees are demoted, which ones go to professional retraining, which are to be included in the personnel reserve. If a civil servant refuses to go for advanced training, then a representative of the employer's service can release him from his post and dismiss him from the civil service. Federal Law "On State Civil Service in the Russian Federation" dated July 27, 2004 No. 79-FZ; Decree of the President of the Russian Federation "On the certification of state civil servants of the Russian Federation" dated February 1, 2005 No. 110; Bakhrakh D. N. State Service of Russia; study. allowance. - M. Prospect, 2009 .-- 152 p .; Citizens V. D. State civil service: textbook. - M. :: YurknigaU 2005 .-- 480s

Another form of personnel assessment is a qualification exam. It is handed over by civil servants who have held positions of the category "managers", "specialists", "providing specialists" for an indefinite period. The exam is held when the question of conferring a class rank on a civil servant arises. It is noteworthy that an extraordinary qualification exam can be conducted only at the initiative of an employee.

This exam is also a kind of incentive to move up the career ladder. For example, if a civil servant passes an exam, then he is assigned a class rank, he starts earning more, his status rises. Federal Law "On State Civil Service in the Russian Federation" dated July 27, 2004 No. 79-FZ; Citizens V. D. State civil service: textbook. - M. :: YurknigaU 2005 .-- 480s

Education

The promotion process is closely related to training. If promotion is a motivating factor, then learning is indirectly related to motivation too. Thus, the better a person is educated, the more likely they are to be promoted. Here you can also judge about the satisfaction of the need for self-realization.

There are two types of training - at the place of work, outside the place of work.

Despite the great effectiveness of training in a special place, this method is associated with a lot of time and financial costs. This type of training takes the employee away from work. But at the same time, this method best meets the needs of employees for personal and professional growth. Zankovsky A.N. Organizational Psychology: Textbook for universities in the specialty "Organizational Psychology". - 2nd ed. - M .: Flinta: MPSI, 2002 .-- 648 p.

On-the-job training can be more complex and rotational. It is also known to be less costly.

Training corresponds to the satisfaction of secondary needs for various meaningful theories of motivation, and can also act as one of the ways to "enrich" work.

A responsibility

Labor motivation of civil servants, like any other modern system of motivation, is a system consisting of positive and negative incentives. Responsibility is just a negative incentive. This incentive is expressed in the application of various kinds of sanctions established by law for the admission of misconduct and the commission of crimes while passing the state civil service. Prior to this, mainly positive incentives for work were described, which can be applied, for example, to a person of type "y" in McGregor's theory of motivation.

There are four types of responsibility.

Disciplinary responsibility. It is expressed in the application of disciplinary sanctions for violation of the rules for the passage of civil service. This can be a remark, a reprimand, a severe reprimand, a warning about incomplete compliance, dismissal from office and dismissal from public service. The employee may also be required to provide a written explanation, the refusal of which would only worsen the situation. When determining the sanctions, the degree of guilt and the severity of the offense are established. A disciplinary penalty is applied within one month from the date of discovery of the offense. A distinctive feature of disciplinary sanctions is that if there were no new disciplinary sanctions within a year after the application of the disciplinary sanction, the first sanction “burns out”. If, upon dismissal of a civil servant due to disciplinary action, he must be included in the personnel reserve on the basis of a general competition. This type of responsibility makes civil servants equal before the law, on the one hand, and also takes into account the specifics of their activities, on the other. Today, due to the drop in the motivation of civil servants (work carelessly, delay in the execution of orders), disciplinary liability is increasingly resorted to, however, despite the application of penalties, the rules continue to be violated (corruption and abuse flourish). All this does not contribute to the creation of a positive image of the state apparatus.

Administrative responsibility. Its civil servant carries on a general basis in accordance with the Code of Administrative Offenses of the Russian Federation. This type of liability occurs in connection with administrative offenses. Administrative responsibility can be established by all authorities, and not only by the body where the civil servant is listed. The imposition of this responsibility is carried out by special bodies, incl. courts. Its occurrence does not depend on the degree of harm, but only on the very fact of the violation, it is more formal. It can be applied to entire organizations, not just to an individual. There are the following measures of administrative coercion: administrative preventive, administrative restraint and administrative penalty. The Code of Administrative Offenses regulates in detail the process of administrative responsibility, the rights of the injured party and the rights of the offender.

Material liability. Coming for causing material damage to the state or legal entity. Along with material compensation for damage in the event of a liability of this kind, a civil servant is imposed and disciplinary action... Comes in an administrative order, or by a court decision. Unfortunately, the pack has not developed rules for the application of such liability specifically to civil servants, therefore it is regulated by labor legislation.

Criminal liability for civil servants comes on a general basis.

As you can see, the system of negative incentives in the form different types responsibility is highly developed. It is an educational and warning element in the behavior of civil servants. Bakhrakh D.N., Rossinsky B.V., Starilov Yu.N. Administrative law. 3rd ed., Revision. and add. - M .: Norma, 2008. - 816p .; Bakhrakh D. N. State Service of Russia; study. allowance. - M. Prospect, 2009 .-- 152 p.

The system of disincentives corresponds to the sanctioning of the “x” person in McGregor's theory. But there are no clear types of people "x" and "y", so in real life, positive incentives are used along with negative ones.

Having considered the main aspects of the system of motivation for the work of civil servants, it is possible to analyze them and identify the problems of motivation of civil servants. They will be described in the next part of this chapter.

Government of the Russian Federation

Federal State Autonomous Educational Institution

higher professional education

National Research University

"High School of Economics"

Faculty of State and Municipal Administration

Department of State and Municipal Service

GRADUATE QUALIFICATION WORK

On the topic "The system of labor motivation for civil servants"

Student of group number 492 Yudina Yulia Sergeevna

Supervisor:

Ph.D. prof. Yanvarev Valery Andreevich

Reviewer:

Doctor of Law prof. Obolonsky Alexander Valentinovich

Moscow 2013

Introduction

Chapter 1. Theoretical aspects of employee motivation

1 General characteristics of the motivation process

3 Procedural theories of motivation

3 Other theories of motivation

Chapter 2. Modern system of motivation of civil servants

1 Main incentives to work for government civil servants

2 Elements of the system of motivation of civil servants

3 The main problems of motivating civil servants

Chapter 3. Ways to improve the motivation of civil servants

1 Analysis foreign experience

2 Measures taken to improve the motivation system in the civil service

Conclusion

List of used literature

Applications

Introduction

For the successful functioning of any organization, each leader must correctly manage resources, including human resources, so that all employees are ready and willing to do their job. He must know what his subordinates expect from him, what results to expect from them, how it is possible to influence employees, etc. All this constitutes an effective motivation system.

In public administration, motivation is a more complex and important element due to the specifics of the activities of state bodies (high material and human risk, high degree of responsibility, etc.). The development of a system of motivation in a state body makes it possible to increase the efficiency of the work of civil servants and organize it in a proper manner, which contributes to the better performance of their professional duties by civil servants and increases loyalty to the state body, the state and the interests of society, reducing corruption, which means the effectiveness of the activities of state authorities and state management as a whole is increasing. The degree of efficiency of the activities of state bodies, in turn, is an indicator of the prestige of the country and the level of its socio-economic development.

As for the process of improving the work of civil servants itself, it includes a whole range of measures to improve the civil service in the Russian Federation (the introduction of qualitatively new ways to stimulate labor, methods of personnel selection, methods of personnel assessment, creating conditions for career growth) and is carried out in alignment with civil service reform. All these measures are in one way or another related to the modernization of the current system of incentives for civil servants. An orientation towards foreign experience plays an important role in the implementation of these measures.

Today, in accordance with the civil service reform, a large number of measures are being taken to improve the civil service. For example, a draft of the Federal Law of the Russian Federation of July 27, 2004 No. 79 is being prepared with changes in terms of remuneration, in accordance with the Decree of the President of the Russian Federation No. 601, on May 7, 2012, pilot projects are being implemented aimed at testing and introducing federal state bodies of new personnel technologies, etc.

All global changes in the civil service of Russia arise, first of all, from the existing problems in the field of labor regulation of civil servants. First, today the motives of individuals have become much more complicated, and the motivation of civil servants has remained at a low level, because simple regulations and job descriptions is no longer enough. Second, the level of remuneration in the civil service is much lower than in the commercial sector. Thirdly, almost the entire reward system is based on seniority. Fourth, the theoretical basis for improving the motivation of civil servants is very poor: there are no comprehensive studies, all aspects of this topic are poorly studied through the prism of civil service. Fifthly, work in government bodies has become not prestigious, there is an outflow of highly qualified personnel aged 30-50 years into the commercial sector, and young people do not want to go to civil service due to low wages. Sixth, the civil service of the Russian Federation has undergone many changes, which were mostly unsystematic in nature, and now there is a need for large, comprehensive changes for many years, which will solve all of the above problems. The solution of these problems will be possible, among other things, by understanding the specifics of motivating the work of civil servants, applying the experience of the commercial sector and focusing on the experience of foreign countries that have succeeded in improving motivation in the civil service.

Thus, it can be judged that the improvement of the system of motivation for the work of civil servants is very relevant today and permeates the entire range of measures to improve the state civil service in the Russian Federation.

The subject of this study, obviously, is the entire system of labor motivation for civil servants.

The object of the research can be called legal, as well as socio-economic relations, which are formed in the process of functioning and improving the system of motivation of civil servants.

The purpose of this work is to describe and analyze the system of labor motivation for civil servants today.

In accordance with the goal, the author faces the following tasks: to give the concept of motivation, to describe the main elements of the employee motivation process in the organization, to characterize the main theories of motivation and their application in management practice, to describe the system of labor motivation on the part of the state civil service, to analyze its state in terms of the current period, to identify the main problems of this system and propose opportunities for their solution.

The structure of this work includes three chapters. The first chapter will provide the main theoretical aspects, their applicability in the practice of personnel management in the civil service. The second chapter will characterize the system of motivation for civil servants in the Russian Federation and the main motives that induce people to go to public service. The last chapter will identify the main problems of the existing system of incentives for civil servants, show how these problems are being solved now and what measures are being taken for this, as well as how these problems can be solved in the future using new personnel technologies and the experience of foreign countries.

The research methodology of this topic includes: analysis of the literature related to the study of motivation problems, analysis of the regulatory framework of the Russian Federation on this issue, situational and systematic approach, the use of logical, comparative, structural and functional analysis of sources, as well as secondary analysis of already conducted sociological research.

The hypothesis of this study is that it is necessary to study the motives of civil servants, balance material and non-material incentives, and use the experience of developed foreign countries.

Chapter 1. Theoretical aspects of employee motivation

To understand and clearly define what motivation is, you need to consider theory. This chapter will consider the concept of motivation, related terms, concepts, and also briefly describe the main motivational theories, which are more applicable to the system of motivation in public civil service bodies.

1 General characteristics of the motivation process

A motive is any object, tangible or intangible, the achievement of which is the meaning of the activity.

In its most general form, a person's motivation for activity is understood as a set of driving forces that induce a person to carry out certain actions with the use of certain efforts in the name of achieving personal and organizational goals. These forces are outside and inside a person and make him consciously or unconsciously perform some actions. In an organizational context, motivation is a management function that consists in a long-term impact on employees, on their values ​​and benchmarks, and the formation of a certain motivational core in them, which allows them to get returns from employees in the form of their work activities. Motivation affects the degree of application of effort, diligence, perseverance, conscientiousness by a person in work, as well as the focus of the work itself.

In general, motivation is a complex phenomenon. An effective system of motivation in an organization can not only induce employees to pursue targeted activities, but also determine an adequate policy of the organization, prospects for the development of the organization, help form the foundations of hierarchical and corporate relations, etc. Thus, the concept of motivation deserves special attention.

There are several classifications of motivation. Motivation can be external, i.e. due to external circumstances, and internal, i.e. that has arisen within the person himself. Sometimes intrinsic motivation is called motive, external motivation is called stimulus. It is noteworthy that on the basis of internal motivation (which does not depend on external goals), employees approach tasks in a more responsible, conscientious and efficient manner, and also learn faster. Motivation can be positive, i.e. based on positive incentives (wages, bonuses, commendations) and negative, based on negative incentives (penalties, demotions) when it is based on negative incentives. Also, motivation can be stable when a person needs something so much that it is enough to stimulate his actions once, but it can be unstable when the activity requires constant stimulation. Moreover, motivation is material (for example, the desire for income or a higher standard of living) and non-material (the desire for career growth or respect among colleagues). Special attention should be paid to the fact that opposite types of motivation do not have clear boundaries and do not act in turn, because often performing a certain task, an employee can be guided, for example, by both internal motives and external incentives, or material and non-material incentives, etc.

In order to motivate a person to do something i.e. to manage it, this person must have some needs (food, money, shelter, respect, etc.) that can be satisfied by performing certain actions. The needs themselves are primary and secondary. Primary needs are physiological and congenital, for example, the need for food, sleep, breathing. Secondary needs are acquired in the course of a person's life, they are of a psychological nature: communication, respect, power, self-realization, etc.

Thus, when a person feels a lack of something, he has a need. When a person has a need, he can be encouraged to perform certain actions. Motivation is the behavioral outcome of a specific need, which is focused on achieving a specific goal. When a person achieves a set goal, this model of behavior (the law of effect) is strengthened in him. Also, when a person has a need for something, his goal is to satisfy this need. Goal-setting is the conscious setting of goals by an individual (short-term and long-term).

However, employee motivation through needs has its own pitfalls. An organization cannot have exactly the same employees with the same needs. Also, a person cannot have one need, there are always many of them. It does not happen that a person is driven by only one motive, employees are always driven by a wide range of different factors (for example, wages, career opportunities and gaining experience). Therefore, in order to motivate the largest possible number of employees, a comprehensive motivation system is needed. It should be borne in mind that the manager needs to often resort to a situational approach in order to cope with the above problems.

When an individual completes a task, a reward awaits him. In an organizational context, the term “remuneration” has a very broad meaning. Reward is everything that a person receives and considers valuable for the performance of work. There are two types of reward: internal and external. A person receives internal reward in the process of the work itself or in its performance. This can be a feeling of satisfaction or self-respect from the work performed. Useful contacts or trivial friendly relations arising during the execution of a task may also fall into this category. The external employee receives not from work, but from the organization. For example, it can be wages, career growth, service status symbols (official transport, gratitude, additional benefits), etc.

Unfortunately, in society, there is still an opinion that in order to induce people to do any work, material reward will be enough. In fact, often material reward as a stimulating factor is not always decisive in the process of stimulating a person. Elton Mayo, an American sociologist, researcher of organizational behavior and one of the founders of the school of "human relations", conducted an experiment in one of the factories in 1923-1924, where material incentives could not reduce the colossal turnover of 250%. He found out that the workers of this factory did not have the opportunity to communicate in the process of work and that this work was considered not prestigious. Mayo introduced several breaks per day to allow workers to communicate; staff turnover dropped several times almost instantly. All this suggests that when developing a motivation system, it is not enough to take into account only the amount of remuneration, it is also necessary to take into account non-material remuneration, and the psychology of workers also plays an important role in this.

Thus, a simple motivation model can be drawn up. It is a chain of "need-behavior-reward-feedback". A person has a desire to satisfy his need. He behaves in a certain way in order to satisfy this need (behavior pattern), i.e. performs some work and achieves its goal (satisfaction of the need). At the end of the work, they will satisfy their need through external or internal reward. Feedback shows the manager whether the remuneration is acceptable for the employee or it should be changed by applying other measures of influence on the individual, and also allows you to assess whether the model of behavior adopted by the employee is consistent with the goals and needs of the organization itself. It is obvious that knowledge of the theoretical basis of motivation allows managers to achieve more productive work from employees, on the one hand, and satisfy their needs, on the other hand.

“At the same time, the connection between individual forces and human actions is mediated by a very complex system of interactions, as a result of which different people can react in completely different ways to the same influences from the same forces. Moreover, the behavior of a person, the actions he takes, in turn, can also influence his response to stimuli, as a result of which both the degree of influence of the influence and the direction of behavior caused by this influence can change.

The path to effective management of a person lies through understanding his motivation. Only knowing what motivates a person, what prompts him to activity, what motives lie at the basis of his actions, one can try to develop an effective system of forms and methods of managing a person. For this, it is necessary to know how certain motives arise or are caused, how and in what ways motives can be brought into action. " You also need to know the history. All this will help to form a more complete picture of the possibilities of attracting employees to work, meeting personal and organizational needs.

Early ideas of motivation were the basis for modern theories of motivation. Leaders in the past have often misjudged the factors that drive people, their methods were either ineffective or effective only in short term... These methods were often socio-cultural and were not based on a scientific approach. All of this may be suitable for uneducated employees, but with each passing decade, workers are becoming more educated and less dependent on cultural factors, so the importance of the scientific approach is constantly growing.

One of the first methods of motivating people was the "carrot and stick" method, used even before the very concept of motivation appeared. For completing the assignment, the man was promised mountains of gold, and for failure he was punished. Obviously, there will not be enough mountains of gold for everyone, so most people received only what literally allowed them to live another day. People could hardly make ends meet, and the remuneration was very small, but they were ready to work even for scanty pittances.

At the beginning of the 20th century, the situation of workers was the same deplorable, and the “carrot and stick” method of motivation remained. The first to understand this was W. Taylor (School of Scientific Management). He improved the efficiency of the carrot-and-stick method by defining daily output and surcharges for overfulfillment. Further W. Taylor pointed out that it is necessary to select employees on the basis of scientifically grounded criteria, a system of professional selection and professional development through professional retraining is needed. He found that employees and management need to cooperate for the good of the organization, their responsibilities should be allocated and delineated clearly and fairly. Taylorism showed that work schedules, calendar plans are also necessary, that discipline, clear regulations, a system of rewards and punishments, etc. are important in any organization. G. Gant wrote that the salary should be specified in the contract and depend on the time of work.

Further Mayo showed that motivation “the old-fashioned way” in the modern world is beginning to lose its relevance, that psychological and non-material motivation is important. Mayo was one of the scientists who conducted the Horton Experiment to study the influence of objective factors (lighting, pay, breaks) on labor productivity, in the Chicago suburb of Hotthorn. This experiment led to some conclusions. For example, it can be very difficult to assess staff when employees are aware of the assessment process because they begin to change their behavior if they know that they are being watched. It was also concluded that employee productivity is affected by social relations and group behavior. However, the Horton experiment did not help create any theory of motivation, but rather complicated the process.

As you can see, the process of motivation is rather complicated and not always straightforward. The second and third parts of this chapter will consider two large groups of theories of motivation, their advantages and disadvantages, as well as their application in the practice of personnel management.

So, today there are a large number of classifications of theories of motivation. However, at present, these theories are usually differentiated into substantive and procedural. Substantial theories of motivation are based on the description of needs that induce people to take action, to determine the scope and content of work. The most famous of these theories are Maslow's Pyramid of Needs, the theory of McClelland and Herzberg. Procedural theories at the forefront consider the process of the emergence of a particular type of behavior, which guides, supports and stops it. The foundations of this group of theories are the theory of justice, the theory of expectations and the theory of Porter-Lawler. There is also a group of the latest theories of motivation that take into account a wide variety of factors, these theories will be given short description in part 3 of this chapter.

Pyramid of needs

The behaviorist A. Maslow has developed a hierarchy of needs, which schematically represent a pyramid.

Initially, a person's behavior is influenced by the lower level of needs, and then by higher levels. That is, before motivating a person with self-realization, it is necessary, for example, to satisfy his needs for respect. This pyramid should be viewed on the principle that human needs increase over time, from level to level. However, it is worth paying attention to the fact that these needs are not strictly delineated, this is only an approximate and most general order of them. It happens, for example, that it is much more important for a person to satisfy the need for respect than the need for love. Also, to move to the next level of needs, it is not at all necessary to fully satisfy all the needs of the previous level.

The first and obvious conclusion that can be drawn is that the employee's salary must satisfy at least his physiological needs. Second, employees have a huge range of needs that need to be met, with which they can be manipulated and prompted to take action. Third, if material incentives are not enough, then, for example, promotion, social interaction, or empowerment of employees can be used. Fourth, it must be borne in mind that the longer a person works in an organization, the less effective satisfaction is for him. different levels needs. Fifth, the need for self-expression is constantly growing.

However, this theory has been criticized. For example, it does not take into account the individual characteristics of each employee, again, it is not necessary to fully satisfy the need for the transition to more high level in the pyramid, the element of randomness is not taken into account. Thus, an employee of the personnel department or the head of an organization must not only be able to determine the needs of employees, but also be able to predict them.

ERG motivation theory

Yale psychologist Alderfer also developed a meaningful theory of motivation, ERG.

He believed that human needs consistently consist of the following groups: the need for existence (physiological and the need for security), the need for connections (communication, friendship, belonging, love), the need for growth (involvement, self-expression).

However, unlike the previous theory, the movement here can be both bottom-up and top-down. Moving upward is a process of satisfying a need, and moving downward is a process of frustration.

Thus, if the need of the highest level is not satisfied, then the employee focuses all his attention on meeting the needs of the lower level. For a manager, both positive and negative aspects can be observed here. For example, he should try to avoid frustration of his employees, but he can also "occupy" them with the satisfaction of other needs, if it is impossible to satisfy any needs.

Acquired needs theory

American psychologist D. McClelland, known for his research in the field of achievement motivation, developed the theory of acquired needs.

He believed that people in an organization have three kinds of needs: the need for power, success, and ownership. The need for power is the desire to influence other people, they are usually prepared for leadership positions. The need for success is not satisfied by the success itself, but by the methods of achieving it, bringing the work to the end. The need for involvement is an interest in connections, communication, and mutual assistance.

What useful conclusion can be drawn here? People with a need for power (confident and having organizational skills who strive to solve problems, and not satisfy their vanity) need to be promoted, interested in the goals of the company and the development of organizational policies, and expanded their powers. People with a need for success (aspiring at moderate risk, responsible and proactive) need to be involved in solving complex and important problems, finding solutions to problems, and encouraging them for achieving results. People with a need for connections (sociable, benevolent, they know how to capture the audience and solve all sorts of conflicts) should not be limited in social contacts, you need to conduct conversations with them, give them the opportunity to hold meetings and work in a team, etc.

This theory does not show how the needs of the lowest level can be met, which can be important for developing countries. It is difficult to use it in practice.

Two-factor theory

The social psychologist F. Gerberg, who studies the problems of labor and the activities of companies, proposed another meaningful theory of motivation.

He identified two groups of needs. The first is hygienic, they do not directly motivate to work, but they also need to be satisfied, otherwise dissatisfaction with work appears. The second group is directly motivators, they are related to the nature and essence of the work. Hygienic factors include the firm's policy, working conditions, earnings, interpersonal relationships, and the degree of control over the work process. Motivators include success, career growth, recognition of progress in work, responsibility, development of creative and business potential.

When an employee feels a lack of hygiene factors, he becomes dissatisfied with his job. The lack of motivational factors does not lead to dissatisfaction at work, however, their presence has a positive effect on the efficiency and productivity of employees.

Thus, managers need to ensure not only the presence of hygiene factors, but also the presence of a group of motivators. For this, it is possible to carry out programs of "enrichment of labor", which allow the performer to feel the importance and responsibility of the task performed by him, to feel independent and important. Such programs allow to eliminate the negative consequences of work, for example, overwork, decreased interest in work. The manager should also compile the most comprehensive list of hygiene and motivating factors applicable to the situation and organization.

There are several types of labor “enrichment”. The establishment of participatory management - a technology that allows you to increase the degree of participation of ordinary employees in making managerial decisions. Creation of autonomous working groups - in this case, team members are endowed with great authority and great responsibility for the results of the team as a whole. Expanding job responsibilities and responsibilities can help both increase the workload on staff and diversify the work performed. Rotation - contributes to a more varied nature of activities and the acquisition of more different skills. Flexible work schedule - free choice of the start and end time of the working day, at which the total workload is set in hours per week. Professional movement is a situation when a person combines work in different workplaces (internal combination), positions, departments or organizations, this again allows him to expand the range of his knowledge and skills.

Unfortunately, this theory also has flaws. The research was based on the subjective feelings of the employees. In practice, there is no strong correlation between job satisfaction and the performance of an individual worker. Again, the individual characteristics and needs of people are not taken into account.

Having described this group of theories, we can conclude that human needs are so diverse that they can be classified in completely different ways. This gives managers a large field for activities in relation to the development of employee motivation systems, and also allows them to identify certain patterns of action in relation to certain employees, but at the same time requires the manager to be able to apply these theories in practice, avoiding their shortcomings.

These theories do not address the process of motivation itself. This will be covered in the next part of this chapter.

motivation civil servant

1.3 Procedural theories of motivation

Expectation theory

The American researcher in the field of the theory of motivation V. Vroom has developed a procedural theory of motivation “the theory of expectations”.

He described the impact of labor costs and the expectation of a certain result from labor. Expectation (in this context) is an employee's assessment of the likelihood of an event. Thus, this or that chosen model of behavior will either lead to the achievement of the desired one or not. In other words, this theory describes how much a person wants to get and how much it is possible for him.

This theory describes the chain of "effort-results-reward-valence". In connection with the expectation between labor costs and performance, we can say the following: if people do not feel a direct connection between these two "links" (due to poor training, incorrect goal setting, incorrect self-esteem of employees), then their motivation will weaken. With regard to the expectations between results and rewards, a person can expect a certain reward (wages, benefits, privileges) for the results of his activity. Valence is the degree of satisfaction with something; since the results of the work are necessary, efforts and needs are always different, then the valence of work performance and remuneration for it will be different for everyone. For example, if, according to the results of the task, the employee was not promoted, but was given a regular salary, then the valence of this remuneration will be low. It was found that if the value of any of the listed parameters is low, then the entire employee motivation system has every chance of becoming ineffective.

This theory shows that people, based on information available to them about possible reward (both external and internal), can make one or another choice regarding their efforts, i.e. a person is oriented towards the future and makes various forecasts.

This theory is very useful for management. First, there are different ways to increase the motivation of employees, it is necessary to match the remuneration and the needs of the employee. Secondly, it is necessary to develop such a policy of the organization, under which the criteria for the success of the activity will be obvious, the relationship between the results achieved and the amount of employee remuneration, as well as the powers delegated to employees will be sufficient to perform a certain work.

However, this theory does not take into account different types of personality and organization. There is also an opinion that the technical, conceptual and methodological foundations of motivation in this theory are poorly described and developed.

Psychological contract

In connection with this theory, it is appropriate to mention the psychological contract of E. Schein (American psychologist, founder of "Organizational Psychology"), since not only the employee has certain expectations (remuneration), but also the organization's management has its own considerations about him (contribution to work, performance). This whole set of expectations is a psychological contract. The psychological contract does not exist in an explicit form, the parties may not even be aware of the existence of some of their expectations.

If this contract is perceived differently by the parties, then conflicts are inevitable, and hence a decrease in the employee's motivation, i.e. a prerequisite is the same interpretation of the contract by both the employee and the organization. It should also be remembered that expectations of all parties change over time, so the contract itself changes.

The theory of justice

The theory of justice was developed in 1963 by J.C. Adams, a psychologist who studied behavior and the work environment.

In his theory, he points out that a person compares his reward not with his expectations, but with the reward of other people in similar positions in the organization. The employee evaluates the labor contribution of himself and others on the basis of subjective perceptions. Moreover, the employee also compares his gender, age, education and position in the organization with other people in a similar position.

Adams was describing the principle of justice. If the employee receives more / less remuneration than his colleague, he has psychological satisfaction / dissatisfaction. Thus, the manager decides on the need for additional motivation of the employee.

This theory has revealed a very important pattern. If a person is underestimated in the organization, then he begins to perform worse the duties assigned to him. If he sees that he is being overestimated, there is a chance that he will continue to strive to show his worth and work more productively.

For the manager, here it must be borne in mind that an employee who is not satisfied with the remuneration will be worse performing his job and shirking it, but at the same time, it must be remembered that the assessment of the fairness of remuneration is often subjective, as people compare themselves, and don't trust it to an independent third party. An employee who considers his or her performance evaluation to be unfair should be explained why there is a difference in remuneration and what needs to be done to correct the difference. It is also necessary to create a fair, understandable, transparent and clear remuneration system.

There is one interesting note on this theory. In order to prevent workers from expressing their dissatisfaction against the background of differences in wages, it is possible to keep workers' earnings secret. However, for the topic of this study, this is not applicable, because civil servants must declare their income without fail, so they become not only the property of all employees in the state body, but also the entire public as a whole.

This theory has a number of omissions. First, the assessment of the fairness of remuneration is very subjective and depends, first of all, on the personal ambitions of the employee. Secondly, in this theory, the reward is of a material nature, which is not entirely relevant today, since today non-financial incentives play an important role.

Complex Porter-Lawler model

In 1968, two scientists, Lyman Porter and Edward Lawler, based on the two existing theory of expectations and the theory of justice, developed their own unique model of motivation.

This complex theory includes elements of both the theory of expectation and the theory of justice. There are five key factors involved: effort, perception, outcome, reward, satisfaction. Efforts depend on the value of the reward and on the person's perception of their efforts. The results achieved depend on three factors: the effort, the ability of the employee and the employee's assessment of his role. Achieving certain results, a person receives internal and external rewards. If the remuneration is perceived by the employee as fair, then he gets satisfaction with his work and satisfies his needs.

Thus, the more effective the employee's work is, the more he will receive satisfaction from the work done, the more his productivity will be in the future. Other theories of motivation describe the exact opposite: the work done leads to satisfaction. This theory has shown that motivation is a complex phenomenon, one of the most important functions of management and deserves a lot of attention, because this model combined many key points of the motivation process at once. Moreover, this theory transparently hints that wages are not the only type of remuneration, therefore, salary growth will hang motivation only under certain conditions.

Despite the importance of this theory, it has some drawbacks. The value of a manager's remuneration is very difficult to determine. And the employee, in his ideas about the value and fairness of remuneration, about his abilities and the amount of effort made, is subjective and often overestimates himself.

Theory "X-Y"

American social psychologist Douglas McGregor developed the H-Y theory.

This theory assumes that there are two different types of people. Concept X describes a lazy worker: he hates work, tries to avoid it, he must be constantly monitored and threatened with certain sanctions, this worker avoids responsibility, he has no disinterested thoughts, and only guarantees work in the future is important to him. This type of employee requires centralized management and distribution of work, constant and total control, strict regulation of behavior, a developed system of sanctions, as well as the absence of broad powers.

Concept Wu describes the opposite type of person. An employee loves to work and work, is capable of self-organization, is interested in the work process, he is inventive, creative, for him work is a matter of course. For such employees, a comprehensive incentive system should be developed in accordance with the work performed, the authority in the organization should be decentralized, the leader can only control the result of the activity, but not the process, subordinates should take part in management decisions.

On the one hand, this theory is useful because showed that workers are not the same by nature and each of them needs a special approach. On the other hand, this theory oversimplifies the view of different workers, because people are by nature much more diverse.

Theory "Z"

Stanford Business School professor W. Ouci diversified McGregor's approach in the 1980s.

He developed the "Z" theory. According to this concept, a person does not belong to any of the types described in the previous theory. Depending on the situation, a person can behave like the first or the second type of worker.

The motivation of such an employee should be based on the values ​​of the "production clan", when the organization is viewed as one big family. These values, with the help of a system of incentives, develop the employee's trust, solidarity, loyalty to the organization and the team, common goals, etc. The hallmarks of this type of organization are: long-term recruitment, slow promotions, strong job security, a sense of belonging, trust between managers and staff, management presence in production, and fewer levels of management.

This theory puts at the head of collective motivation, as well as increasing the employee's initiative. However, it again unifies all workers, rather than dividing them into different groups depending on their type.

1.3 Other theories of motivation

Recently, the latest theories of motivation began to appear, which take into account the country's transition to a market economy, the degree of competition, changes in the personality of a modern person, etc. Modern approaches to determining motivation imply that an employee should be interested in the activities of the organization, he should be involved in decision-making, etc., it is then that he works better. The most famous theories are: participation in the management of an organization, participation in the formation of the company's profits, participation in property.

For this study, only the theory of employee participation in decision-making is of interest. The rest of the theory is focused on the profit of the organization, which is a purely economic incentive and cannot be applied in the system of motivation in the civil service.

In Japan in 1962, "quality circles" were invented. At the same time, a small group of workers from one department gathers outside of working hours in an informal setting. They discuss current problems, analyze them and try to work out the best ways to solve them. Thus, participation in management decisions and interest in work increase, and as a result, the motivation of employees.

Modern theories of motivation show that the reasons for prompting a person to take action are very diverse. There are also a large number of ways and ways to stimulate employees. The motivation system itself is: identifying the needs of the employee, choosing a method of motivation, implementing the chosen method of motivation, reward for work done, assessing motivation, adjusting motivational incentives.

Despite the fact that theories of motivation differ on different issues, they are not mutually exclusive, they complement each other. Thus, in different situations, the manager can and should be able to assess the situation in order to use one or another theory that is suitable for the given circumstances.

At the end of this chapter, we can conclude that motivation is a complex and complex phenomenon, it focuses on many old and fundamental theories, as well as recently introduced newest theories of motivation. The motivation system must meet the needs of any level of employees.

In general terms, we can say that an employee is motivated in several cases. He must have the freedom to make his own decisions. He knows well what is expected of him, he understands how his activities are assessed. His contribution to the activities of the organization is encouraged. Creativity, personal development and employee training are also supported in every possible way. The employee feels important in the company, his remuneration is fair and satisfies his needs. Work for him is a source of positive stimulation. Having a positive organizational climate is also an important condition for motivation.

The main factors influencing the work were highlighted. Material factors include competitive pay, social benefits, bonuses for high performance, the ability to be a co-owner of a company (profit sharing). Training and career also affect the degree of employee interest (the possibility of development outside working hours, professional development and work improvement). The work must be interesting, the workload is optimal (including flexible hours), positive relationships in the workplace, a sense of the value of the work, a sense of freedom and independence are needed, the work must kind of challenge the person who does it (be exciting). Comfortable working conditions must be provided (material and technical base, organizational climate, labor safety). The organization itself must set clear goals, ensure the necessary standards, have a good image, etc.

Chapter 2. Modern system of motivation of civil servants

The motivation of civil servants is not yet fully understood. It has its own characteristics that distinguish it from the motivation in the commercial sector. For example, the mechanism of motivation in state authorities is based primarily on administrative-command incentives, i.e. the activity of civil servants is strictly regulated and at its core has a complex system of socio-economic relations between civil servants. The motivation system here is the interaction of administrative and labor standards. “Like any employees, civil servants also pursue their goals, which should be taken into account in personnel policy when motivating them, when passing through the civil service. The labor sphere of the civil service has a number of specific features: in terms of its content, the labor activity of civil servants is aimed at the realization of national interests (i.e., a civil servant does not realize his interests, but interests of the state), at the all-round strengthening and development of the social and state system; a high degree of responsibility of officials for decisions made, their implementation, results and consequences; strict normative regulation of management and labor discipline; using intellectual as well as creativity to solve management tasks... At the same time, the level of remuneration of civil servants is significantly lower than in commercial structures (civil servants are paid from the budget, which imposes some restrictions on its size), and additional social guarantees do not fully compensate for the complexity and significance of their activities. " When applying for a job, a civil servant provides information about income and expenses, which does not happen in the private sector.

The civil service also has a number of features that complicate the process of motivating civil servants. For example, if little depends on an official, he is not tempted to use his power for personal purposes (conflict of interest), which, on the one hand, inhibits the growth of corruption, and, on the other hand, inhibits his interest in work, his career and personal growth, his self-realization, which negatively affects his motivation.

Thus, motivation in the civil service is a much more complex phenomenon than in a commercial firm.

There are some restrictions related to government service. First, there is a restriction on earning income from commercial sources. Civil servants are prohibited from engaging in any activity, except for work in a state body, teaching and other creative activities. Secondly, a civil servant does not have the right to receive gifts from individuals and legal entities. Third, there are restrictions on the use of official powers for personal purposes. Fourthly, a civil servant cannot participate in strikes. Fifth, it is a ban on the joint service of relatives. Sixth, the limitation is the presence of another citizenship. All this imposes many restrictions on the process of motivating civil servants.

It can be concluded that the motivation of a civil servant's performance is based on job regulations and is built on several principles. First, it is social orientation, that is, the fulfillment of not personal interests and interests of commercial persons, but the interests of society and the will of the state. Secondly, it is the fairness of remuneration, that is, a unified system has been established for all civil servants in all government bodies. Thirdly, remuneration is the main material incentive for a civil servant. The pay of civil servants should be correlated with the level of wages in the commercial sector in a similar position. The civil servant must be provided with conditions for career growth. Sixth, it is necessary to link the amount of remuneration to the performance of activities (which is still poorly developed in Russian realities). It is also necessary to compensate for the restrictions imposed on the civil servant by developing social guarantees and benefits.

The first part of this chapter will describe the main motives for entering the civil service, and will conduct a secondary analysis of the survey conducted by the National Research University Higher School of Economics in 2007.

2.1 Main incentives to work for government civil servants

Having familiarized ourselves with the theories of motivation, it can be assumed that the main factors for stimulating the work of civil servants are secondary needs (since the civil service is based on serving the highest interests of the country's population): career growth, striving for power, self-actualization, etc. It can be concluded that, ideally, the primary needs of civil servants should be satisfied at a decent level by the motivation system in order to pay attention only to the satisfaction of a group of secondary needs.

Civil servants in their activities are guided by the passage of official activities, decent wages, the conditions and nature of work. Self-actualization takes a special place as a guideline for performance - this is the appearance when a person wants to feel himself as a kind of engine of processes in an organization, and not as small cogs in a large system.

In order to understand what incentives are motivated by civil servants, you can refer to a survey that was conducted by the Higher School of Economics in 2007. This study was aimed at identifying the main motivating factors of civil servants.

A total of 1,088 employees of 5 federal ministries were interviewed. The sample structure can be found in Appendix 1. In the study of motivating factors, special attention was paid to value orientations, assessment of the prestige of work, as well as opportunities for further career advancement.

The distribution of answers to the question about the goals of working in government agencies helped to reveal several features (see Appendix 1). For example, most people go to the civil service to earn a living for themselves. At the same time, however, non-financial incentives attracted over 60% of employees.

The persecution of “selfish” motives was noted when entering the state civil service. This means that the civil service is used to establish useful contacts, gain valuable experience and improve qualifications. Basically, this answer was given by young employees of state bodies, which indicates that recently young people have become more pragmatic in choosing a job. At the same time, it was concluded that young people do not consider their earnings sufficient and fair in comparison with wages in commercial structures, i.e. young people do not intend to stay in government structures. All this confirms the observation that the civil service today has become unattractive to potential employees, that the state apparatus is “aging”.

It was also noted that older employees came to the civil service to serve the interests of society and the state, for the development of their region. Since civil servants “over 30” make up the bulk of the respondents, the majority of the answers were just like that. An interesting fact: this category of civil servants has a clear understanding that experience can be gained by increasing the length of service, while young people do not make such an analogy.

Less than half of the respondents set themselves the goal of satisfying their material needs, but still they have other “selfish” incentives. In accordance with this, the opinion was refuted that only patriots interested in the development of the country always go to the civil service.

The survey data indicate the existing problems in the civil service, in particular the low level of motivation. Motivation issues will be detailed a little later. The second part will describe the main components of labor motivation for civil servants in the Russian Federation and their relationship with the considered theories of motivation.

2 Elements of the system of motivation of civil servants

This study examines the motivation of civil servants (not military or law enforcement). "State civil service is a type of public service, which is a professional service activity of citizens in positions of the state civil service to ensure the fulfillment of the powers of federal state bodies, state bodies of the constituent entities of the Russian Federation, persons holding public offices of the Russian Federation, and persons holding public offices of the constituent entities of the Russian Federation. Federation. " “A civil servant is a citizen of the Russian Federation who has undertaken obligations to undergo civil service. A civil servant carries out professional service activities in civil service positions in accordance with the act of appointment to the position and with a service contract and receives a salary from the federal budget or the budget of a constituent entity of the Russian Federation. "

It is obvious that the civil service is different from working in a regular firm. What are the basic principles of passing the state civil service? Firstly, this is the principle of legality, which implies not only the supremacy of the Constitution of the Russian Federation, federal laws and other regulatory legal acts, but the fact that civil servants in their activities must strictly follow them, and also to some extent be law. Secondly, this is the democracy of the service, which implies the compliance of activities with the interests of citizens and the state, the general availability of the civil service, its transparency, etc. Thirdly, this is professionalism, here a distinctive feature is the fact that it is simply impossible to get into civil service without education, you also need managerial and leadership qualities, as well as diligence and discipline. Fourth, this is the social and legal security of employees, it implies the creation of special legal and social conditions for the normal performance of their work by civil servants.

The very system of motivation for civil servants with a clear definition of this concept is not described. However, one can study the Russian regulatory framework, various sociological surveys and conclude that the motivation system consists of the following components (which have a direct impact on the motivation of civil servants): government guarantees, wages, career opportunities, certification, rotation, training and responsibility. Competitive selection can have an indirect effect on the motivation of employees. All these elements of the motivation system are based on the social and legal status and legal status of a civil servant, which consists of rights, duties, restrictions, prohibitions, responsibility, requirements, guarantees and economic support (in general, everything related to the civil service). The social and legal status of a civil servant is the measures established by the state for the proper and possible behavior of a civil servant. This status (which can also be interpreted as the position held, educational level and remuneration) not only determines the place of a civil servant in the administrative process, but can also satisfy his need for respect, recognition, etc., thus it is a strong motivating factor.

The motivation system for civil servants is complex and complex. Here you can trace the relationship with the theory of Porter-Lawler: the complexity and importance of the element of motivation in the management process is indicated, as well as the fact that wages are far from the only incentive.

State guarantees

State guarantees create normal working conditions, as well as motivate employees to perform their work efficiently. They provide legal and social protection of civil servants, a stable staff. Their purpose is to make the civil service more attractive in the eyes of both civil servants and potential employees, as well as ordinary citizens.

The main state guarantees include:

equal conditions of remuneration and comparability of assessments of the performance of civil servants;

the right to timely payment for labor in full;

awareness of comfortable working conditions: provision of workspace, furniture, appliances, etc .;

normal working hours: standardized working day, the right to a lunch break, to rest, on weekends, to annual paid leave (for higher and main positions 35 calendar days, for other positions 30 calendar days) and other vacations (leave without pay no more than 1 years), including for length of service (the sum of days of paid leave and leave for seniority for senior and senior positions is not more than 45 calendar days, for other positions this number should not exceed 40 days), upon dismissal of a civil servant, he is paid for all unused vacations;

health insurance for civil servants and family members;

state social insurance in case of illness or disability during the period of state civil service;

payments for compulsory state insurance;

reimbursement of travel expenses;

reimbursement of expenses associated with the relocation of a civil servant and his family in connection with the transfer to another place of work in the civil service;

protection of a civil servant and his family from various manifestations of violence, threats, etc. in connection with the performance of his official duties;

state pension provision

housing subsidy.

There are also other state guarantees provided to civil servants in accordance with Federal laws. For example, retention of a place of work, remuneration during the period of professional retraining, internships and other events, transport services, as well as a one-time subsidy for the purchase of housing once for the entire period of civil service. Work experience can also be considered a kind of guarantee, since the higher the length of service, the higher the seniority bonus to the paycheck. There are also rewards for excellent service, compensation for unused vouchers.

Guarantees are a system of positive incentives because they provide proper working conditions for employees. Ideally, if all the conditions for work are created, then the responsibility rests with the employee: what are his skills, abilities, qualities.

This element of motivating civil servants is in line with Mayo's view that non-material motivation is as important as material motivation, and Taylor's view of daily output (normal work mode).

Salary

The remuneration of a civil servant is a more specific incentive. And it is the main means of its material support and stimulation of its activities.

The salary of a civil servant consists of 3 parts: a monthly salary in accordance with the position held, a salary for a class rank and other payments. The official salary is established by Presidential decrees, for individual positions it can establish a single pay, which takes into account all payments (for class rank, for length of service, for special working conditions, for work with state secrets), except for bonuses and monthly monetary incentives.

Additional payments include:

seniority bonus from 10% to 30% for seniority from 5 to 15 years;

allowance for special working conditions in the amount of up to 200% of the monthly salary;

bonus for work with state secrets, as well as for work in a body for the protection of state secrets, then he additionally receives a bonus for work experience in such bodies (with 1-5 years of experience, the bonus is 10 percent, 5-10 years, then 15 percent, further - 20 percent This length of service also includes the time of work of these employees in the structural units of similar bodies, other government bodies, local government bodies);

bonuses for especially important and difficult tasks;

monthly incentives (from 1 official salary to 14, depending on the position);

a lump sum payment when granting leave (in the amount of two monthly salaries) and material assistance.

regional coefficient (for regions of the Far North and hard-to-reach regions);

Salaries are indexed annually according to the inflation rate in the country. A rather flexible remuneration was introduced, depending on the performance and efficiency of official activities, and the remuneration structure itself was improved. Now the base salary makes up an insignificant part of the remuneration, a significant share falls on additional payments based on the performance of a civil servant, which stimulates the civil servant to improve the quality of his work.

The system of remuneration of civil servants corresponds to Taylor's view in terms of various allowances (for overfulfilling the daily output). There is also a correspondence between the theory of expectation and the theory of justice, since the remuneration system is transparent, civil servants declare their income (a civil servant knows how much his colleague gets paid), an employee knows what remuneration he will receive for his efforts. There is also an indirect relationship with the theory of the psychological contract.

Encouragements and awards

Rewards and rewards are an important element in motivating civil servants. They allow to motivate employees to perform work, to increase loyalty to the executive authority in which they serve. They also have an impact on service discipline. Their use is based on gratitude for a job well done or an impeccable performance on duty.

Incentives and awards are of the following types:

announcement of official gratitude and payment of monetary incentives in accordance with this;

awarding a certificate of honor and payment of monetary incentives in accordance with this;

other types of incentives and awards;

payment of a one-time retirement incentive;

encouraging the Government or the President of the Russian Federation;

conferring honorary titles;

rewarding with insignia or orders.

It is noteworthy that this element of the motivation system combines not only material methods, but also non-material ones. Non-financial incentives should not be ignored in the state civil service, because wages and various incentives are paid from the federal budget, and it is not rubber, it is limited. Also, people are pleased when they are appreciated not only from the material side, when they are tritely respected, for example.

This element of motivating civil servants, as well as providing government guarantees, is in line with Mayo's view that non-material motivation is just as important as material motivation.

In general, government guarantees, wages, incentives and awards correspond to meaningful theories of motivation; they have a strong impact on various groups of employees' motives.

Competitive selection

Competitive selection has an indirect effect on motivation; rather, it can guarantee that a qualified and responsible employee will come to the civil service. This is the main way to fill positions in the civil service. The competition for filling a civil service position is a selection from among candidates of the position that best meets the requirements of the position (competition conditions). There are the following selection principles: professionalism and competence, the principle of equal access of citizens to the civil service

Competitive selection is not applicable when appointing to the categories of "managers" and "assistants (advisers)", when concluding a fixed-term service contract, when appointing to a civil service a citizen who is in the personnel reserve formed on a competitive basis.

Civil Service and Career Opportunities

Passage of civil service is the dynamics of the official position of a civil servant, his career growth or decline. This process is also a motive for entering and completing the civil service, or for improving the employee's performance. The main elements of the civil service are admission to the civil service, the adaptation period, certification, transfer to another position, assignment of ranks, encouragement, prosecution, termination of service. The employee is motivated to act in this case by raising or lowering the career ladder, rewards and responsibility, as well as certification to some extent.

Promotion is one of the most effective non-financial incentives because as a result, material incentives increase, the need for involvement in making more important decisions is satisfied, interest in activities increases, and, consequently, the effectiveness of the employee's activities.

Career growth is an intangible incentive in accordance with meaningful theories of motivation, and is also one of the ways to “enrich labor”.

Positions in rotation are filled for a period of 3 to 5 children.

A civil servant has the right to refuse to fill a position on a rotational basis in the event of a disease, in accordance with which the proposed position is contraindicated, as well as in the event that it is impossible to live in another place in accordance with the proposed position.

Rotation is also one of the ways to “enrich labor”.

Attestation

Attestation is the process of determining whether an employee meets the requirements for him in accordance with the position he occupies. It allows you to increase the sense of responsibility for the work performed, as well as to get into the personnel reserve, which is a stimulating factor.

It is held every three years, and may be extraordinary. The certification is carried out earlier than the specified period for two reasons: there was a decision to reduce the staff or to change working conditions (for example, the transition to electronic document management).

Employees of the category "managers" and "assistants" ("adviser") are not subject to certification if they have a fixed-term service contract, have worked in the civil service position for less than one year, employees who have reached the age of 60, pregnant women on leave for pregnancy and childbirth and parental leave until the child reaches the age of three years (their certification of these civil servants is possible no earlier than one year after leaving the leave), within a year from the date of passing the qualifying exam.

Based on the results of certification, one of the decisions can be made: a person needs professional retraining, inclusion in the reserve to fill a vacant higher position, or it can simply be confirmation of compliance with the position held. A month after the certification, a normative legal act is issued, which can indicate which employees are demoted, which go to professional retraining, which are to be included in the personnel reserve. If a civil servant refuses to go for advanced training, then a representative of the employer's service can release him from his post and dismiss him from the civil service.

Another form of personnel assessment is a qualification exam. It is handed over by civil servants who have held positions of the category "managers", "specialists", "providing specialists" for an indefinite period. The exam is held when the question of conferring a class rank on a civil servant arises. It is noteworthy that an extraordinary qualification exam can be conducted only at the initiative of an employee.

This exam is also a kind of incentive to move up the career ladder. For example, if a civil servant passes an exam, then he is assigned a class rank, he starts earning more, his status rises.

Education

The promotion process is closely related to training. If promotion is a motivating factor, then learning is indirectly related to motivation too. Thus, the better a person is educated, the more likely they are to be promoted. Here you can also judge about the satisfaction of the need for self-realization.

There are two types of training - at the place of work, outside the place of work.

Despite the great effectiveness of training in a special place, this method is associated with a lot of time and financial costs. This type of training takes the employee away from work. But at the same time, this method best meets the needs of employees for personal and professional growth.

On-the-job training can be more complex and rotational. It is also known to be less costly.

Training corresponds to the satisfaction of secondary needs for various meaningful theories of motivation, and can also act as one of the ways to "enrich" work.

A responsibility

Labor motivation of civil servants, like any other modern system of motivation, is a system consisting of positive and negative incentives. Responsibility is just a negative incentive. This incentive is expressed in the application of various kinds of sanctions established by law for the admission of misconduct and the commission of crimes while passing the state civil service. Prior to this, mainly positive incentives for work were described, which can be applied, for example, to a person of type "y" in McGregor's theory of motivation.

There are four types of responsibility.

Disciplinary responsibility. It is expressed in the application of disciplinary sanctions for violation of the rules for the passage of civil service. This can be a remark, a reprimand, a severe reprimand, a warning about incomplete compliance, dismissal from office and dismissal from public service. The employee may also be required to provide a written explanation, the refusal of which would only worsen the situation. When determining the sanctions, the degree of guilt and the severity of the offense are established. A disciplinary penalty is applied within one month from the date of discovery of the offense. A distinctive feature of disciplinary sanctions is that if there were no new disciplinary sanctions within a year after the application of the disciplinary sanction, the first sanction “burns out”. If, upon dismissal of a civil servant due to disciplinary action, he must be included in the personnel reserve on the basis of a general competition. This type of responsibility makes civil servants equal before the law, on the one hand, and also takes into account the specifics of their activities, on the other. Today, due to the drop in the motivation of civil servants (work carelessly, delay in the execution of orders), disciplinary liability is increasingly resorted to, however, despite the application of penalties, the rules continue to be violated (corruption and abuse flourish). All this does not contribute to the creation of a positive image of the state apparatus.

Administrative responsibility. Its civil servant carries on a general basis in accordance with the Code of Administrative Offenses of the Russian Federation. This type of liability occurs in connection with administrative offenses. Administrative responsibility can be established by all authorities, and not only by the body where the civil servant is listed. The imposition of this responsibility is carried out by special bodies, incl. courts. Its occurrence does not depend on the degree of harm, but only on the very fact of the violation, it is more formal. It can be applied to entire organizations, not just to an individual. There are the following measures of administrative coercion: administrative preventive, administrative restraint and administrative penalty. The Code of Administrative Offenses regulates in detail the process of administrative responsibility, the rights of the injured party and the rights of the offender.

Material liability. Coming for causing material damage to the state or legal entity. Along with material compensation for damage in the event of a liability of this kind, a disciplinary sanction is imposed on a civil servant. Comes in an administrative order, or by a court decision. Unfortunately, the pack has not developed rules for the application of such liability specifically to civil servants, therefore it is regulated by labor legislation.

Criminal liability for civil servants comes on a general basis.

As you can see, the system of negative incentives in the form of various types of responsibility is highly developed. It is an educational and warning element in the behavior of civil servants.

The system of disincentives corresponds to the sanctioning of the “x” person in McGregor's theory. But there are no clear types of people "x" and "y", so in real life, positive incentives are used along with negative ones.

Having considered the main aspects of the system of motivation for the work of civil servants, it is possible to analyze them and identify the problems of motivation of civil servants. They will be described in the next part of this chapter.

3 The main problems of motivating civil servants

Today there are many problems in the field of labor regulation of civil servants. All of them not only reduce the labor motivation of civil servants, who already often work poorly and in violation of deadlines, but also reduce the attractiveness of the civil service for potential candidates. As a result, the effectiveness of the state apparatus decreases, the effectiveness of existing and introduced political measures in the country decreases. And Russia itself does not look presentable against this background. It is obvious that if urgent measures are not taken, then the motivation of personnel in the civil service will remain unpromising foundations.

First, today the motives of individuals have become much more complicated due to the development of new personnel technologies and society as a whole, and the motivation of civil servants has remained at a rather low level, because simple rigid and non-reflective regulations and job descriptions are no longer enough.

Secondly, the level of remuneration in the civil service is not high enough in comparison with the commercial sector. This is especially true after various surveys. Many government officials believe they can find better paying jobs in the commercial sector. There is an outflow of highly qualified personnel aged 30-50 years into the commercial sector, and young people do not want to go to civil service. People of the "old school" remain in the public service, while a portion of fresh views on modern problems of public administration are needed. At the same time, there is a decrease in the level of professionalism, in other words, there has been a washout of qualifications in the civil service. All this also does not make the civil service attractive, especially for young qualified specialists, who have recently been more susceptible to monetary incentives and go to commercial firms who are more active in motivating their staff.

Thirdly, almost the entire system of incentives (remuneration) is based on seniority. It is necessary to introduce pay in a large proportion of incentive payments (pay-by-performance) that affect the results achieved by civil servants. These elements of the pay allowance will significantly improve the system of motivation for the work of civil servants.

Fourth, such a seemingly powerful system of state guarantees in the civil service is not provided to everyone. Only civil servants in high positions, of whom there are very few, safely use all these guarantees: they are provided with vehicles, housing, and various types of insurance provided for by law.

Fifth, there are no specific mechanisms for the implementation of equal access of citizens to this process for the competitive filling of civil service posts, the procedure itself is not clearly spelled out.

Sixth, the theoretical basis for improving the motivations of civil servants in Russia is very poor: there are no comprehensive studies, all aspects of this topic are poorly studied through the prism of civil service. It is necessary to carry out "field" research, the establishment of various patterns, as well as an appeal to foreign experience. All this will enrich the theoretical understanding of motivation in the civil service. It is also necessary to approbate the principles of personnel policy of commercial organizations in government bodies.

Seventh, the civil service of the Russian Federation has undergone many changes, which were mostly unsystematic in nature, and now there is a need for a large, comprehensive change for many years, which will solve all of the above problems, because the system of public civil service is already " tired ”of endless small transformations, when they are introduced often inconsistently. Moreover, the Russian apparatus is not "trained" to serve the state and civil interests.

Eighth, complicating the process of improving motivation is the fact that the legislative framework in Russia it is rather cumbersome, it needs to be lightened, the powers of various state structures need to be “sorted out”. Emphasis should be placed on the description of procedural rules

You can give a description of a Russian official given by N.L. Zakharov. She writes that today's civil servant has the following behavioral qualities: “lack of rational goal-setting, low technological discipline, ... impulsivity, low initiative, which is a consequence of the influence of professional requirements - following the rules, rational-emotional motivation, syncretism of“ ethics of persuasion ”and“ ethics of responsibility ... "

Having realized the problems of motivation, it is necessary to emphasize the importance of the priority of professional qualities (the main principle) in the civil service, the principle of compensable restrictions imposed by legislation on civil servants, it is important to create such a system of remuneration so that direct cash payments absolutely dominate over “shadow” payments, benefits and privileges, it is necessary to develop the loyalty of civil servants (both existing and potential) to the state apparatus and ethics in the performance of official activities.

To solve motivational problems in the civil service will allow understanding the peculiarities of motivation of civil servants, applying the experience of the commercial sector and focusing on the experience of foreign countries that have succeeded in improving motivation in the civil service.Ways to improve the motivation of civil servants will be discussed in the next chapter.

Chapter 3. Ways to improve the motivation of civil servants

This chapter will describe various ways to increase employee motivation.

The first part will consider some measures to increase the motivation of civil servants from the foreign experience of developed and developing countries. All of them are quite interesting and can be applied in the personnel management of the civil service of the Russian Federation.

As you know, now the Ministry of Labor and Social Protection of the Russian Federation is developing a lot of measures and methods that, in one way or another, affect the motivation of civil servants. These methods are in the process of development and improvement, but in the next few years it has every chance of becoming part of the state civil service. These measures will be described in the second part of this chapter.

1 Analysis of foreign experience

In this part, successful ways of stimulating civil servants in different countries will be presented, which would be useful to use in Russian practice to improve the system of motivating civil servants.

France uses several interesting ways to incentivize civil servants. For example, there is annual holding assessment interview between subordinates and the manager, this interview is an assessment of the activities of civil servants in a more informal setting. There is also a comprehensive assessment of the activities of a civil servant (similar to the one that is being developed in the pilot project for a comprehensive assessment) with the assignment of points based on the results of its implementation. Moreover, in this country there is a practice of the presence of a collegial body - a jury - in the competitive selection for the filling of civil service posts, which makes this process more efficient. Also, in government agencies, especially in senior government positions, informal interaction is very developed, which also helps to increase the motivation of employees.

In Germany, a system of "two directions in a career" is used to stimulate talented specialists: either job growth, or work in the same position with a gradual increase in remuneration. Also, for a variety of work activities in Germany, you can combine work in a government agency and political activity... Moreover, in Germany, a civil servant is guaranteed a life-long job in the civil service, the same situation is observed in Turkey. A distinctive feature of the German civil service is a very long probationary period for filling positions, which makes it possible to attract highly qualified and interested personnel. The spheres of responsibility of a civil servant in Germany are quite high. For example, if during non-working hours the activity of a civil servant denigrates the department in which he works, responsibility comes all the same.

The UK has a remuneration system based on the division of civil servants into three distinct groups. These are the least efficient, the most effective, and the most effective. This method implies a constant assessment of the work of civil servants.

The United States presents yet another model for motivating civil servants. In the country, there is a practice of providing high-paid posts (sometimes even higher-paid than their work in the state apparatus) in the private sector when a high-ranking civil servant retires. Also in the United States, the ethical code of conduct for civil servants has been worked out in detail, which must be done in Russia, as mentioned above.

In the civil service in the United Kingdom and the United States, all forms of collective interaction are highly valued and encouraged in solving any problems in the civil service. This is believed to contribute to more engagement and stronger connections within the organization.

In China, certification of civil servants is difficult (it takes place in a large number of disciplines) and has serious consequences. If, at the end of the attestation, he showed himself as not corresponding to the position held, then a penalty may be applied to him. In the country, all procedures for passing the state civil service are clearly regulated. Also, recently the ethics of civil servants has been increasing in the country: a ban on the influence of family ties, a ban on entrepreneurial activity, etc.

In Japan, the public service is very elitized. It is considered very prestigious in the country to work in a state body; only very highly qualified personnel are striving for the civil service, because there is a strict selection. The same situation is observed in China, India and Singapore. In Japan, due to this, a high efficiency of the state apparatus has been achieved, and the number of civil servants is very small.

In many countries in Europe, North and South America, a distance learning model is used through the exchange of educational resources, which implies accelerated learning, training on the basis of one university, and also cooperation of several educational institutions. This method of education is cheaper, and also allows employees not to be distracted from their immediate job duties.

The Scandinavian countries use such a method of motivation as the interaction of civil society institutions with the authorities, the formation of a control function, and the involvement of citizens in the management of administrative processes. This method helps to increase the prestige of the civil service and the attractiveness of the state apparatus.

In European countries, in order to increase the motivation of civil servants, they are introducing market mechanisms into public administration, which, as you know, are more capable of satisfying the needs of employees. These mechanisms are flexible, decentralized and autonomous. Moreover, these countries place great emphasis on improving organizational culture.

Much attention is paid to the development of "electronic government". This type of electronic interaction speeds up the workflow, simplifies many public administration processes and makes the work process more efficient. All this leads to greater efficiency of the state apparatus, improvement of public services, satisfaction of citizens, development of an updated model of civil service, simplification and facilitation of the work of civil servants (creating comfortable working conditions), thus, civil servants do not spend a lot of time on such procedures as sending correspondence ... Moreover, the quality of management decisions and the speed of their implementation are increasing. For example, in Japan there is an electronic registration of the population, which greatly simplifies the life of the state apparatus. In European countries, a system of secure electronic exchange of documents constituting state secrets operates.

It can be easily seen that there are many ways to develop a motivation system in the civil service.

You can add that conducting personal conversations with employees who stand out from all, either in a positive or negative direction. Unfortunately, at the bottom, this element is poorly developed in the Russian state administration. The ineffective use of this tool as a feedback tool is due to its formality, the principle of "calling on the carpet" and finding the wrong person, instead of focusing on improving performance results and communicating corporate goals and priorities.

It is necessary to change the attitude towards personal conversations. If they take place in a calm and inviting environment, then their effectiveness can be very high. First, they improve communication, both direct and inverse, between the employee and management. Often, many problems can be solved in such conversations. The employee will feel that she is not indifferent to the management, his motivation will increase.

2 Measures taken to improve the motivation system in the civil service

To date, the Ministry of Labor and Social Protection of the Russian Federation, in terms of reforming the state civil service, is developing pilot projects aimed at testing and introducing modern personnel technologies into the work of personnel services of federal state bodies (some of them are described in the previous part). The basis for these pilot projects is the Decree of the President of the Russian Federation dated 07.05.2012 No. 601 "On the main directions of improving the public administration system."

In total, 4 pilot projects are being developed, aimed at:

Acceptance of documents in electronic form for participation in the competition for filling a vacant position in the state civil service and conducting the initial qualification selection of candidates in a remote format with identification of the identity of the citizen who submitted the documents and completed the qualification test (hereinafter referred to as the pilot project on the portal);

the formation of a mentoring institution that contributes to the career growth of civil servants (hereinafter the pilot mentoring project);

establishment of qualification requirements for the profile of education, knowledge and skills (hereinafter the pilot project on qualification requirements);

introduction of a system for a comprehensive assessment of the activities of civil servants, including a public assessment for individual positions in the civil service (hereinafter referred to as the pilot integrated assessment project).

Based on the results of the development of new personnel technologies, the personnel services of federal state bodies will receive flexible and objective tools for personnel selection, develop a qualification guide on the necessary skills to replace the civil service, I will be able to more timely rotate, encourage and develop civil servants, and also increase their impact on quality. the work of the body as a whole.

Pilot portal project

The pilot project for the portal conducts "testing of technology and the development of proposals for the organization and implementation of the reception by personnel services of federal state bodies in electronic form of documents and conducting the initial qualification selection of candidates in a remote format using the functional and technological capabilities of the federal state information system"Federal portal of management personnel" with the identification of the identity of the citizen who submitted documents and completed the test. "

All this will take place on the website of the Federal portal of management personnel in " personal account". This portal will provide the formation of a full-fledged information resource on the civil service, a complete database of vacancies and personnel monitoring will be formed on us, and will provide fast interaction between the personnel service and a potential employee. On this portal, screening tests will be freely available to test knowledge about the civil service, and an initial qualification selection will be carried out on it. In other words, the portal will become a full-fledged tool for automating many personnel procedures.

However, this pilot project has a serious drawback: it is impossible to control the passing of testing by the candidate himself, without the help of outsiders.

This pilot project has an indirect impact on employee motivation. It will help to simplify the personnel selection procedure and make it closer to the commercial sector. The image of the civil service will improve and its attractiveness will increase, since the candidate does not have to spend a lot of time on the initial selection procedure.

Pilot mentoring project

This pilot project is aimed at developing proposals for the development of the institution of mentoring in the civil service, which will contribute to the career growth of civil servants.

Mentoring is a form of ensuring the professional formation and development of civil servants of the Russian Federation, as well as citizens included in the personnel reserve, aimed at the professional performance of their official duties.

Thus, mentoring can help solve the following tasks: optimizing the process of forming and developing professional knowledge, skills, and abilities of civil servants, accelerating the process of professional formation and development, assisting in adapting to the conditions of service, providing moral and psychological support to civil servants in overcoming professional difficulties, assistance in the development of behavior skills for civil servants in accordance with professional and ethical norms and rules, the requirements established by law, the formation of an active civil and life position of civil servants, the development of civil servants, as well as citizens included in the personnel reserve, interest in official activities, their consolidation in the civil service. Mentors are reputable employees from the structural unit where the employee is being mentored, or from units of related profiles, or from among persons who were dismissed from the civil service upon reaching the age limit for being in the civil service; they must be experienced, highly qualified, they must have developed educational skills and have worked in the civil service for at least 5 years. Mentoring is carried out from 3 months to 1 year, excluding the time of professional training or retraining of a civil servant.

Upon completion of the mentoring, a decision will be made on the suitability / non-compliance of the position being replaced or on the possibility / impossibility of recommending an appointment to the position, etc.

In the process of improving motivation, this project can be of tremendous help. The beginner will feel comfortable, his interest in work will increase, his need for communication will be satisfied, he will also have an incentive to work and study better and harder, and as a result, expand his knowledge base. For a mentor, this is a chance to change activities, increase his interest in work, feel needed and respected, this is his chance to increase his salary as a mentor (allowances and bonuses).

It is noteworthy that this pilot project is related to the "enrichment of labor", because the responsibilities of mentors expand, the work becomes more interesting.

Pilot project on qualification requirements

The pilot project is aimed at developing a system of qualification requirements for positions in the civil service, taking into account the areas of professional activity of civil servants, as well as its approbation, including when assessing the conformity of professional knowledge and skills of candidates for filling a vacant position in the civil service and civil servants during certification. Today's qualification requirements for civil servants are formal in nature, do not have specialization in areas of activity, etc.

During the implementation of the pilot project, it is planned to develop proposals for improving the qualification requirements for civil servants. It is planned to introduce a three-level system of qualification requirements (basic requirements necessary for filling civil service positions, functional requirements that take into account the specifics of specific areas of activity of the federal state body, and special requirements that take into account the specifics of a particular position).

Based on the results of the pilot project, guidelines for federal state bodies and a directory of qualification requirements for the main areas of activity of federal authorities participating in the pilot project, as well as develop proposals for amending the legislation on the state civil service of the Russian Federation aimed at regulating the system of qualification requirements.

The introduction of a system of qualification requirements will help to simplify the work of personnel departments in the formulation of qualification requirements for civil service positions, to determine specific qualification requirements for civil service positions, which will increase the efficiency of selection and assessment of specialists; effectively rotate civil servants and manage professional development of the workforce; to form a personnel reserve in specific areas of activity of state bodies, which will significantly simplify the search for specialists with the necessary knowledge and skills; it is better to differentiate the remuneration of civil servants depending on the complexity of the activity being carried out.

All this will help motivate staff to study and study their profession, will increase interest in work, and will also make the criteria for assessing the staff structure understandable, which, in turn, will increase both job satisfaction and the degree of its comfort.

Integrated Assessment Pilot Project

The current grading system has many problems. Civil servants assess themselves, there is no external assessment, there is no relationship between the results of certification and career growth and material motivation, no clear requirements for the profile of education, knowledge and skills, there are no performance criteria.

Using foreign experience, it is possible to develop a comprehensive personnel assessment system, which will include intradepartmental assessment and external assessment. The internal assessment will include an assessment of compliance with qualification requirements every 3 years (with the help of a pilot project on qualifications), an assessment of business qualities (personal qualities that affect work) once a year and an assessment of performance also once a year. External evaluation will consist of regular public appraisal civil servant (questionnaire in written and electronic form) (essential element), as well as the assessment of the department by other authorities. This assessment can be both planned and unplanned.

Personnel assessment in this case is a procedure for determining the effectiveness of employees in the implementation of the objectives of the organization. Personnel certification (assessment of suitability for the position held) is a formalized procedure for the systematic assessment of compliance with the specified criteria for the activities and qualifications of a particular employee.

Based on the results of the assessment, an individual development plan for the employee will be drawn up, positive or negative incentive measures will be applied to him (depending on the result), a decision will be made on his rotation and career development. And all of these are motivational factors that influence the civil servant.

There are also certain obstacles to the implementation of the integrated assessment system. For example, the incorrect use of the personnel assessment methodology, resistance to innovations, rejection from ineffective employees, the use of the assessment system not everywhere, but in a targeted manner, etc. etc.

Eliminating these barriers requires training for HR, top-down task scheduling, linking scores with pay, and so on.

Thus, it can be noted that the statement that the motivation of the work of civil servants has unpromising foundations is not entirely correct, since there are actually ways of motivation, and there are not so few of them.

Studying and evaluating four pilot projects, it is impossible not to conclude that the use of personnel technologies from the commercial sector can positively say on the state of the system of labor motivation for civil servants.

Remuneration Now proposals are being prepared to amend the Federal Law “On the State Civil Service in the Russian Federation” in terms of remuneration.

The composition of the payroll of a civil servant is changing. It will not consist of an official salary, a salary for a rank and other payments, but of a fixed part (which includes an official salary, a salary for a class rank, a salary for length of service, a salary for access to classified information) and from a variable part (this incentive payments). The permanent part will be more than 60% of the employee's salary. Incentive payments are bonuses, performance-related payments, and other payments.

The minimum salary is set in accordance with the employee in the commercial sector.

In this regard, it is appropriate to mention the composition and ratio of incentive payments in Russia and abroad. In foreign countries, the most incentive (variable) payments are incremental payments, bonuses, performance-based incentive payments and risk payments for performing work with increased obligations.

In foreign countries, the concept of a conditionally variable part of the pay of a civil servant is also actively used. These are various allowances that do not depend on performance, but depend on other parameters. Average values ​​of the conditionally variable part of the remuneration of civil servants by different countries make up 10-19% percent of the salary. At the same time, the effective part of the monetary content varies in the range of 4-72% and, as can be seen, is very heterogeneous.

The following tendency is observed in the development of the civil servant salary system: decentralization of the criteria for assessing civil servant salaries, more and more effective criteria appear, and the assessment of civil servant labor is becoming less centralized.

Research shows that incentive portions of pay have a high motivating effect.

Unfortunately, in Russia so far the majority of payments are permanent, so the remuneration system is a rather weak motivator in the management of civil servants. Also noteworthy is the fact that in Russia the share of incentive payments is one of the lowest among many foreign countries.

Returning to the draft Federal Law, we can say that its implementation will show positive results in terms of motivating civil servants, but the draft Federal Law still “has something to strive for”.

Conclusion

In this work, the student showed the relevance of considering the problems of labor motivation of civil servants, as well as ways to improve it.

The system of labor motivation of civil servants is considered, its specificity is determined. The description of the motivation system for civil servants is supported in the work by the theoretical basis described in the first chapter. The definition of terms related to motivation is given, early theories of motivation (the "carrot and stick" method, the views of Taylor and Mayo), substantive (pyramid of needs, two-factor theory, ERG theory, theory of acquired needs), procedural (expectation theory, theory of justice, complex theory, the theory "xyz") of the theory of motivation, the topic of the latest theories of motivation is touched upon.

The author points out that the motivation system is a complex element of public civil service management, which has not yet been fully studied. It consists of the following elements: government guarantees, wages, career opportunities, certification, rotation training and responsibility. It has been determined that competitive selection can have an indirect effect on the motivation of employees. All these elements of the motivation system are based on the social and legal status and legal status of a civil servant, which consists of rights, duties, restrictions, prohibitions, responsibility, requirements, guarantees and economic support.

An important statement is made that a developed system of motivation in a state body makes it possible to increase the efficiency of the work of civil servants, and hence the effectiveness of the activities of state authorities and public administration in general.

The importance of the priority of professional qualities (the main principle) in the civil service, the principle of compensable restrictions imposed by the legislation on civil servants is indicated, it is important to create such a remuneration system so that direct cash payments absolutely dominate over "shadow" payments, benefits and privileges, it is necessary to develop the loyalty of civil servants ( both existing and potential) to the state apparatus and ethics in the implementation of official activities.

The work analyzed the entire system of motivation, identified its main problems: today the motives of people have become much more complicated, the level of remuneration in the civil service is extremely low compared to the commercial sector, practically the entire system of incentives (remuneration) is based on seniority, the system of tempting state guarantees in the civil service are not provided to everyone, the theoretical basis for improving the motivations of civil servants in Russia is poor, work in government bodies has become not prestigious, there is an outflow of highly qualified personnel, the civil service of the Russian Federation has undergone many changes, which were for the most part unsystematic, Russian the apparatus is not "accustomed" to serve the state and civil interests, there is an urgent need to create an ethical code of civil servants, the legislative base in Russia is rather cumbersome.

In the third chapter, it is noted that the solution of motivational problems in the public service at the moment has a positive direction. In accordance with the Decree of the President of the Russian Federation No. 601 on May 7, 2012, pilot projects are being developed aimed at testing and introducing modern personnel technologies into the work of personnel services of federal state bodies, which indicate the use of the experience of the commercial sector and focus on the experience of foreign countries. There is a change in the legislation on the state civil service on labor remuneration. Russia can also use the experience of developed foreign countries in the process of improving the system of motivation in the civil service.

It is concluded that, contrary to the opinion of many scientists, the motivation of civil servants does not have too unpromising foundations, it just needs to be carefully thought out.

To study this topic, an analysis of the literature on this topic was carried out, an analysis of the regulatory framework of the Russian Federation on the regulation of the state civil service, as well as a secondary analysis of the sociological research already conducted by the Higher School of Economics on the topic.

List of used literature

Federal Law "On State Civil Service in the Russian Federation" dated July 27, 2004 No. 79-FZ;

Federal Law “On the System of Civil Service of the Russian Federation” of May 27, 2003 N 58-FZ;

Decree of the President of the Russian Federation "On the certification of state civil servants of the Russian Federation" dated February 1, 2005 No. 110;

Decree of the President of the Russian Federation on May 7, 2012 No. 601 "On the main directions of improving the public administration system";

Project Federal Law"On the state civil service in the Russian Federation" dated July 27, 2004, No. 79-FZ (with amendments concerning wages);

Albert M., Mescon M. X., Hedouri F. Fundamentals of Management, - 3rd edition: Per. from English - M .: LLC "I.D. Williams ", 2007. - 672 p;

Anti-corruption policy: Textbook. allowance [for universities / GA Satarov, MI Levin, EV Batrakova, etc.]; Ed. G. A. Satarova. - M .: SPAS, 2004 .-- 367 p.

G.V. Atamanchuk The essence of public service: history, theory, law, practice: Monograph. M .: RAGS, 2003 .;

Bakhrakh D.N., Rossinsky B.V., Starilov Yu.N. Administrative law. 3rd ed., Revision. and add. - M .: Norma, 2008. - 816p .;

Bakhrakh D. N. State Service of Russia; study. allowance. - M. Prospect, 2009 .-- 152 p.

Bozhya-Volya A.A., Evaluation of the performance of civil servants: international experience and Russian perspectives. - Public Administration Issues - 2009, No. 2

Bonvinichi r. Social partnership and labor relations in Europe. Are models acceptable for Russia? - M .: Human Rights, 2005

Vikhansky O.S., Naumov A.I. Management: Textbook. - M .: Gardariki, 2004 .-- 296 p;

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Public service (integrated approach): Textbook. allowance. - 2nd ed. - M .: Delo, 2000 .-- 440 p.

Daft R. Management. 6th ed. / Per. from English - SPb .: Peter, 2008 .-- 864 p;

Deineka A.V., Zhukov B.M. Modern tendencies personnel management: Textbook - M: Academy of Natural Sciences, 2009

Dryakhlov N. Personnel motivation systems in Western Europe and the USA. [Electronic resource]. - URL: www.iteam.ru

Zankovsky A. N. Organizational psychology. Textbook for universities in the specialty "Organizational Psychology". - M: Flinta: MPSI, 2002.

Zakharov, N.L. Motivational management in socio-economic systems - M .: Publishing house of the Russian Civil Registry Office, 2005. - 341 p .;

Zakharov, N.L. Social regulators of the activity of a Russian civil servant - M .: Publishing house of the Russian Civil Registry Office, 2002;

Ishikawa K. Japanese methods of quality management. / Abbr. per. from English - M .: Economics, 1988 .-- 215s

Artificial Management Intelligence. Modern organization management system. In-flight magazine of the airline "Transaero" - February, 2013

Kiselev I. I. Comparative Labor Law: A Textbook for a Challenge. - M., 2005

Latfullin G.R., Gromova O.N. Organizational behavior. SPb .: Peter, 2004 .-- 432 p.

Lutens Fr. Organizational behavior. - M .: INFRA-M, 1999;

Milner B.Z. Theory of organizations - M .: INFRA-M, 2009. -336 p .;

Mikhaleva E.P. Management: lecture notes -M: Yurayt, 2011, 192 p;

Ovsyanko D.M. State Service of the Russian Federation: Textbook. - 4th ed. Revised and add. - M.: Yurist, 2008 .-- 447s;

Labor motivation: textbook. Allowance / ed. V.P. Pugachev. - M .: Gardariki, 2008;

Tishchenko E. N. Composition and ratio of incentive elements of remuneration of civil servants in the Russian Federation and forgotten countries. - Public Administration Issues - 2012, No. 4;

Cherepanov V.V. Fundamentals of public service and personnel policy: a textbook for students - 2nd edition, revised. and add. - M .: UNITI-DANA, 2010.-679 p .;

Competitive selection of personnel of the state civil service of Russia: legal basis and practice [Electronic resource]: Department of the Ministry of Justice of Russia in the Tyumen region URL: # "774242.files / image001.gif">

Today, in the period of economic and political development, in the period of growing social contradictions in the country, there is a need to increase the efficiency of the state apparatus. If officials are ineffective, incompetent, and poorly motivated, large-scale “failures” of the state become almost inevitable. ...

It is necessary to increase the labor efficiency of civil servants by creating a system of motivation for employees of the state apparatus.

We can distinguish two directions of development in this area:

1. Systematization of domestic and foreign experience in motivating civil servants.

2. In-depth study of the motivational substructure of the personality of civil servants, in order to develop methods of working with civil service personnel.

People are the main resource and main capital of any company. Therefore for effective work state authorities, the main thing is to maximize the use of the available resource. But employees do not perform their professional duties in the same way and can only work at maximum efficiency under certain conditions. For example, psychological maturity or the desire to work at full strength. Management can develop an excellent plan, goals, define a strategy, establish the best technique, and so on. But this will never lead to the expected results if there are demotivating factors in the motivational space that will reduce the interest of employees. This can manifest itself in different ways: additional breaks appear, employees begin to create the appearance of work, spend more time discussing personal issues in the workplace. As a result, there is a decrease in the volume and quality of the work of the public authority in general.

In psychology, there are six stages of employee demotivation:

1. The worker ran into an obstacle. He experiences bewilderment, wariness, confusion, tries to understand what is happening and who will be responsible for what is happening. At this stage, the employee is still working normally, demotivation is still weak.
2. The subordinate begins to notice the mistakes of the leader, the shortcomings of the management system and begins to make his own proposals. If his ideas are ignored, then the employee demonstratively expresses his dissatisfaction, in a non-verbal form.
3. Here the employee is already convinced that the reason for all the failures is in the leadership or in the imperfection of the management system. He is already, albeit unconsciously, waiting for a mistake or a mistake by the leader, in the hope that his ideas will still be heeded.
4. The employee is disappointed in the leadership, in the work, in the organization as a whole. He no longer believes in the possibility of any change. The volume and quality of work is decreasing. Dissatisfaction is expressed not verbally and already verbally. At this stage, demotivation begins to cause tangible harm to the cause. Often, many workers are already looking for a new job.
5. The employee begins to move away from the organization as a whole. He performs the duties nominally outlined to him. At this stage, restoring motivation and trust in leadership and organization is almost impossible.
6. If the employee, for some reason, has not yet left the organization, then his behavior becomes lethargic, depression and apathy appear.

An employee does not always consistently go through all the stages of demotivation.

There are several ways to overcome the problem of demotivation:

1. "Systemic" method. It is used in a situation where demotivation is collective, employees have reduced motivation, and there is no interest in work. To solve the problem, it is necessary to revise the personnel management system as a whole, establish the process of adaptation of employees, conduct training, consider the possibility different methods rewards for concrete results in work.

2. "Group" method. This is a series of activities in which a part of the necessary resources is limited in order to attract employees to activities in the organization, in order to increase their interest in work, to add a little variety to workdays.

3. If demotivation occurs in one employee, then use the "Individual" method. It consists of taking a number of ad hoc measures, for example, a joint discussion of a problem, or a reassessment of responsibilities.

If the manager has an idea of ​​the stages of demotivating civil servants and ways to increase the motivation of employees, then he will be able to more professionally solve various tasks of managing employee motivation.

If we look at the problem of motivation from the other side, then it is obvious that the government bodies today are dominated by a bureaucratic organizational culture, in which the organization is just a formalized and structured place of work. Everything employees do is controlled by procedures, formal rules and official policies. The most important thing is to maintain a calm and even process of activity, to ensure stability and predictability. All this leads to a decrease in the efficiency of the organization as a whole, makes it incapable of adapting to a dynamically changing external environment... Organizations with an adhocratic organizational culture are more effective here. They are ready for change, innovation, adapt quickly, are creative, act within reasonable risk. Obviously, in order to increase the efficiency of the employees of government bodies, it is necessary to use an integrated approach to improving the organizational culture in order for it to contribute to change.

The current system of motivation for the work of civil servants today is not effective enough, since it is carried out through strict administrative methods, attention is paid only to monitoring the performance of functions in accordance with the activities of civil servants to established norms and procedures, which leads to a formal attitude towards the performance of official duties, as well as their non-fulfillment ...

To improve the system of motivation of civil servants, it is possible to propose to solve the following tasks:

1. Change the management system as a whole: from management by process to management by goals; then specific expected results will be spelled out in the texts of the documents, and not only the rules of labor activity.
2. Create a system of indicators that will objectively demonstrate the achievement of specific results, and focus the attention of officials on the main priorities of the authorities;
3. Apply results-oriented methods of personnel motivation;
4. Develop a system for recording the workload of employees, as well as a system of material and non-material incentive methods, depending on the amount of work and on the results obtained.

To build a comprehensive personnel management system in government bodies, it is necessary to periodically assess the needs, motivation, as well as factors that affect the demotivation of employees. This will make it possible to more accurately analyze the effectiveness of the system of motivation for civil servants, which is in effect at a given point in time, and, if necessary, make operational necessary adjustments to improve it.

It should be noted that if the actual motivating factor for civil servants is material interest and self-realization, then as a strategic direction for increasing the efficiency of motivation and stimulating the work of civil service employees, it is possible to propose the use of a personnel motivation system that ensures management focused on achieving the desired results. To meet the need for material security and self-realization, it is advisable to introduce a system of payment for work and material incentives based on the results of work.

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