Staff incentive presentation. Staff motivation Staff motivation. Motivation - The process of motivating someone to take action to achieve the goals of the organization. Manifestation of human needs

LABOR MOTIVATION SYSTEM. CONTENT THEORY OF MOTIVATION: CLASSIFICATION OF NEEDS BY OIL; HIERARCHY OF NEEDS ACCORDING TO MACCLELLAND; NEEDS BY HERZBERG.

INTRODUCTION  Motivation is the process of motivating a person to take action to achieve the personal goals of an organization. perceptions and expectations.  Modern theories of motivation, based on the results of psychological research, prove that the true reasons that induce a person to give all their strength to work are extremely complex and diverse. According to some scientists, a person's action is determined by his needs. Those who adhere to a different position proceed from the fact that human behavior is also a function of his

 Motivation is the process of combining the goals of the enterprise and the goals of the employee for the most complete satisfaction of the needs of both, it is a system of ways of influencing personnel to achieve the intended goals of the employee and the company.

The main elements of the labor motivation system:  payment system,  a system for assessing the work of employees,  social programs that provide social benefits and protection of employees.

qualification promotion and career development,  increasing the content of work, Additional elements of motivation:  stabilization of personnel,  professional-  improvement working conditions,  the system of forming the culture and image of the enterprise,  assessment of the effectiveness of payment systems and the motivation systems.  employee awareness programs.

Examples of the content of the system of motivation to work at enterprises: 1. The system of incentives, the system of social programs for staff motivation. 2. Creation of the company's image, improvement of working conditions, social support of employees, a system of assessment and remuneration of employees, moral incentives, training and advanced training, development and preservation of the traditions of the team, reorganization of the management structure. 3. Recognition of the value of the employee for the organization, the use of enrichment programs and staff rotation, the use of rolling schedules, discounts for employees on the products of the enterprise, the provision of funds for recreation.

Additional elements in the system of employee labor motivation: 1. culture of the organization (enterprise); 2. identification with the organization (enterprise); 3. system of participation in the results of work; 4. service of personnel; 5. organization of the workplace; 6. personnel policy; 7. regulation of working hours; 8. informing employees.

CLASSIFICATION OF OIL NEEDS. In creating his theory of motivation in the 40s, Maslow recognized that people have many different needs, but also believed that these needs can be divided into five main categories. 1.Physiological needs are essential for survival. These include the needs for food, water, shelter, rest, and sexual needs. 2. The needs for security and confidence in the future include the need for protection from physical and psychological hazards from the outside world and the confidence that physiological needs will be met in the future. A manifestation of the need for confidence in the future is buying an insurance policy or looking for a reliable job with good views on retire.

3. Social needs, sometimes called need for belonging, is a concept that includes a sense of belonging to something or someone, a feeling of being accepted by others, feelings social interaction, affection and support. 4. Needs for respect include the needs for self-esteem, personal achievement, competence, respect from others, and recognition. 5. Needs of self-expression - the need to realize their potentialities and growth as a person.

According to the theory of David McClelland, a person is driven by three levels of needs:

 People with a need for power are not necessarily power-hungry careerists in the negative and most commonly used sense of these words. They do not have a penchant for adventurism or tyranny, and the main one is the need to manifest their influence. Such people should be prepared in advance for taking up senior management positions. Personal influence can only be the foundation of leadership in very small groups. If a person wants to become the leader of a large team, he must use much more subtle and socialized forms to manifest his influence. interested in the company of friends, building friendships, helping others. Such people will be attracted to the kind of work that will give them extensive opportunities for social interaction. Their leaders must maintain an atmosphere that does not limit interpersonal relationships and contacts. A manager can also provide  To motivate people with a need for success, assign them tasks with a moderate degree of risk or potential for failure, delegate sufficient authority to them to unleash the initiative in solving the tasks, regularly and specifically reward them in accordance with the achieved results ...  People with a developed need for involvement

Herzberg needs.

CONCLUSION Thus, there are many variants of labor motivation systems. Enterprises include in the motivation system those areas that are most important for solving the problems of enterprises at the moment, or those that are provided with resources in terms of costs for them.

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Motivation Motivation as a function of management

When there is already a staff of trained, skillful and energetic people, the next step is to stimulate their creativity. A. Morita

Creation of staff motivation in achieving the goals of the company. Motivation is the process of motivating yourself and others to achieve personal and organizational goals.

Needs are a conscious absence of something that causes motivation to act. Primary Needs are physiological, they are genetically inherent: the need for food, warmth, rest, and so on. Secondary - by their nature are psychological in nature, they arise in the course of cognition and gaining life experience.

Reward is what a person considers valuable to himself. Rewards External - they are given by the organization (cash payments, promotion) Internal - received by means of work (a sense of success in achieving a goal, the content and significance of the work performed, self-esteem, friendship and communication that arise in the process of work)

Basic concepts A motive is what triggers certain actions of a person. Incentives - play the role of levers of influence or carriers of "irritation", causing the action of certain motives.

There are various theories of motivation based on satisfying needs and motivating people to take action. It is customary to highlight:

Maslow's theory of the hierarchy of needs Basic ideas: unmet needs induce a person to take action, satisfied ones do not motivate people; the higher the place is occupied by the needs in the hierarchy, the fewer people they become motivators of behavior.

Hierarchy of needs according to A. Maslow The need for self-expression The need for recognition Physiological needs Social needs The need for security The need to feel a sense of self-importance and need for the enterprise, etc. Striving to reveal one's abilities and self-improvement, etc. The need to be accepted in the team, to get support, etc. Satisfied with money. This is the preservation of life and health, confidence in the future, etc.

Disadvantages of Maslow's concept Ignoring the individual characteristics of people and the influence of situational factors; p red assumptions about the possibility of transition from one level of needs to another only in the direction from the bottom up; the assertion that satisfaction in the upper group weakens the impact on motivation.

Herzberg's theory of two factors The author has shown that the behavior of people is influenced by both satisfaction and dissatisfaction of needs. The manager must first remove dissatisfaction from employees, and then seek satisfaction.

Groups of needs Motivating (in recognition, success, promotion, etc.) "Hygienic" (amount of remuneration, working conditions, interpersonal relations and the nature of control by the immediate superior)

Scales for assessing the degree of satisfaction of needs "Satisfaction - lack of satisfaction" (satisfaction of motivating needs stimulates labor activity, dissatisfaction does not demotivate). "Dissatisfaction - lack of dissatisfaction" (dissatisfaction with "hygienic" needs reduces incentives to labor activity but contentment does not fully activate it).

Influence of motivational factors on people's attitudes towards work Productivity increase factors Make work better,% Make work more attractive,% Both together,% Good odds promotions 48 22 19 Good earnings 45 22 22 Work that makes you develop abilities 40 22 20 Difficult and hard work 38 30 15 Work that requires independent thinking 32 33 17 Interesting job 36 35 18 Work that requires quality 35 31 20 Recognition and approval of good work 41 34 17

Influence of hygienic factors on people's attitudes towards work Factors that increase the attractiveness of work Make work better,% Make work more attractive,% Both together,% Quiet work 13 61 15 Information availability 21 49 16 Good leadership 19 52 12 Quiet and clean environment 12 56 2 Flexible schedule work 18 49 15 Convenient location of the workplace 12 56 12 Additional benefits 27 45 18 Fair distribution of tasks 21 45 8 Good team 17 54 13

Money Forms of monetary incentives can be different: - increase wages- awards - incentives

The Perspective Many firms lose their best workers because they don't give them the opportunity to “grow”. opportunity to take more high position- more complex and demanding work.

Better working conditions The color of the walls of the room, where people work, how the furniture is arranged, whether there are flowers on the windows, determines their mood.

Recognition As strong as the material incentives, the moral can be even stronger. There is no person who would remain indifferent to the recognition of his abilities and the appreciation of his work.

Free time A manager can reward subordinates for Good work increasing the duration of the vacation, give the employee a task for the day and release him from work if it is completed earlier.

Interesting job It targets the best workers. If a person does a good job, the leader can reward him by giving him interesting tasks and allowing him not to do what he does not like.

Ways to remunerate people for work: Material remuneration for more intensive work and its better quality, regardless of the length of service of the employee in various forms. One-time monetary remuneration for the performance of scientific and engineering works when they are introduced into production (bonuses). Promotion in a position, a rank that most closely matches the capabilities of the employee. Encouragement free time or allowing the employee to independently plan their working day. Public and personal recognition of the employee's merits through awards, gratitude, diplomas, press, provision of benefits and privileges for the best work.

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 belonging to the company Lack of changes in the employee's status 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 Ownership complete information Help in personal affairs 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 defined tasks of the unit Delegation of authority from the top manager Compliance with the management hierarchy (no “jumping” over their heads) The presence of levers of influence on subordinates

Motivation for effective work of performers Adequate market conditions salary level, social package Clearly spelled out tasks Delegation of authority on the part of the manager Absence of "leveling", injustice in the remuneration system Transparency of the remuneration system Interrelation of employee performance assessment with the activities of the unit Management style on the part of the immediate superior

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 Monetary allowances, all types of bonuses and allowances Natural Car, telephone, housing provision Moral Awards, honorary badges, awards (20 thousand) Paternalism Additional social and health insurance, recreation conditions 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 the development of 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 a result and encouraging

Lecture.
STAFF MOTIVATION
AKHALAYA OLGA ANATOLIEVNA, K.E.N.,
Associate Professor IPMEIT SPbPU

2
Labor motivation
activity motivation of the employee or
groups of workers to
activities aimed at
achieving the goals of the organization,
by satisfying their
own needs.

World experience in motivation research

4
World experience in motivation research
Classic
theory
"Human
economic"
act
economic
incentives
Theory
human
relations
Theory
human
resources
"Human
social"
"Human
resources"
incentive not
only by salary, but
and positive
attitude
to the employee
career,
satisfaction from
work, development
creative
abilities
employee

Motivational personality structure

Human needs

A need is a conscious need
have something (need) to maintain
life and human development.
Each person has a set of needs
specific in quantitative, qualitative
composition, hierarchical relationships.
Early theories of motivation were based on
division of needs into primary
(congenital, vital) and secondary
(purchased). This is in line with modern
the idea of ​​a person as a unity
biological and social components.

Motive

Motive (Latin movere - to lead to
action) - internal stimulus
activity; what prompts a person to
activities.
The motive is
objectified need.
There is always material or
ideal object due to which
personality activity is activated.
Motivational sphere totality of relatively stable
and the dominant motives of a person,
constituting the motivational core
personality.

Properties of the human motivational sphere

1. Polymotivation: the presence of a whole complex
motives governing activities.
2. Hierarchical subordination: some motives
take the leading place, others - the subordinate.
3. Dynamism: in the process of personality development
its structure changes, differentiation occurs,
integration of motives, transformation of one into another,
strengthening, weakening, etc.
4. Interchangeability: some motives can be replaced
others. (So, for example, the employee's need for
interesting work can be partially compensated
providing high wages while boring,
monotonous work).

Stimulus

Stimulus - (Latin stimulus - a pointed stick, with
with the help of which they drove the cattle) - a means
impacts to induce action;
motive reason for action.
Comparing the concepts of "motives" and "incentives", it can be seen that
that the motive is inherent in human activity, and
stimulus - as an incentive for action, comes from
external environment (in the context labor motivation- from
manuals).
Stimulation - targeted impact on
employee behavior (behavior management) with
using the appropriate tool kit c.
Impact with a "+" and with a "-"

The main disincentives of the staff

Antistimulus
- the way of exposure, which is either not
leads to desired behavior, or prompts
negative behavior (dismissal).
Indicates a flaw in the system
stimulation.
The main disincentives of the staff
Lack of important information from staff.
Failure to use any of the employee's skills,
which he himself values.
Violation of an unspoken contract.
Ignoring ideas and initiatives.
Lack of a sense of belonging to the company.
No changes in the employee's status.
Lack of recognition of achievements and results from
sides of management and colleagues.
Unfair punishment.

Purpose of activity

In the aggregate, the need, motive, incentive, determining
human behavior aimed at achieving
a specific purpose.
The goal is a conscious result, for which in
at the moment, the action associated with
activities satisfying
actualized need.
When the goal is achieved, satisfying the need can
be complete, partial, or negative.
In case of a positive result (satisfaction)
the person is inclined to repeat the given behavior in a similar
situations in the future. Behavior leading to
negative result is avoided.

Emotions

Emotions are a subjective manifestation of need-motivational processes, they signal the progress
implementation and satisfaction of needs.
Activity is always accompanied by emotions (does not exist
“Unemotional motives”).
Especially important for the study of work motivation
emotions of success-failure (joy, confidence, hope,
surprise, grief, regret, despondency, anxiety).
Among all the elements of the motivational structure, it is
employees' emotions are most convenient for
observation. But in order for the leader to be able to assess
the level of satisfaction of the subordinate in the process
work activity, he must have the skills
"Reading" people.

Motivation and incentive system

System
motivation
System
stimulating
Attraction
Anchoring
Retention
Education
Monitoring
needs

Employee engagement

Salary size, availability of bonuses, participation in
arrived.
Business reputation, company status on
market.
Job title.
Terms of reference.
Career.
Corporate infrastructure.
Office location.
Compliance labor standards and etc.

Retention

Skills development programs
and career.
Lending, deferred payments.
Providing benefits taking into account
length of service.
Compensation for inflationary
tax losses.

Staff retention program

Analysis
situations:
Questioning;
Causes
layoffs
Loosen up and
to eliminate
Factors
binding
eager
employees
Strengthen
and stabilize
Conversations;
Seminars;
Study
image
enterprises
results
fixing:
-
Decrease
-
Reduction
number
passes and
absenteeism;
-
fluidity
frames;
Gain
attachment to
enterprise

Motivation of effective work of performers

Level adequate to market conditions
Salary, social package.
Clearly written tasks.

manager.
Lack of "leveling"
inequities in the wage system
Transparency of the wage system.
The relationship between the assessment of the employee's work and
the activities of the unit.
Side control style
immediate superior.

Motivation of effective work of middle managers

Decent salary level, social
package.
Clearly defined tasks of the unit.
Delegation of authority from outside
top manager.
Compliance with the management hierarchy
(lack of "jumping" over them
head).
The presence of leverage on
subordinates.

Motivation of effective work of top managers

Business participation.
Option.
Self-realization through business.
Business responsibility.
Pension plans.
Partnership with
owner.

The essence of the option

Manager's right to
a certain period (from one
years to several years) buy software
fixed price certain
the number of shares in the company and
sell at market prices
quotes.

5 types of motivation according to V.I. Gerchikov

Motivation type
The main motive
Instrumental
"I can make money"
Professional
“I can use my
knowledge and experience"
Patriotic
“I feel needed
team "
Master's
“I can decide on my own
what and when should I do "
Unattainable
(avoidant)
Habitual work,
stability

1. Instrumental type

Interested in the price of labor, not his
content;
The validity of the price is important, not
wants handouts;
The ability to provide
your life on your own.

2. Professional type

Interested in the content of the work (not
agree to uninteresting for him
work, no matter how much they pay for them);
Are interested in difficult tasks -
the possibility of self-expression;
Considers freedom in operational
actions;
Professional recognition is important as
the best in the profession.

3. Patriotic type

An idea is needed that
will move it;
Public
confession;
The main award is universal
recognition of indispensability in
the firm.

4. Master's type

Voluntarily
takes on
myself
responsibility
b;
Characterized by
I'm aggravated
requirement

5. Insufficient (avoidant) type

No matter what kind of work you do, no
preferences;
I agree to a low payment, provided
so that others do not receive more;
Does not seek to improve qualifications,
counteracts this;
Low activity and opposition
activity of others;
Low responsibility, aspiration
pass on to others;
Striving to minimize effort.

Forms of incentives

1.Negative
Fines, punishments, threat of job loss
2.Cash
Salary, all types of premiums and allowances
3.Natural
Car, phone, provision
housing
4 moral
Diplomas, badges of honor, awards (20
thousand)
5 paternalism
Additional social and
health insurance, conditions
recreation
6.Organizational
Working conditions, its content and
organization
7.Participation in co-ownership and management

Correspondence of motivational types and forms of incentives

Forms
stimulating
Motivation types
Instr.
Prof.
Patr.
Household.
Unreached.
0
-
+
–
Base
Base
+
0
+
0
Natural
(Social package)
+
0
+
0
Base
Moral
-
+
Base
0
0
Paternalism
-
-
+
-
Base
Organizational
0
Base
0
+
–
Participation in
co-ownership and
management
0
+
+
Base
–
Negative
Cash

Difficulties in developing a motivation system

Lack of understanding of the meaning of motivation
staff;
The predominance of the "punitive" system
staff motivation;
Expectations and interests are not considered
employees;
Significant interval between receiving
result and encouragement;
There is no monitoring of the motivation system;
Lack of support for the motivation system;
Lack of information on staff
factors of motivation;
Instability of the motivation system.

The ratio of the concepts of "motivation" and "stimulation"

Motivation
(internal)
Motivation through
appeals to the sublime
needs, orientation
for personal reasons,
motivating the employee
act. Source
motivations are
needs as internal
mental mechanism.
Stimulation
(external)
External influence on
workers with the aim
direct influence
on the results of work and
revitalizing
workers. Appeal to
primary needs.
The stimulus is given from the outside.
5

Motivation theories

Substantial theories of motivation:
theory of motivation A. Maslow,
D. McClelland's theory of needs,
F. Herzberg's two-factor theory,
needs theory ERG theory
(existence, connection and growth) K. Alderfer.
Procedural theories:
V. Vrum's waiting theory,
S. Adams theory of justice
the Porter-Lawler motivation model.

Structural elements of labor motivation

Motive -
Stimulus-
internal
motivation
Target-
external
motivation
desired
result
Reward-
Values-
what the person thinks
valuable
set of standards and
evaluation criteria
human
3
Need for something
Valuable
orientation stable attitude towards
material and
spiritual benefits and
values

Definition of labor incentives in the Labor Code of the Russian Federation

6
Definition of labor incentives in
Labor Code Russian Federation
Stimulus
additional to the wage
remuneration of employees for work, not
stipulated by labor obligations
(labor standards)
Stimulation
labor
establishment
specific
forms,
sizes,
conditions
receiving
remuneration for the formation
a certain
labor
behavior
employee
and
accruals
him
a certain amount of money
subject to the achievement of the target
installations supplied by the employer

Punishment
7
Limitation of authority and satisfaction
the needs of the employee, as well as the positive
rewards.
Forms of punishment
- verbal punishment (condemnation, remark);
- material sanctions (fine, deprivation of privileges);
- social isolation (neglect, ignorance,
group rejection).
Flaws
The short duration of influence, since punishment stimulates
activities (or restrain from unwanted behavior)
only for the period of their validity.

Abraham Maslow's pyramid of needs (American psychologist)

8
Needs
higher
level
Primary
needs

Needs theory by David McClelland (American psychologist, researcher of successful personalities)

Needs theory
David McClelland
9
(American psychologist, researcher of successful personalities)
Needs
top level
Need
in power
Need in
accessories
Need
in achieving
The scientist recommends to rely on the needs
top level

Frederick Herzberg's two-factor theory (American psychologist)

Effective
motivation
Motivational
factors
Hygiene factors
politics
company and style
management;
methods of monitoring
staff;
relationships with colleagues at
work;
the level of remuneration;
employee status in
organizations;
conditions and safety
labor.
achievement of the result;
success and recognition for
achievements;
interest in work;
responsibility;
professional
improvement and
career.
10

ERG - Clayton Alderfer theory
11
(American psychologist)
Needs
ERG
Need
existence
(Existence)
Social
needs
(Relatedness)
Need
growth
(Growth)
Survival
(physiological
well-being)
Significance
interpersonal
and social
relationships
Internal
striving for
development

Motives of staff turnover

The motives for staff turnover are the immediate reasons
encouraging employees to quit.
Personal motives
character
(move, change
marital status)
Dissatisfaction
quality of life
(impossibility
self-actualize,
dissatisfaction
needs)
Vocational qualification
motives
(inconsistency
position held)
Dissatisfaction
conditions inside
enterprises
(uncomfortable conditions for
workplace)
12

Methods of motivational influence on the personnel of the organization

Economic
(wage)
Disciplinary
(remark, reprimand,
dismissal)
Psychological
encouragement
(praise, censure)
Participatory
(collective acceptance
solutions, work in
team)
Target
(clear staging
goals)
Groups
methods
Extension
and enrichment of work
(new projects and technologies)
Eliminate negative
incentives
(positive motivation without
threats)
13

Non-material methods of motivation

Organizational
Socio-psychological
Participation of employees in the affairs of the organization
Development programs and career growth
Enrichment of the content of labor
Creation of favorable conditions for work
Delegation of authority
Development of corporate culture principles
Public recognition of the merits of employees
Congratulations on successes and anniversaries
Photo on the board of honor, booklets, etc.
Respect, trust, approval and support
Negative reinforcement (censure)
Visiting by managers of workplaces
best employees
14

Types of intangible incentives

Intangible incentives
(non-monetary remuneration)
Official
confession
merit
Participation in
management
Organizational culture
Psychological climate
Possibilities
for
creativity
Change
status
employee
Style
management
Improvement
working conditions
15

Material methods of motivation

Discounts on
goods
company
Prizes
and bonuses
Payment
labor
Provide
basic
needs and
assessment of the contribution
employee
Household
services
Payment for treatment,
recreation,
learning
Material
help
Benefits and
Social package
Allowance to
salary
Percent
16

Ways to increase labor motivation

17
Ways to increase labor motivation
Material
stimulation
Intangible
stimulation
Improvement
quality
work force
Perfection
labor organization
Involvement in
control

Types of internal motivation according to V. Gerchikov

Commercial
(targeting
earnings, not
content and
working conditions)
Lumpensky
Master's
(low self-esteem and
low level
execution)
(striving for
achieving
results,
independence)
Patriotic
Professional
(commitment to
team and place
work)
(value - content
work difficult
tasks)
18

The structure of the personnel motivation system

19
The structure of the personnel motivation system
Personnel motivation system
Material
stimulation
Salary
Social package
Constant
part
(salary, tariff)
Incentives,
convertible
in money and
saving
funds
employee
(payment
rest, study
and etc.)
Variable
part
(awards, etc.
payments)
Intangible
stimulation
Formalized
incentives
Anchoring
the existing
position
(certificates, honorary
titles, etc.)
Orienting
on changes
(increase in
positions,
training, etc.)
Unformalized
-th incentives
Informal
Events,
raising
loyalty
(commitment)
to the organization
Management style
the head
(relationship
with an employee)

System development algorithm
staff motivation
20

21
Methods for studying staff motivation
Observation
Method
expert
evaluations
Problem analysis
organization
Testing and
questioning
Conversation and
interview
Methods
diagnostics
Speech analysis
and behavior
Experiment

The main sections of the staff motivation program

Purpose of the program
Employee categories
Program duration
Employee assessment criteria
System of incentives and penalties
Schedule of events
Responsibility for implementation
Program budget
22

Types of personnel policy

23
Types of HR policy
Stimulating effect - the use of various incentives for
increasing the interest of employees in productive work.
American scientist Frederick Taylor to create in workers
interest in high results of work tried to ensure
the relationship between work results and wages.
Motivational management is a powerful ideological activity
leadership within the organization and the actualization of selfless enthusiasm
workers. This approach is often prevalent in emerging
organizations due to their lack of a material base as the basis
stimulation.
Incentive impact and motivational management are the most
optimal approach. Such a policy is implemented by developed in all
relations between organizations in which a corporate
culture and the mechanism of distribution of material benefits of the organization.

Types of incentive payments to employees

24
stimulus
stimulus
stimulus
Supplements
Allowances
Compensation
Prizes
Bonuses
Commission
Participation in
arrived and
income
Participation in
joint stock
capital
Incentive pay - pay targeting an employee
to achieve indicators that expand and exceed the range
his duties under the basic rule.

Motivation system audit

Audit levels
Socio-economic assessment of the socio-economic
efficiency
motivation management
Socio-psychological assessment of motivational
the potential of workers
Organizational and technological assessment used in
organizing documents
and procedures
25

Motivational audit methods

Installation, expert interviews;
Analysis of current documentation;
Supervision of the work of managers;
Personnel questioning and testing;
Formalized description of procedures;
Statistical processing methods
results of needs studies
workers.
26

Classification of personality needs (according to A. Maslow)

Herzberg's two-factor model

F. Herzberg's theory of motivation

Motivation theory
Dissatisfaction
influenced by hygienic
factors:
Control method
Firm policy and
administration
Working conditions
Interpersonal
relationship
Earnings
Uncertainty about
stability of work
Impact of work on
personal life
F. Herzberg
Satisfaction
influence motivational
factors:
Achievements
(qualifications) and
recognition of success
Work as such
Responsibility
Promotion by
service
Opportunity
professional
growth

Motivation and stimulation

Motivation is the inner urge of a person to do something,
due to his existing needs and the presence of real
opportunities to meet them
Stimulation is an external encouragement of human activity, his
motivation to perform actions necessary to achieve the set
goals

Hierarchy of needs according to A. Maslow

Physiological Needs - Essential for Survival
Security needs - protection from mental and
physiological hazards from the outside world
Social needs - a sense of belonging or komulibo, feelings of social interaction, affection and support
Respect needs - self-esteem, respect for personal
achievements, competence, recognition
The need for self-expression is the realization of your potential
opportunities and growth as a person

McClelland's Needs Concept

1. The need for power
Expressed as a desire to influence other people
It is characteristic of frank and energetic people who are not afraid
confrontation
Implemented through the management of other people
2. The need for success
Satisfied with the process of bringing the work to a successful conclusion
Characterized by moderate risk, a tendency to situations in which it is possible
take personal responsibility for finding a solution to the problem
3. The need for involvement
It manifests itself in the possibility of social communication and establishing
contacts
Characterized by interest in the company of acquaintances, establishing
friendships, helping others

Intrinsic motivation concept

Hackman and Oldham formulated a model work motivation founded
on the key characteristics of the work:
Skill diversity - the degree to which the job requires
a variety of activities involving the use of a number
various skills and abilities of the individual
Job Identifiability - The degree to which the job requires
completion of a specific task or its stage from beginning to end with
visible result
Significance of the engagement - the extent to which the engagement is material
impact on the life or work of others
Autonomy - the degree to which work provides real
freedom and independence
Feedback - the extent to which work assignments are completed
accompanied by obtaining direct and clear information of relativity
work efficiency

I. Adizes's concept

Each stage life cycle company, determines when and
in what ways is it necessary to motivate employees
For the same employee, the motivators may change from
the passage of time
Changes in motivators can change both spontaneously and in
as a result of purposeful actions of the head
Any motivational need has its own growth period, peak and
recession period

Herzberg's two-factor concept

Hygiene factors:
Connected with environment in which the work is carried out
By themselves, they do not cause job satisfaction and cannot
motivate a person to do something
In the absence or insufficient degree of presence, they cause
dissatisfaction with work
Motivation:
Associated with the nature and nature of the work
Lack or inadequacy of motivation does not lead to
dissatisfaction with work
Fully satisfying and motivating when available
employees to improve performance

Porter-Lawler concept

Lyman Porter and Edward Lawler's model contains 5 variables:
Effort expended
Perception
Results
Reward
Satisfaction
According to the Porter-Lawler model:
The results achieved depend on the efforts made by the employee, his
abilities and characteristic features, as well as awareness of his
role
The level of effort made will be determined by the value
rewards
A person satisfies his needs through rewards for
achieved results

V. Vrum's concept of expectations

Expectation theory emphasizes the importance of three relationships:
Expectations in relation to labor input - results (Z-R) - ratio
between the effort expended and the results obtained
Expectations for Results - Rewards (P-B) - Expectations
a certain reward or incentive in response to the achieved
results level
Value - the perceived degree of relative satisfaction or
dissatisfaction arising from the receipt of a certain
rewards
Motivation = 3-R * R-B * C

K. Alderfer's concept of needs

K. Alderfer identified three classes of needs:
The needs of existence are fundamental physiological
needs as well as security needs
Social needs - communication needs, group
belonging and respect from others
Needs personal growth- needs for self-realization, in
including participation in management
Unlike Maslow, who allowed a motivating effect
needs only during the transition from a lower need to a higher one,
Alderfer argues that such an impact can go in both
directions

Human relations concept

The motivation for work is determined primarily by the existing
organization by social norms, not physiological
needs and material incentives
The most important motive for high performance is
job satisfaction with good pay,
opportunity for professional growth, interesting content and
diversity
Important for motivation are social Security and care
about each person, informing employees about the life of the organization,
development of communication between hierarchical levels organization

William Ouchi's concept

5 key management features that contribute to
motivating employees:
Emphasis on the movement of information and initiative from the bottom up
Transformation of top management from a body issuing orders to a body,
decision-making
The use of middle management as an initiator and
driving force behind problem solving
Consensus decision making
Increased focus on employee wellbeing

P. Drucker's concept

The level of employee motivation in the company most of all
influences:
Compliance of employee values ​​with company values
Personal responsibility
Concentration on strengths employee
Work style

Myth
Reality
1. "The system of motivation - The system of motivation is a powerful applied
just a trendy toy "a personnel management tool capable of
help the company and its employees achieve
set goals. However, the system is effective
only works when it takes into account
interests of both the employer and employees

Myths hindering the development and implementation of personnel motivation systems

Myth
Reality
Openness of incentive schemes is essential
2. "Motivate -
means to manipulate ”is a condition of motivation. If the employee knows the system
in general, if he understands how to motivate others,
it is easier for him to understand the policy of the company, to evaluate it
Justice. However, in this case, speech
is about the schemes. Disclose real earnings
employees are unethical

Myths hindering the development and implementation of personnel motivation systems

Myth
3. "Motivate -
means to force "
Reality
In certain corporate cultures, such
the situation is the truth of life, but companies with
like corporate culture live "on
powder keg ", they always have the opportunity
"Armed uprising". Tough authoritarian
management style requires leaders
constant tough "counterintelligence" for
identifying employees who, behind the scenes
expressing dissatisfaction with the attitude of the management,
will "rock" the rest of the staff

Myths hindering the development and implementation of personnel motivation systems

Myth
4. “Motivate -
means to raise
salary "
Reality
Company hiring as employees
newcomers and young professionals and training them
at their own expense, is not at all obliged to pay them the same
the salary that a company pays for
position with the same name of people with
extensive experience, MBA and knowledge of three
foreign languages

Myths hindering the development and implementation of personnel motivation systems

Myth
5. "The system
incentives can
write off "
Reality
The motivation system only works if
if it is internally balanced and takes into account
all the unique features of the company and
functional duties of the motivated
staff

Myths hindering the development and implementation of personnel motivation systems

Myth
6. “Loyalty is possible
Buy for the money"
Reality
The level of wages is far from
the only factor in job satisfaction, and
this should not be neglected. Whatever
the employee's salary, after some
time will be short. Moreover, there is always
a company that is ready to offer the employee more

Active, constructive work behavior
ІІ
І
Avoidance motivation
Achievement motivation
ІІІ
IV
Passive, destructive work behavior

Typological concept of labor motivation V.I. Gerchikova

I quadrant
Labor efficiency is proportional
degree of satisfaction of motivational expectations
employee
II quadrant
Employee performance is fundamentally limited
task and the ability of the leader to prove guilt
employee in case of failure to complete the task
III quadrant The level of destructive reactions of the employee most often
comes down to passive labor behavior and "work on
rules "
III quadrant If organizational conditions work and system
incentives run counter to motivational expectations
the employee, the likelihood of his destructive
labor behavior

Employee behavior with varying degrees of motivation

Motivated employee - leads to almost identical
the planned growth of labor productivity, which remains in
for a certain time
Unmotivated employee - has a short-term impact on
increase in labor productivity, or does not give an effect at all
Demotivated employee - employee provides
short-term positive effect, and then its action
become protest

The nature of human motivation

The basis for the emergence of employee motivation is his
needs
Each employee has an individual set of needs,
accordingly, the motivation is individual for each
employee
Employee demonstrates high level motivation to work in
if in this work he sees real opportunities
satisfy your needs and achieve your goals
Motivating the same employee can over time
change like his needs

Types of needs

Primary needs universal prerequisites
for human survival
Need for water
Need for food
The need for security
The need for housing
The need for rest
Secondary needs needs based on
individual preferences and
human aspirations
Need for Achievement
Need for recognition
The need for self-expression
Need for implementation
The need for belonging
The need for creation
The need for patronage
The need for dominance
The need for autonomy
Need for support
The need for knowledge
The need for impressions

Manifestation of human needs

Needs are expressed in ...
Typical behavioral tendencies or reactions
Typical modes of action
Seeking Opportunities and Avoiding Adverse Opportunities
Characteristic emotions and feelings
Satisfaction with achieving a certain result
Dissatisfaction with failure to achieve a certain result

Three levels of intrinsic motivation development

Situational. The emergence of intrinsic motivation is determined
Situational value. The emergence of intrinsic motivation on this
Subject-value. Intrinsic motivation becomes
the ability of the activity to meet the needs for
self-determination, competence and meaningful relationships
level is possible even when the activity is not satisfied
all named psychological needs. You just need to
the activity was meaningful to the person
personal property. Self-determination needs,
competence and meaningful relationships become values ​​Ensure successful experience
Ensure that the incentives are consistent with the difficulty of the completed task
Use not only material, but also verbal encouragement
Involve staff in a variety of activities
Involve staff in the decision-making process
Set realistic goals for staff, commensurate with the possibilities
Help the person figure out their strengths and weaknesses
Outline, together with a subordinate, a phased strategy for achieving goals

Indicators of high employee motivation

The amount of time devoted to work (How much work
staff?)
Effort (How passionate are employees?)
Focus (How hard are employees working?)
Job satisfaction (How satisfied employees are with their
work?)
Future plans (Are employees going to stay with the company?)
Striving to achieve better results (Do employees work for
level of your abilities?)
Voluntary contributions to work (Do employees undertake
additional responsibilities?)

Employees have difficulty motivating if ...

You have to monitor subordinates in order to make sure that
they really work
Your people don't care about improving their skill and rarely do
conclusions from their mistakes
You are the only one who takes serious issues seriously
You get the feeling that your employees think that
deserve more pay and promotion just because they
come to work and perform the minimum of their duties
Your employees are cynical about most of the incentives your company uses
Your subordinates seem to "support" the new
initiatives just to "please the bosses"

Demotivation factors according to A. Maslow

Physiological
Absence good conditions labor
Lack of a stable salary
Inconvenient mode of operation
Safety
High stress loads
Unpaid social package
Employment policy presupposes downsizing
Relationship
accessories
Conflicting relationships between colleagues at work
Obstacles to informal activities in
within the company
Lack of corporate traditions
Self esteem
Disrespectful work
Lack of career advancement
Lack of recognition of achievements and results from
sides of management and colleagues
using any of the employee's skills,
Self-actualization Not
which he himself appreciates
Ignoring employee initiative and ideas
Lack of professional and personal growth

Stages of decreasing motivation

Confusion - the employee ceases to understand what he needs to do and
why is his work not going well
Irritation - the employee begins to feel irritated due to
feeling powerless
Dual Role (Subconscious Hopes) - Employee
identifies the leader as the culprit of the difficulties that have arisen for him
Disappointment - the employee believes that if he skips his
responsibilities, the leader will pay attention to him and try to him
help in the difficulties that have arisen
Loss of willingness to cooperate - there is no longer a struggle for
maintaining interest in work, and trying to maintain self-esteem
Final - the employee either moves to another place, or
begins to treat work like hard labor

Signs of employee loyalty to the company

Helping other colleagues during their absence
Voluntary consent to do activities outside the circle
job responsibilities
Helping other employees if their workload increases
Providing personal resources for the use of colleagues (contacts,
acquaintances, connections, resources, etc.)
Making improvement proposals to improve quality
work of the whole department
Punctuality, high quality work
Taking care of the company's image
Respect for the rights of others
The employee does not abuse his rights and privileges

Loyalty types

Loyalty to its working group... Desire to work here and now with
by this command
Loyalty to their superiors and senior managers.
Trust, unconditional support of the manager
Loyalty to its functional activities... Clear
motivation to perform the chosen professional function
Devotion to the profession. Psychological ability to identify
yourself with your profession
Loyalty to the company as a whole. Absolute identification with
company, its brand, participation in its work
Loyalty to investment. Employees invest their
labor and knowledge
Loyalty to values ​​or goals. Employees feel complete
alignment of their personal goals or values ​​with goals and values
company

Loyalty myths and facts

Myth
Fact
Employee behavior can
interpret unambiguously - for example, if
there is a high level of criticality,
cynicism and negativism towards
colleagues, we can talk about
demotivation
Lack of signs of demotivation and
detachment does not indicate
loyalty, as well as the lack of those
or other criteria of loyalty are not
indicates disloyalty
The longer the employee works in
company, the higher the level of its
loyalty
In companies on a long-term basis
employees can work, just
making money
The most loyal young employees
connecting their future with the company
More loyal senior employees
age

Loyalty myths and facts

Myth
Fact
Loyalty to the company and "internal
marketing "for employees stands on
last place in terms of influence on
loyalty of employees
How employees perceive
dedication to the organization
relation to them, directly affects
on their satisfaction and
company commitment
It is necessary to maintain only on
adaptation stage, after the employee does not
needs some kind of care
The more support is felt
staff from management and
colleagues, the more dedication they
show

Loyalty myths and facts

Myth
Fact
Than a versatile activity
the more interesting it is for the employee to work,
hence, he is more loyal to
company
The more varied and
different types of tasks are performed
employees, the lower their dedication
In the issue of loyalty, gender
differences do not matter
The more women enter
the team, the lower the level
devotion among men than
the more men are included in the group, the
higher level of female dedication

Loyalty forms

Emotional loyalty
Cognitive loyalty
Comes from the heart and is associated with such
instincts like loyalty to the family,
old friends or religious
traditions
The employee evaluates not only what
what will he have to do in the company,
but also pays attention to how he
will do it
There is usually enough
early, at the stage of selection, as well as in
for the first few months
work
Comes with time, experience and
the ability to give a logical assessment
events
The employee evaluates how
the company satisfies its main
needs and promotes
professional growth and development
Occurs when an employee has
it becomes possible to apply
your personal skills and talents

Employee classification according to their motivational level

Employee
Motivated
Experienced
Personally
mature
Personally
immature
Stimulated
Inexperienced
Personally
mature
Personally
immature
Experienced
Personally
mature
Personally
immature
Inexperienced
Personally
mature
Personally
immature

Motivated behavior
employees
Behavior stimulated
employees
Proactive, striving to take
the situation in your own hands, and not wait,
while they are asked about it
Reactive, allow other people
and situations to decide for yourself
Aimed at obtaining outstanding
results and have a reputation
people who know how to achieve the goal
Strive to maintain the status quo and not
interested in doing
more than is required of them
Able to work with any style
guides, in a different atmosphere and
conditions, in many and in different
companies, thanks to which
succeed in any
positions
May succeed in some
divisions of the company, but it is unlikely
can be successful with
different leadership styles

Behavior of motivated and incentivized employees

Motivated behavior
employees
They work successfully in a team, they can
be interested in success
teams more than their personal
Behavior stimulated
employees
Not team players, as
focused primarily on
myself
Constantly evolving and
Do not fulfill targeted
cultivate with a goal
actions for their own development and
provide yourself with more opportunities for self-improvement
Constantly strive
improve products or
processes
Perform actions that
beneficial to their own career
and consistent with their personal
requirements
Strive to develop other people and
bring out the best in them
Show no interest in
developing other people

Experienced
Inexperienced
Reach goals on their own
Need constant support
on the way to achieving the goal
Use effective methods
achieving results
Experimenting with ways and
methods of achieving results, for
identifying the most effective
of them
Make a minimum of mistakes
standard processes are reliable
May make mistakes even when
performing standard processes

Experienced and inexperienced employee behavior

Experienced
Inexperienced
Have a lot of volume
practical skills in their field
activities through which
can form their own
theoretical knowledge
Enjoy, in best case, only
theoretical knowledge on
which they are trying to
build practical actions
Able to advise and train
other staff
Need advice and
training by other employees
Strive to improve
in-progress processes
Strive to improve their
skills for quality performance
processes

Mature
Immature
Strive to have great
degree of freedom in order to
be personally responsible for what they do
Feared a high degree of freedom
and too much responsibility
We are ready to take full responsibility
for their successes and mistakes, reasons
they are looking for failures, first of all, in
myself
Tend to shift or
“Dilute” responsibility, seek
the reasons for their failures in other people
or circumstances
Know exactly what is best for them and what
unnecessarily where to send your
efforts, and what is better to let go of
drift
Chaotic in the choice of interests and
priorities, do not fully understand
your zone of influence and opportunities

Behavior of mature and immature employees

Mature
Immature
Confident in their capabilities and
know exactly their limitations,
adequate in self-esteem
They often exhibit distorted
idea of ​​their strengths and
weaknesses, have inadequate
self-esteem
Seeking feedback
connections from other people like
development tool, in greater
degrees interested in obtaining
criticism than praise
Critics are afraid, not always
react to it adequately,
need constant praise and
support
Make decisions and evaluate
themselves based on their own
criteria
Assess themselves and accept
decisions based on criteria and
opinions of other people

Behavior of mature and immature employees

Mature
Immature
Are able to express directly and openly
your opinion, confident and convincing
when defending your position
Are prone to silence
veiled and vague
when expressing thoughts, in controversial
situations can be aggressive
or, conversely, passivity
Interpersonal
relationship from performance
The quality of the work results of colleagues
affects the attitude towards them and vice versa
Know their goals and live in harmony with
own values
Have no long-term goals
prone to double standards

Working with incentive employees

Mature / Experienced

rewards
Mature / Inexperienced
The most pronounced need is interest,
safety
Immature / Experienced
The most pronounced need is
recognition, respect, status
Immature / Inexperienced
The most pronounced need is
affiliation, networking

Working with motivated employees

Mature / Experienced
The most pronounced need is
self-realization and self-expression
Mature / Inexperienced
The most pronounced need is
achievements
Immature / Experienced
The most pronounced need is
recognition and respect
Immature / Inexperienced
The most pronounced need is
affiliation, establishing contacts,
recognition and support

"Motivational cards"

A "motivational map" is a specific set of factors that
increases the efficiency of a person's work, contributes to his growth
job satisfaction due to the fact that the organization of the work
activity corresponds to his internal needs or motives,
who are currently not satisfied or require
satisfaction

Benefits of "motivational cards"

Helps to assess the employee's compliance with the requirements of the position and
company policy
Optimize the use of human resources
Create a competitive advantage
Increase the efficiency of personnel and the company as a whole
Promote employee loyalty to the company

The motivational sphere is quite dynamic:
the meaning and influence of individual motives changes with time and age
(depending on circumstances and people's influence)
Activity is motivated not by one, but by several motives:
the more motives determine the activity, the higher the overall
level of motivation
Much depends on the driving force of each motive: sometimes
the strength of one motive prevails over the influence of several
motives. In most cases, however, the more motives
actualized, the stronger the motivation

Dynamism of the hierarchy of motives

The overall level of motivation depends on ...
The number of motives
which encourage
activities
Updates
situational
factors
Motivating force
each of these
motives

Methods for identifying employee motivators

Psychodiagnostics - tests that determine work motivation
S.T.A.R. technique (Situation, Task, Action, Result) - building open
questions that provide the following information: what is the situation or
the task the employee faced, what actions were taken, what
obtained as a result of these actions
Projective questions are questions structured in such a way that
offer the employee to evaluate not himself, but some character or people
generally
Cases - building certain situations, after which the employee
it is proposed to describe the model of your behavior or solution of the situation
Questionnaire - self-assessment by the candidate of their leading motivators

Motivation type
Description
The work is considered
only as a source
Instrumental earnings and other benefits
Payment features
Piecework, according to achievements
results, taking into account
quality of the
work
The employee appreciates the work
Time based
its content,
taking into account the differences in
Professional opportunity to prove yourself to the level of qualifications
workers or in
particularities of the
jobs (positions)

Formation of material incentive systems for employees with various types of motivation

Motivation type
Description
Payment features
Patriotic
Based on belief
employee in his
needs for the company
Accounting-based
labor contribution
employee in general
results of work
divisions and companies in
the whole
Master's
Employee acceptance
take responsibility
for the work performed
Piecework or time-based
payment based on results
individual or
permanent team
composition

Formation of material incentive systems for employees with various types of motivation

Motivation type
Description
Based on belief
employee in his
needs for the company
Patriotic
Payment features
Timed with
wage dependency
from labor costs, but better
from overall results
the work of the unit
or the whole company

Three facts about material incentives for employees

Material incentives do not always work: for example,
young employees who do not have their own family and are not professionally
determined, can appreciate the opportunity more high earnings
have free time
Wage satisfaction does not depend on size, but
from social justice: equalization in pay is an obstacle
maintaining and strengthening work motivation
Salary is not a significant factor affecting
complex attitude of the employee to the company: the majority
people prefer the company in which they operate
numerous benefits than companies that pay more

Ways of non-material incentives

Schedule-related benefits
Material non-financial rewards
Corporate events
Appreciation
Change of status
The movement of information in the company

Special functions of the benefit system as an incentive mechanism

Determination of employee statuses: each status is "assigned"
certain benefits
Maintaining expectations: perks and privileges act as
the employee's expected personal goals. But satisfied expectations
lead to a loss of social activity, therefore an important tool
is to maintain expectations
Preservation of the state of addiction: addiction derives from
expectations. The stronger the expectation of a team member who can
satisfy the leader, the higher his dependence, and therefore
authority of the leader

When using psychological incentives, one should proceed from
goals and objectives of the company: choosing certain methods
incentives, attention should be focused on those who
will stimulate the necessary behavior of the employee
It is necessary to understand that the lack of psychological
incentives from the head in most cases
subordinates perceived negatively, because after several times
receiving psychological stimuli, they begin to be perceived as
due
The manager must be clearly aware that the use of
psychological stimulation spends much of it
personal resource, therefore, it is necessary to understand in what
situations can be allowed to use it, and in which not

Principles for the use of psychological incentives

When applying psychological stimulation, it is necessary to take into account
the employee's readiness to adequately perceive the proposed
executive incentive
It is important to be aware that if a manager is using
psychological stimulation in the presence of other employees,
situations of comparison are possible in which one employee can
feel uncomfortable, for example, from the fact that his work did not deserve
praise from the head
The leader should not project his
needs for psychological stimulation

Algorithm for creating positive motivation

Imagine the situations you want to motivate,
sensory obvious: what is visually visible, audible, felt and
tangibly
Use in speech more pictures and illustrations: thesis - illustration
Describe the problem with compelling pictures and intelligible

1. Stimulation of labor activity, its essence and content. 2. Incentive principles 3. Functions of labor incentives 4. Types of labor activity incentives 5. Special types of labor incentives for those employed in the economy 6. Incentive methods.7. The main forms of incentives 8. Requirements for the organization of labor incentives 9. The mechanism of labor incentives.10. Features of labor incentives for the present stage economic development. PLAN:

Stimulus (lat. Stimulus - a goad, a drive, a pointed stick that was used to drive animals) is an external urge to action, a push, an incentive. A stimulus is such an impact by one person on another, which prompts him to directed action, the necessary initiator of the impact. Stimulation of labor is some kind of external motivation, an element of the labor situation that affects human behavior in the world of work, it is a kind of material shell of staff motivation. Incentives for personnel are external levers for activating personnel, that is, motivation with the help of material incentives.

In the broad sense of this concept, it covers everything that is used in management, methods of motivation, influence, reward, including administrative, economic (material), and socially regulatory. Administrative methods of stimulating labor affect the individual, the group through orders, tasks, etc. In a narrow sense, "labor stimulation" actually coincides with the social regulation of labor - social motivation labor behavior, when the motivation for activity is carried out through the satisfaction of various needs of the individual, social group or work collective.

8 cash payment that compensates for the lag of the level of wages from the level of prices additional charges for high labor potential or for the performance of work of particular complexity or intensity compensation for increased labor consumption in unfavorable conditions The following types of material payments differ in economic content: the level of remuneration of a given quality guaranteed by society for the fulfillment of the established labor measure Material assistance Allowances Supplements Tariff rates

Incentive bonus payments depending on personal contribution additional days off paid vacation bonus for absence of absenteeism preferential meals gifts and so on deprivation of bonuses and bonuses Reducing the amount of wages for absenteeism and the like 6. Methods of incentives. punishing. Note Transfer to a lower-paid job

Incentive form Main content 12 Wages (nominal) Wages of an employee, including basic (piecework, time-based, salary) and additional wages Wages (real) Provision of real wages by: 1) increasing tariff rates in accordance with the minimum established by the state ; 2) the introduction of compensation payments; 3) indexation of wages in accordance with inflation

Continuation of the table Bonuses One-time payments from the company's profit (remuneration, bonus, additional remuneration). Abroad, these are annual, semi-annual, Christmas, New Year bonuses, usually associated with the length of service and the amount of salary received. Profit Sharing Profit Sharing Payments are not a one-time bonus. The share of the profit from which the incentive fund is formed is established. It applies to the categories of personnel that can really affect profits (most often these are management personnel). Payment of transport costs or maintenance by own transport Allocation of funds for: 1) payment of transport costs; 2) purchase of transport: a) with full service (transport with a driver to management personnel); b) with partial servicing of persons associated with private travel. eleven

Continuation of the table Catering Allocation of funds for catering at the company; payment of subsidies for food Scholarship programs Allocation of funds for education (covering the cost of education on the side) Training programs for staff Coverage of the cost of organizing training (retraining) Health care programs Organization of medical care or contracting with medical institutions... Allocation of funds for these purposes Housing construction programs Allocation of funds for home construction or construction on a share basis

Continuation of the table Life insurance Insurance at the expense of the company of the employee's life and for a symbolic deduction - of his family members. Temporary disability payment programs Coverage of temporary disability expenses Medical insurance Both the employees themselves and their family members. Associations for obtaining loans Concessional loans for housing construction, for the acquisition of goods, services, etc.

14 is a form of implementation by workers of the role of the owner of production, contributes to the expansion of publicity, awareness, creates preconditions for increasing social justice in distribution relations in the team involves the use of different incentives in relation to different groups workers and individual workers. For some social groups the size of the remuneration is especially important, for others - at a certain stage of life - public praise, for the third - promotion through the career ladder, for the fourth - rewarding with a tourist voucher implies regular revision existing conditions incentives in accordance with changes in the organizational, technical and socio-economic conditions of work, the constant diversity in the incentives used, which does not make it possible to get used to them and thereby reduce the effectiveness of incentives allows you to give public appraisal labor of workers, contributes to the formation and maintenance of a good psychological climate in the team. Therefore, it is necessary that each employee knows for what and why a particular member of the team is encouraged or punished requires that encouragement or punishment follows the action as soon as possible Differentiation Publicity Flexibility Efficiency Participation of workers in the organization of incentives

In the context of the development of market relations, one of the most important elements of the mechanism of enterprise functioning is the stimulation of labor. The transition to the market requires a qualitatively new approach to the organization of wages at enterprises, the creation of a motivational mechanism for the labor activity of workers.

In the early stages of the development of society, non-economic compulsion to labor dominated, based on direct violence or personal subordination of the worker to the owner (for example, the relationship between a slave and a slave owner, a serf and a landowner). With the development of the economic system based on wage labor, economic compulsion to work became widespread. No one is forcing anyone to work by force, but a person is forced to take a job in order to support himself and his family. Since hired labor is always labor for another person, the owner of the means of production, the latter applies different methods and ways to improve the efficiency and labor activity of workers.

Since the most effective is self-labor, then in recent times methods of labor stimulation have become widespread, associated with the transformation of an employee into a co-owner of an enterprise or a firm by transferring or selling part of the enterprise's shares to him, accruing part of the income or using other forms of profit sharing.

Substantial theories of motivation are based on identifying those internal motivations that make people act this way and not otherwise. Procedural theories are based on how people behave, taking into account their perception and cognition. Both types of theories include general basic concepts: 1) needs or need for something. Needs are primary (physiological) - for food, clothing, etc. and secondary (psychological) - in success, respect, power. 2) the behavioral manifestation of needs is motivation. 3) reward - everything that a person considers valuable to himself. Substantial theories of motivation are based on identifying those internal motivations that make people act this way and not otherwise. Procedural theories are based on how people behave, taking into account their perception and cognition. Both types of theories include general basic concepts: 1) needs or need for something. Needs are primary (physiological) - for food, clothing, etc. and secondary (psychological) - in success, respect, power. 2) the behavioral manifestation of needs is motivation. 3) reward - everything that a person considers valuable to himself. An incentive is often characterized as an impact on the employee from the outside (from the outside) in order to induce him to effective operation... There is a certain dualism in the stimulus. The dualism of incentive lies in the fact that, on the one hand, from the standpoint of the administration of the enterprise, it is a tool for achieving the goal (increasing the productivity of workers, the quality of the work they perform, etc.), on the other hand, from the standpoint of the employee, the incentive is the opportunity to obtain additional benefits (positive incentive) or the possibility of losing them (negative incentive).

When stimuli pass through the psyche and consciousness of people and are transformed by them, they become internal incentives or motives for the employee's behavior. Motives are perceived incentives. Stimulus and motive do not always agree with each other, but there is no “ wall of china". These are two sides, two systems of influencing the employee, encouraging him to take certain actions.