Presentation on the theme "development of a system of motivation and incentives for labor." Presentation "motivation and stimulation of personnel" Presentations on motivation and stimulation of labor activity

Stimulating staff Stimulus - (stimulus - pointed stick) - a means of influence to induce action Stimulation - purposeful impact on employee behavior (behavior management) using an appropriate set of means Impact with a "+" and with a "-"

The main disincentives of the staff Violation of an unspoken contract Lack of important information from the staff Failure to use any employee skills that he himself values ​​Ignoring ideas and initiatives Lack of a sense of involvement in the company Lack of changes in the status of the employee Lack of recognition of achievements and results from management and colleagues Unfair punishment

Significance of incentives (according to S / S survey data) head Salary Reliable RM Opportunity for job growth Good working conditions With t.zr. employees Human recognition Possession of complete information Help with personal matters For young professionals: Combining with training

Staff retention program Situation analysis: Questionnaire Conversations Seminars Studying the company's image Reasons for dismissal Factors tying employees down Weaken and eliminate Strengthen and stabilize Reinforcement results: Reduced employee turnover Reduced absenteeism and absenteeism Increased loyalty to the company

Motivation of effective work of middle managers Decent level of salary, social package Clearly spelled out tasks of the unit Delegation of authority from the top manager Compliance with the management hierarchy (no “jumping” over their heads) The presence of leverage on subordinates

Motivation of effective work of performers Salary level adequate to market conditions, social package Clearly defined tasks Delegation of powers by the manager Absence of “leveling”, injustice in the remuneration system Transparency of the remuneration system The relationship between the employee's work assessment and the activities of the unit Management style on the part of the immediate supervisor

5 types of motivation according to V.I. Gerchikova Type of motivation Main motive Instrumental “I can make money” Professional “I can use my knowledge and experience” Patriotic “I feel needed by the team” Host “I can independently decide what to do and when” Unachievable Habitual work, stability

Professional type Interested in the content of the work I do not agree to work that is not interesting to him, no matter how much they pay for them Interested in difficult tasks - the possibility of self-expression Considers freedom in operational actions important Professional recognition as the best in the profession

Avoidant type No matter what kind of work to do, no preferences I agree to low pay, provided that others do not receive more Does not seek to improve qualifications, counteracts this Low activity and opposition to the activity of others Low responsibility, the desire to shift to others The desire to minimize efforts

Forms of incentives Negative Fines, punishments, threat of job loss Cash wages, all types of bonuses and allowances Natural Car, telephone, housing provision Moral Awards, honorary badges, awards (20 thousand) Paternalism Additional social and medical insurance, conditions of rest Organizational Conditions of work, its content and organization Involvement in management

Correspondence of motivational types and forms of stimulation Forms of stimulation Types of motivation Instructor Prof. Patr. Negative 0 - + - Base Monetary Base + 0 + 0 Natural (social package) + 0 + 0 Base Moral - + Base00 Paternalism - + - Base Organizational 0 Base 0 + - Participation in co-ownership and management 0 ++ Base -

Herzberg's theory of motivation Dissatisfaction is influenced by hygienic factors: Management method Firm and administration policy Work conditions Interpersonal relationships Earnings Uncertainty in job stability Influence of work on personal life Satisfaction is influenced by motivational factors: Achievements (qualifications) and recognition of success Work as such Responsibility Promotion by service Opportunity for professional growth

Difficulties in developing a motivation system Insufficient understanding of the importance of personnel motivation The prevalence of a “punitive” system of personnel motivation The expectations and interests of employees are not taken into account Significant interval between obtaining results and rewarding

2 this is the desire of the employee to satisfy his needs through labor activity. Motivation is a combination of incentive forces, both realized and not realized by the person himself, this is the process of influencing a person, in order to induce him to certain actions by awakening certain motives in him. Motivation is

3 THE CONCEPT OF THE NEED AND THE MOTIVE OF ACTIVITY AND THE MOTIVE OF ACTIVITY Motive Motive is an internal incentive, a reason for any action, an argument in favor of something Stimulus Stimulus is an external incentive, an incentive for any action Needs Needs are desires, aspirations to a specific result Motivation - Motivation is the process of encouraging oneself and others to take action to achieve the personal goals of an organization. Motives for work appear when society (or the subject of management) has at its disposal the necessary set of goods that meets the needs of a person.

5 EXTERNAL AND INTERNAL MOTIVATION Extrinsic motivation Extrinsic motivation is a means to an end. Figure - Extrinsic motivation Extrinsic motivation should perform at the initial stage the role of support for creating a system of effective work. It can also be seen as an additional supportive stimulus during the period of consolidation. However, long-term motivation and effective changes in the behavior of employees are achieved only if internal motivation is created.

6 Intrinsic motivation Intrinsic motivation is an understanding of meaning, conviction. Intrinsic motivation in the modern world of production is becoming more and more important. It is important because of its long-term impact on work results and attitudes towards work. Its influence is the stronger, the higher and more diverse the requirements for the content of the work, the more the inner state of a person corresponds to it.

7 CONTENT THEORY OF MOTIVATION OIL'S THEORY Human behavior is determined by the lowest unmet need of the hierarchical structure Needs are divided into primary and secondary ones and represent a five-level hierarchical structure in which they are located in accordance with priority After the need is satisfied, its motivating effect stops HERZBERG'S THEORY OF MOTIVATION which roughly correspond to the needs of the highest levels in Maslow and McClelland, actively influence human behavior In order to effectively motivate subordinates, the manager must himself understand the essence of the work Needs are divided into motivating and hygienic The presence of hygienic factors only prevents the development of dissatisfaction with work McCLELLAND'S THEORY Three needs that motivate a person - the need for power, success and belonging (social) Today, these needs of a higher order are especially important, since the needs of lower levels, such as usually already satisfied

8 PROCESS THEORY OF MOTIVATION The theory of expectations is based on the fact that the presence of an active need is not the only necessary condition for motivating a person to achieve a certain goal. A person should also hope that the chosen type of behavior will actually lead to the satisfaction or acquisition of what he wants. Equity Theory It postulates that people subjectively determine the ratio of reward received to effort expended and then relate it to the reward of others doing similar work. If the comparison shows imbalance and injustice, i.e. a person believes that his colleague received a greater reward for the same work, then he has psychological stress. As a result, it is necessary to motivate this employee, relieve tension and correct imbalances to restore justice. Porter-Lawler model Porter-Lawler model Includes elements of the theory of expectation and the theory of justice. In this model, five variables appear: effort expended, perceptions, results obtained, reward, and degree of satisfaction. At the same time, the results achieved depend on the efforts made, abilities and characteristics, as well as on the employee's awareness of his role. The level of effort made will be determined by the value of the reward and the degree of confidence that a given level of effort will indeed entail a certain level of reward.

10 STRUCTURE OF LABOR BEHAVIOR MOTIVES Monetary remuneration Approval Action Rewarding free time Mutual understanding and expression of interest in the employee Promotion and personal growth Granting independence and favorite work Prizes Figure - Structure of labor behavior motives

11 The place of material incentives in the complex system of motivating employees Goals of the integrated system of motivating personnel: Goals of the integrated system of motivating personnel: Retention of employees (especially the best ones), ensuring loyalty and commitment of employees; Retention of employees (especially the best ones), ensuring employee loyalty and commitment; Encouraging correct production behavior; Encouraging correct production behavior; Attracting the right employees from the "external" market. " Attracting the right employees from the "external" market. "

12 Effective incentive system Increases efficiency Promotes added value at every workplace Motivates Ineffective incentive system DOES NOT increase efficiency DOES NOT create added value at every workplace Does not motivate Harmful motivation system Hinders efficiency gains, lowers efficiency Hinders the creation of added value at every workplace Demotivates Motivation system

13 Loyalty Initiative Creativity Good discipline High efficiency High productivity Responsibility Increased added value at each workplace Fluidity Inertia Passivity Poor discipline Low efficiency Low productivity Irresponsibility Motivation system Indicators of an effective motivation system: Indicators of ineffective and harmful motivation system:

14 The structure of material incentives The structure of material incentives Economic incentives Material incentives Constant payments s Variable payments Lump sum payments Indirect material incentives Labor and social benefits for all employees Privileges For certain categories of employees in Constant payments - create confidence in the future, create a feeling stability and reliability; Awards - maintain tone and the necessary focus and are a form of gratitude to the Company for high results or selfless work; Benefits and privileges - emphasize the care and love of the Company for its employees and, ideally, are designed to evoke love in return.

15 Material incentives and the development cycle of the organization Start Flexible remuneration Non-monetary forms of remuneration are used; Low salaries; The premiums are high. Growth Competitive base salaries; Increase in the share of incentive payments; Long-term bonus systems. Maturity Salaries are often above market rates; Seniority allowances; The introduction of incentive systems to reduce costs. Recession Salaries are reduced or frozen; Bonuses are not paid; The system of benefits and additional services of the company is reduced or canceled.

16 Sequence of work on building a system of grades and salaries Analysis of the pros and cons of the existing system of remuneration of personnel Analysis of the optimality of personnel costs (dynamics of company indicators and payments per employee) Ensuring the availability of job descriptions Development of factors, their weights. Approval from the management Formation of an expert committee (with the participation of 1 person) Conduct a brainstorming session. Determine the cumulative grade of each position. Build a schedule: Determine the Overpaid and Underpaid Positions. Corridors. Select 5-10 key positions. Conduct an analysis of market wages on them Determine the Company's capabilities in terms of payment boundaries Set the forks and salary steps

17 Building the salary structure Building the salary structure of the number of grades Determining the number of grades. Fork Overlap Define the forks overlap. The overlap is correct when a maximum of one fork is at the midpoint of the next step in the career ladder. forks spread Define the forks spread. May be different for different grades. Large spreads are used where they want to emphasize higher pay for experience, seniority and work in an environment of high uncertainty.

18 Factors Affecting Salary Setting The current practice is the company's current rates and salaries, adjusted for the forecasted inflation rates. Opportunities of the company - in terms of the planned volume of payroll and the growth rate or decrease in the average wage in the company. p Prices of regional and sectoral labor markets, claims of candidates for company vacancies.

19 Features of individual staff motivation. Model V.I. Gerchikova: Types of Motivations: Instrumental (I) Instrumental (I) Avoidance (IZ) Avoidance (IZ) Patriotic (PA) Patriotic (PA) Professional (PR) Professional (PR) Economic (X) Economic (X)

20 Instrumental (S) Prefer specific pay arrangements; Prefer specific wage agreements; Money is much more important for them than praise, gratitude, a board of honor; Money is much more important for them than praise, gratitude, a board of honor; They prefer money earned by their own labor, on the basis of agreed rules; They prefer money earned by their own labor, on the basis of agreed rules; Knowing this, it can be argued that the best of all for employees with this type of work motivation is influenced by a clear, understandable incentive system, moreover, focused on such criteria that depend directly on this person. Knowing this, it can be argued that the best of all for employees with this type of work motivation is influenced by a clear, understandable incentive system, moreover, focused on such criteria that depend directly on this person.

21 Avoidance (IZ) Employees with this type of work motivation are not the best option for result-oriented commercial structures. Employees with this type of work motivation are not the best option for result-oriented commercial structures. Very often they serve as a brake on business development, carrying the remnants of "soviet, totalitarian" thinking. Very often they serve as a brake on business development, carrying the remnants of "soviet, totalitarian" thinking. They fear a lot, do not take on unnecessary work, responsibility, both for their words and for their own, and even more so, other people's deeds. They fear a lot, do not take on unnecessary work, responsibility, both for their words and for their own, and even more so, other people's deeds. They often internally envy those who do better, including managers, and those who earn more. They often internally envy those who do better, including managers, and those who earn more. Among them, depending on the type of personality, there can be criticisms. But, understanding their inner complexes internally, these people are afraid, as a rule, of losing their place. Among them, depending on the personality type, there may be criticisms. But, understanding their inner complexes internally, these people are afraid, as a rule, of losing their place. As a rule, they are poor workers with low labor costs, who do not want to improve their skills, avoid responsibility, and seek to minimize efforts. As a rule, they are poor workers with low labor costs, who do not want to improve their skills, avoid responsibility, and seek to minimize efforts. They themselves do not show activity and do not allow others to "stick out", often suppressing them with their confident, "holistic", "grounded" position on any issue. They themselves do not show activity and do not allow others to "stick out", often suppressing them with their confident, "holistic", "grounded" position on any issue. One of the ways to influence people of this type can be the clarity of instructions and firmness of demand. Those. they are afraid of the "stick" and are very fond of free "gingerbread". One of the ways to influence people of this type can be the clarity of orders and firmness of demand. Those. they are afraid of the "stick" and are very fond of free "gingerbread".

22 Patriotic (PA) Employees with this type of work motivation are extremely loyal to the organization, very often they cement the corporate culture of the organization. Employees with this type of work motivation are extremely loyal to the organization, very often they cement the corporate culture of the organization. Usually they are less efficient and productive than employees with instrumental, professional or economic motivation. Usually they are less efficient and productive than employees with instrumental, professional or economic motivation. At the same time, such employees are also important in any organization, since any organization needs people who diligently and efficiently perform their duties. At the same time, such employees are also important in any organization, since any organization needs people who diligently and efficiently perform their duties. Such employees are less picky about their remuneration, which in a number of cases is important for the company. For them, an idea is important at the level of faith in a leader and / or in success, as well as public recognition of their merits. Such employees are less picky about their remuneration, which in a number of cases is important for the company. For them, an idea is important at the level of faith in a leader and / or in success, as well as public recognition of their merits.

23 Professional (PR) Strive to become professionals, to become better than others in a professional respect. They strive to become professionals, to become better than others in a professional respect. People of this type are interested in new and new tasks. Routine, just functioning in the process is not their element. People of this type are interested in new and new tasks. Routine, just functioning in the process is not their element. The manager can set tasks for such employees more and more complex and, as a rule, will find an understanding of the necessity and expediency of solving these problems. These employees thus satisfy their need for their own development. The manager can set tasks for such employees more and more complex and, as a rule, will find an understanding of the necessity and expediency of solving these problems. These employees thus satisfy their need for their own development. They value the freedom to choose the way they do the job. They value the freedom to choose the way they do the job. These employees want to earn more for a job well done. At the same time, in a number of cases such employees, instead of money, will be grateful for the fact that the management publicly evaluates them as the best of the best. These employees want to earn more for a job well done. At the same time, in a number of cases such employees, instead of money, will be grateful for the fact that the management publicly evaluates them as the best of the best.

24 Household (X) Employees with this type are sometimes called internal entrepreneurs (entrepreneurs). Employees of this type are sometimes referred to as internal entrepreneurs. They are proactive, not because they will receive more money for this - no, this is just their normal state, in this way they realize their essence, their potential. They are proactive, not because they will receive more money for this - no, this is just their normal state, they thus realize their essence, their potential. In key areas that require an independent, creative and motivated approach, these are the preferred employees. In key areas that require an independent, creative and motivated approach, these are the preferred employees. They are characterized by voluntary responsibility, sovereignty (heightened sense of freedom, desire for lack of control). They are characterized by voluntary responsibility, sovereignty (heightened sense of freedom, desire for lack of control). They are stimulated by a sense of freedom, the provision of complex and responsible tasks in which they can show their personal and managerial potential, participation in decision-making concerning the key points of the enterprise and managerial potential, participation in decision-making related to key points of the enterprise

25 Forms of incentives used in V.I. Gerchikova Negative displeasure, punishment, threat Negative displeasure, punishment, threat of job loss. job loss. Cash salaries, bonuses, additional payments. Cash salaries, bonuses, additional payments. In-kind purchase or rental of housing, In-kind purchase or rental of housing, provision of a car, etc. provision of a car, etc. Moral thanks, etc. Moral thanks, etc. Paternalism is concern for the employee. Paternalism is concern for the employee. Working conditions, its content and organization. Working conditions, its content and organization. Involvement in co-ownership and participation in Involvement in co-ownership and participation in management. management.

Example: Calculation of bonus payments for the Commercial Director The salary of the Commercial Director with allowances is rubles / month. The salary of the Commercial Director with allowances is rubles / month. The maximum amount of the bonus is 50% of the salary = RUB / month. The maximum amount of the bonus is 50% of the salary = RUB / month. The maximum possible income by the end of the month: = RUB. The maximum possible income by the end of the month: = RUB. Results of evaluating the activities of the Commercial Director: Results of evaluating the activities of the Commercial Director: К.1. "+" - sales targets were achieved - 50% К.1. "+" - sales targets were achieved - 50% К.2. "+" - there were no complaints and complaints from customers - 20% К.2. "+" - there were no complaints and complaints from customers - 20% К.3. “-” - in the reporting period, innovations were not proposed or introduced - 0% К.3. “-” - in the reporting period, innovations were not proposed or introduced - 0% К.4. "-" - violation of discipline in the sales department was recorded - 0% К.4. "-" - violation of discipline in the sales department was recorded - 0% К.5. "+" - claims of the Manager to the activities of Kom. No service - 10% K.5. "+" - claims of the Manager to the activities of Kom. There is no service - 10% Total for 5 evaluation criteria; performance indicator - 80%; Total for 5 assessment criteria; performance indicator - 80% Accrual of bonus payments: X 0.8 = rub. Accrual of bonus payments: X 0.8 = RUB. Total income for the month: = RUB Total income for the month: = RUB

29 Procedure for introducing a new incentive system Formalization of a new compensation policy; Formalization of a new compensation policy; Training of managers at all levels in the new compensation policy; Training of managers at all levels in the new compensation policy; Carrying out a "pilot" project within 3 months (1 month - in the old way, 1 month - the longest, 1 month - in a new way); Carrying out a "pilot" project within 3 months (1 month - in the old way, 1 month - the longest, 1 month - in a new way); Procedures for ongoing consultations of managers on remuneration issues; Procedures for ongoing consultations of managers on remuneration issues; Monitoring the level of satisfaction with the new compensation system; Monitoring the level of satisfaction with the new compensation system; Procedures for possible correction of compensation policy. Procedures for possible correction of compensation policy.

Slide 2

"Motivation" and "stimulation" are two close concepts, however, if the concept of "incentive" is used mainly to denote material or moral encouragement, then "motive" is used more broadly and covers all aspects of employee behavior.

Slide 3

Motivation is a conscious choice by a person of a certain type of behavior. Stimulation is a purposeful impact on a person, the creation of an external environment that encourages action in a given way.

Slide 4

Stimulating labor or managing motivation in an enterprise is a tactic for solving problems of increasing labor efficiency, which encourages workers to work better by meeting their needs. The system of motivation of the enterprise is the procedures for remunerating employees for effective work established at the enterprise, as well as the types and amounts of remuneration depending on the personal contribution of each employee to the achievement of the goals of the enterprise, his skills and competencies.

Slide 5

The development and practical application of new motivational systems directly in organizations (enterprises) make it possible to attract to a greater extent new highly qualified specialists who are able to manage both small and large teams, focusing mainly on individual motivation in accordance with the quantity and quality of the employee's work.

Slide 6

5 basic levels of human needs-motivations:

Slide 7

Based on such concepts as needs, motives, goals, it is possible to present a general natural characteristic of the process of motivation:

Slide 8

The presented scheme is rather arbitrary and gives only the most general idea of ​​the relationship between needs and motives. The real motivational process can be much more complicated. The motives driving a person are extremely complex, subject to frequent changes and are formed under the influence of a whole complex of external and internal factors - abilities, education, social status, material well-being, public opinion, etc. Therefore, predicting the behavior of team members in response to different systems of motivation is very difficult.

Slide 9

Many managers and executives agree that wages should not be strictly fixed, but may consist of several parts. As an example of calculating the salary of employees: the minimum rate + payments for seniority + a bonus for skills and various qualification bonuses (this is the base salary), then there may be various incentive bonuses (bonuses based on performance).

Slide 10

Social package Compensation package medical care; additional payment to the pension fund; insurance; organization of children's recreation; professional development through the organization, etc. payment of travel cards; fuel payment; car repair; payment for communication services; payment for air and railway tickets, etc.

Slide 11

The principles of optimal staff motivation: Non-material motivation. 2. Constant part of motivation (salary); 3. Variable part of remuneration (interest, bonuses, bonuses, etc.);

Slide 12

Grading is a method of creating a universal hierarchy of positions (ranks) for all company personnel; An assessment system that allows you to determine the levels of compensation that are acceptable for all employees based on a comparison of the relative value for the company of different areas of work (positions).

Slide 13

Methods for determining variable remuneration: "From the master's shoulder"; Competency-based; Based on Key Performance Indicators (KPIs)

Slide 14

KPI (Key Performance Indication) is a key performance indicator that allows you to evaluate the effectiveness of the actions performed by the enterprise as a whole, by individual departments and by each individual employee. The KPI-based motivation system allows you to: Ensure control over the current and long-term performance of the organization. Evaluate the personal effectiveness of each employee, department and enterprise as a whole. Orient staff to achieve the required results. Manage the payroll budget and reduce the time it takes to calculate it. Provide collective and individual responsibility for the results of the enterprise. Key performance indicators and methods for their calculation (assessment) are specified for individual categories of workers.

Slide 15

Scheme for calculating the variable part (VF) of wages using the KPI coefficient: VF = Planned amount of the variable part * (Coefficient KPI1 * Coefficient KPI2 * Coefficient KPI3). The motivational formula for calculating the employee's salary is as follows: Salary = Fixed part (salary) + Planned amount of variable part * (KPI1 coefficient * KPI2 coefficient * KPI3 coefficient).

Slide 16

Slide 17

The list of basic requirements (rules) to maximize the interest of the employee in work: 1. Link remuneration directly with those activities that lead to an increase in the productivity and efficiency of the enterprise as a whole. 2. Express public and tangible recognition to those people whose efforts and achieved results exceed the average for this category of workers. 3. By all means implement the principle that each employee should explicitly receive his share of the increase in the productivity of the organization as a whole. Encourage employees to participate with managers in developing goals and metrics that can reliably measure employee performance. 5. Pay particular attention to the difficulties faced by the line manager in the implementation of the restructuring program and the improvement of roles and jobs.

Slide 18

6. Avoid the emergence and development of situations in which the interests of employees may conflict with the goals of improving the well-being of the company (for example, you should not introduce new technology that reduces labor safety or forces you to work overtime). 7. Do not try to raise quality standards until the organization is able to fully pay all the costs associated with it (that is, refuse to produce goods that do not meet new standards, pay more for high-quality components, transfer to another job, or fire people unable to do the job efficiently). 8. Do not try to make it appear that productivity improvement programs are in fact aimed at increasing job satisfaction and job value.

Slide 19

To date, effective strategies for the development of motivation and incentives are in practice one of the most demanded, but at the same time one of the most difficult to develop. The main reasons for this are as follows: Practical absence of specialists at the enterprises, who own assessment methods, which allow receiving (in monitoring mode) information on staff motivation and incentives from time to time; Lack of specialists with experience in developing such strategies. If you seek help from outside, then not every consulting company currently has consultants who are competent in this area; An extremely small number of open assessment methods that allow obtaining the necessary information in the field of staff motivation and incentives.

Slide 20

The functions of departments or groups of personnel motivation should consist of the following type of activity: systematic study of the motivation of employees of various divisions of the enterprise; assessment of the effectiveness of the systems and methods of labor stimulation used at the enterprise; development of proposals for improving the incentive system in relation to various categories of employees of the enterprise; definition and implementation of new methods of labor stimulation; justification of new systems of remuneration in relation to different categories of employees of the enterprise; formation of a statistical database on the level of staff motivation and estimates of the incentive system with the subsequent use of information to develop a strategy for the development of motivation and a system of staff incentives; studying the experience of domestic and foreign enterprises in assessing motivation and applying various incentive methods

Slide 21

Recommendations for mutual understanding between the manager and the subordinate: 1. The selection of employees in the company should be carried out in accordance with clear requirements and criteria for applicants; 2. the management system must have clear guidelines for the process of performing work and its assessment; 3. in the company it is impossible to artificially create a "team image" and maintain it; 4. the company should have a division of responsibilities between departments, and the management structure with powers and functions should not be blurred; 5. the leader should not give up his ideas and implement them to the end; 6. the company must have a system of sanctions for violations of discipline; 7. the company must have a well-thought-out effective system of motivational activities that satisfies all employees of the organization.

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TYPES OF LABOR MOTIVATION OF EMPLOYEES TOOL PROFESSIONAL PATRIOTIC The work itself is not a significant value for the employee, but is considered by him only as a source of earnings The employee appreciates its content in the work The employee most of all appreciates the effectiveness of the common cause in which he participates, and public recognition of his participation

FACTORS OF DETERMINING THE POSITIONAL SALARY Qualification The complexity of the work performed The degree of independence of the work Degree of responsibility for managing the work of other employees The tension, hazard (hazard) of labor The cost of living in the region (settlement) Natural and climatic features Industry specifics

FACTOR-CRITERIAL ASSESSMENT METHOD Complexity factor of work Weight factor Factor criteria Significance of criteria Degree of specialization 0.10 Work: highly specialized heterogeneous (for a number of tasks) heterogeneous across the whole range of tasks 0.2 0.6 1.0 Degree of independence of work 0.15 Execution of work: under by the management of the chief in accordance with the instruction independent 0.2 0.6 1.0 Degree of responsibility 0.20 Only for their own work For the work of the group For the work of the whole unit 0.3 0.6 1.0

TARIFF GRID Tariff category Tariff coefficient Base salary, rub. 10,

EXAMPLES OF THE RATIO OF THE COMPONENTS OF MONEY REMUNERATION Position Position Fixed part Variable part ПиПпПо Stamper Sales agent Head. trading floor Chief accountant Deputy. gene. director

ADDITIONAL SOCIAL BENEFITS USED BY RUSSIAN COMPANIES (according to a survey of company executives) Training at the expense of the company Payment of travel on public transport Food Loans Medical services Insurance Travel vouchers, vacations Payment for housing

CAFETERIA SYSTEM Each employee gets the opportunity to choose from the general list those benefits and services that give him preference Actively used in the incentive system for managers It spreads to other categories of personnel rather slowly, which is associated with a great need for information and uncertainty about the correct choice

Dispositional theories of labor The theory of the need for achievement (D. McClelland). The performance of employees depends on their level of need for achievement, or the motivation for achievement (desire to achieve something meaningful, do the job well, be the best). The higher the motivation for achievement, the higher the efficiency of labor and vice versa. Studies have shown that the economic growth of organizations and societies can be correlated with the level of motivation for the achievements of staff and citizens. Characteristics of people with a pronounced achievement motivation: Prefer to work in an environment that allows them to take responsibility. They tend to take pre-calculated risks and set attainable goals for themselves. Constantly need recognition of their merits and feedback (opinion on how well they are doing).

The theory of the hierarchy of needs (A. Maslow) He identified 5 basic needs (vital needs, the need for security, the need to communicate with others and love, the need for respect, the need for self-actualization) and arranged them in a pyramid in order of increasing importance for a person ... Determined that the need at a higher level cannot be fully satisfied if the need at a lower level is not satisfied. Consequently, in order to increase labor motivation, the employer needs to create conditions for consistent satisfaction of the employee's needs. Thus, the conditions allowing to interact with colleagues will satisfy the need for communication; praise from the boss, providing them with a comfortable workplace - the need for respect; opportunity for professional growth and career advancement - the need for self-actualization.

Motivational-hygienic (two-factor) theory (F. Herzberg) Allocated 2 types of needs: needs-motivators and hygienic needs. Needs-motivators are determined by the attributes of work that stimulate high labor productivity (individual production tasks, the level of personal responsibility, achievements, recognition, promotion, career development and professional growth). Satisfaction of needs-motivators job satisfaction. Hygiene needs are determined by the external parameters of the work environment (organizational policy, leadership, interpersonal relationships, physical conditions in the workplace, wages, forms of incentives). Dissatisfaction with hygienic needs; dissatisfaction with work.

Performance Theory (J.R. Heckman, G.R. Oldham). Provided that a person feels the need for professional growth, some characteristics of work lead to certain psychological states (positive emotions), those - to increased motivation for work. The need for professional growth, positive emotions for certain characteristics of work, increased motivation for work. Characteristics of work that enhance motivation for work. Variety of skills. A measure of the use of different skills and abilities in the workplace. The more skills and abilities required to do the job, the more attractive it is for the performer. Work order identity. More attractive is the work, the result of which is something whole, and not a fragment or part, as is usually the case on an assembly line. The importance of work. The value of the work performed to the life and well-being of colleagues or clients. Autonomy. A measure of independence that an employee can show in planning and organizing the execution of a task. Feedback. The amount of information about the efficiency and quality of his work received by the employee.

Cognitive theories of labor motivation The theory of general expectations (V. Vroom). Labor efficiency is determined by the expectations of remuneration for the proper performance of work. The more a person wants to receive a reward, the value of which for him is undeniable, the more diligently he is ready to work for it. The value of the reward for each person is different, the reward can be an increased salary, praise from the authorities, an increase in the level of responsibility, etc. 1. Workers must decide whether they are willing to behave in a certain way, such as not being late for work, following safety rules or increasing productivity, so that the likelihood of achieving a certain result (the likelihood that their expectations will be met) is high enough. 2. Workers must determine whether this result will lead to the achievement of other results: for example, whether work discipline will lead to a bonus (instrumental). 3. Workers must decide whether these results are valuable enough for them to become motivators of certain behavior (valence).

The Theory of Justice (JS Adams) Motivation for work depends on how fair a person seems to be treated at work. The concept of fairness consists of assessing their contribution to the organization and the result of their work in the form of remuneration and comparison with similar indicators of colleagues. Types of people with different concepts of justice 1. Feel comfortable when it turns out that colleagues are valued more than them, and feel remorse in the opposite situation. 2. Are convinced that the reward should be commensurate with the effort expended. Such a person feels unhappy if underestimated, and guilty if overestimated. 3. Are convinced that whatever they receive is the result of their own merits. They can only be satisfied with clearly excessive remuneration, underestimation or appreciation of their merits.

Theory of goal setting (E. Locke) Labor motivation depends on the availability of specific production goals that the employee sets for himself. People with specific goals perform better than those who do not. Commitment to a goal (how decisively a person is disposed to achieve it) is influenced by the following factors: external (people endowed with power, the influence of comrades, external reward); interactive (rivalry, the opportunity to participate in the production); internal (rewards from ourselves, expectations of success).

The work of the professional consultant with the motivational sphere of the organization's employees The work of the professional consultant with the motivational sphere of the organization's employees Characteristics of the motives of the organization's employees: orientation of the motive (what exactly this activity is more attractive to a person: its direct content, process or end result, product); the content of the motive (what kind of human needs are met in this activity).

Meeting the needs of a person in the organization Meeting the needs of a person in the organization Organization for a person is, first of all, the environment in which he satisfies his needs or seeks compensation in cases where his needs cannot be satisfied. Human needs in the organization: the need for recognition, approval; the need for contacts; the need to be a person who makes independent decisions.

Tasks of the professional consultant: work with the motivational sphere of the employee of the organization; search for a solution in situations of personnel transfers, release of an employee, certification, motivation, search for ways to compensate for the unmet needs of an employee; the use of existing systems of benefits and compensation in the organization, as well as its expansion and development, looking for and offering management all new forms; to solve situations when the following needs of any of the organization's employees are not met: in recognition, in contacts, the need to be a person who makes independent decisions.

Job satisfaction and control over the production situation The stresses that daily lie in wait for business managers at work are associated with: 1) overcoming difficulties caused by a lack of time and a high level of responsibility (such stresses satisfy feelings such as the need for self-realization and achievement); 2) overcoming obstacles that hinder the achievement of goals, including such as too much responsibility and lack of proper support (we are talking about the need to overcome bureaucratic barriers, about insufficient help from top management and about the lack of confidence in the strength of your position at work ).

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