Labor safety depends to a large extent on the motivation of employees. Among the directions for improving the state of safety related to the human factor, the following can be noted:
- development of control systems for technological discipline to eliminate the human factor;
- development is fundamentally new system management of occupational safety and health protection based on risk management taking into account the human factor;
- development of innovative training complexes and personnel training methods in order to reduce the influence of the human factor on reliability and safety.
According to a broad interpretation, the human factor determines the limitations of capabilities or errors that occur due to the fact that the psychophysiological characteristics of a person do not always correspond to the level of complexity of the tasks being solved. The human factor includes conditions arising from the interaction of a person and technical systems... The reluctance of an employee to comply with safety regulations that can lead or lead to injury can also be attributed to a human factor. The research results presented in the article determine the main reasons industrial injuries in structural units JSC "Russian Railways":
- organizational (52.2%);
- the human factor (31.5%);
- impact external environment (6,0%);
- technical (5.9%);
- educational (4.4%).
The data indicate a significant predominance of organizational reasons in injuries, followed by the impact of the human factor, which together make up 83.7%. The influence of organizational reasons on industrial injuries is indirectly related to the human factor, as it is determined by the activities of managers and performers of work. It is now generally recognized both in the scientific literature and in practical activities that efficiency labor activity(including the employee's orientation towards safe work) is predetermined by the level of professional and behavioral competence (Fig. 1). In turn, behavioral competence is determined by the state of employee motivation. Depending on the ratio of the level of professional and behavioral competence, the following groups of workers are distinguished (see Fig. 1).
1. Full compliance is an ideal case when a specialist has the required level of functional competence and is motivated to work, which is expressed in behavioral competence.
2. Formal compliance exists when the functional competence of the individual coincides with the requirements of the position and low behavioral competence of the employee.
3. Complete inadequacy means a low level of both functional and behavioral competence.
4. Compensatory compliance assumes that the employee can compensate for a low level of functional competence with a high level of behavioral competence (since in this case
motivation can effectively compensate for the lack of, for example, knowledge and experience, such workers demonstrate a willingness to perform unfamiliar work, learn new things, overcome difficulties that would not arise for a specialist with high professional competence). The considered options for the relationship between the professional and behavioral competence of an employee have a direct impact on the state of labor safety.

Rice. 1. The ratio of the level of professional and behavioral competence of an employee

Managing safety motivation

The study of the problems of motivation for the safe labor activity of workers while observing the requirements of labor protection was carried out at the department of "Management in social and economic systems"USUPS within the framework of the advanced training program for various categories of managers and specialists of railway transport enterprises" Psychology of labor safety and management of employee motivation for safe work. " Keeping motivation management high level labor safety is aimed at the formation of personal and group long-term interests and appropriate attitudes towards unconditional interested compliance with labor protection requirements, as well as appropriate behavior in hazardous industrial situations.
In the Methodology for assessing the influence of the human factor on the occurrence of a case of injury, three main categories of causes of violations of labor protection requirements are identified:
- category M - violations of the motivational part of actions are manifested in unwillingness to comply with labor protection requirements, deliberate violation of rules, instructions and work technology;
- category O - violations of the approximate part of the actions are manifested in ignorance of the rules, instructions, norms and methods of their implementation, including due to the lack of the employee's necessary information about the organization of work and changes in the conditions for carrying out work;
- category I - violations of the executive part is manifested in the failure to comply with the rules, instructions, norms due to the mental and physical capabilities of a person's work.
The initial stage of reducing the level of industrial injuries is the analysis of the existing causes of hazardous actions of workers, which allows further specifying measures to minimize the impact on the employee of the identified causes. Table 1 summarizes the most common causes of hazardous actions by an employee (identified by us during seminars and discussions with students of advanced training programs), which are grouped in accordance with the Methodology.

Table 1 The main groups of causes of hazardous actions of workers and proposed management tools

Groups reasons for in accordance with the Methodology	The most common reasons for unsafe actions worktoe	Yingmanagement tools, allowing minimitate influence reasons
A. Doesn't know how. The employee does not possess the knowledge necessary for this work, the appropriate skills, methods, techniques, methods of work.	Low level of professional competence. Lack of practical experience. Ineffectiveness of training.	Improving the institution of mentoring. Usage innovative forms training, instruction, control of knowledge and skills. Improvement of the system of professional selection of personnel.
B. Not wants. The employee is able to perform efficiently and safely this work(operation), however, he has no desire to comply with safety requirements, i.e. there is no motivation, the psychological attitude to comply with these requirements is not developed.	The predominance of elements of punishment in the system of employee motivation. Problems in relationships with a leader (authoritarian management style) or colleagues. Frequent performance of duties in excess of the job description. Ineffective (over or under) control. Lack of a clear distribution of responsibility between employees. Low wage, biased reward system.	Actualization and creative rethinking of the existing system of motivation for the needs of employees of a particular organization. Identifying and rewarding employees with a high level of motivation. Improving the system of professional selection of personnel. Improving the efficiency of the system of organization and remuneration. Organization of employee feedback with managers.
IN. Not mstandbyno. The employee is in such a physical or psychological state that, despite skill and desire, he allows a dangerous action.	Bad feeling. Unfavorable emotional and psychological state of a person. Psychophysiological characteristics of the employee (fear, absent-mindedness, poor memory, slowness of psycho-motor reactions, etc.).	Improving the moral and psychological climate in the team. Development of measures aimed at preventing such negative phenomena among employees as the occurrence of a state of severe stress (distress) or professional burnout. Development of a program of work with families of violators of labor protection requirements. Search for reserves for improving the organization of labor. Improving the system of professional selection of personnel (taking into account the psychological compatibility of employees).
G. Not provided. The employee does not perform the prescribed action because he is not provided necessary conditions(tools, materials, devices, information, etc.).	Lack or inadequate quality of personal protective equipment. Imperfection or non-compliance with the technological process. Deterioration of machines, equipment, mechanisms. Lack or inadequate quality of tools and materials. Unfavorable working conditions. Lack of time (rush). Lack of information on the organization of work and changes in the conditions of work.	Search for reserves for improving the organization of production and organization of labor. Improvement of the system of material and technical support of the enterprise. Involvement (study of opinions) of employees when making decisions on the choice of personal protective equipment, tools, etc. Improving the efficiency of the information support system.

The level of employee motivation is most pronounced in group B - “Doesn't want to”. As you know, the initial attribute of a person's motivational state is the awareness by himself and the leaders of the employee's needs, which can be satisfied in work. Among the reasons identified by us for the presence of problems in the motivational sphere, we will point out the following.
1. Lack of comprehensive scientific research to study the real needs of various categories and groups of employees of the organization, the degree of their satisfaction, etc.
2. The motivation system is not adapted to the specific needs of workers in specific groups. All employees of Russian Railways know the system of corporate values ​​(what the organization expects from them). However, the needs of specific people (what people expect from the organization) are not always taken into account in the motivation system.
3. Employees are not sufficiently informed about the elements of the system of motivation in the organization and do not use all its possibilities. To study the needs of employees of the organization, various methods can be used, the choice of which depends on the purpose of the study.
The methodology of K. Zamfir as modified by A.A. Reana is based on the concept of the relationship between internal and external motivation. A wish active action participating in certain work arises as a result of either internal personal motives (determination to achieve something, activity, initiative, etc.), or on the basis of external factors (influence of leadership). In this case, the positive effect of external
factors is achieved if it is aimed at satisfying the internal needs of a person.
Internal motivation (intrinsic) is associated with the very content of the activity or the internal motives of the subject (for example, a person enjoys this activity). Intrinsic motivation can also include doing work without much desire, but under the influence personal qualities character: willpower and understanding that this work is so necessary on the path to success. Such an activity may be unpleasant, but a person will try to perform it, since internal high-level motives dominate in him. External motivation (extrinsic) is due to circumstances external to the subject. The main task of external motives is to induce the employee to take certain actions or certain behavior. External motives are divided into external positive and external negative. Positive motivation is based on positive incentives, such as increased productivity or sales, and in the context of our research, ensuring operational safety and meeting health and safety requirements. In the event of negative motivation, a person is restrained from unwanted actions, in particular, violations of labor protection requirements. In this case, the person's behavior is governed by the fear of possible troubles or punishment and the desire to avoid them. Motivation of the leaders of the Sverdlovsk railroad Within the framework of professional development programs, we used the indicated methodology to identify the main motives of the labor activity of the leaders of the Sverdlovsk railway. According to the methodology, it is possible to determine the level of severity of the three components of motivation professional activity: internal, external positive and external negative. The ideal ratio of the elements of the motivational complex:
intrinsic motivation> extrinsic positive motivation> extrinsic negative motivation.
Table 2 presents the quantitatively expressed values ​​of the main motives of labor activity of top and middle managers of the Sverdlovsk railway, obtained on the basis of a survey of 50 people.

Table 2 The main motives of the leaders of the Sverdlovsk railway

Types of motivesworkers	WITHednuiball in group 1 (16 people)	WITHednuiball in group 2 (16 people)	WITHednuiball in group 3 (18 people)	WITHednuiball for allgroups(50 people)	Rank znimportancemotive
Satisfaction with the process itself and the result of the work
Cash earnings
The possibility of the most complete self-realization in this particular activity
The need to achieve social prestige and respect from others
Seeking to avoid criticism from a manager or colleagues
Eagerness to avoid possible punishments or trouble
Commitment to advancement at work

In the first and third places among the identified motives for the work of managers are elements of internal motivation (satisfaction from the process itself and the result of work, the possibility of the most complete self-realization in this particular activity). At the same time, the desire to avoid criticism and punishment is in fifth and sixth places, which indicates their low significance. Thus, about half (40–60%, here the indicator varies depending on the group of students) of the leaders of the Sverdlovsk Railroad in terms of the level of motivation fit into the ideal ratio of the elements of the motivational complex (internal motivation> external positive motivation> external negative motivation), which indicates good motivational potential of transport industry managers.
An unfavorable ratio of elements of the motivational complex (external negative motivation> external positive motivation> internal motivation) is rare (5–10%). The provision of the necessary connection between external and internal motivation is realized with the help of such tools of motivational influence that allow using the internal motives of managers, for example, entrusting an employee with the performance of more complex, responsible or creative tasks. After determining the priority motives of workers' work, it is necessary to carry out a creative rethinking of the existing system of motivation in relation to the needs of specific groups of workers. The results obtained allow us to conclude that attention is needed to expand the use of tools of positive motivation. results teamwork of railway transport managers within the framework of professional development programs "Psychology of labor safety and management of employee motivation for safe work" identified measures to increase employee motivation, dividing them into elements of moral motivation, material motivation and elements of punishment. Among the first group, we note:
- availability of employee feedback with managers, support by the head of his subordinates;
- discussion of the positive results of the team's work in the field of security production processes;
- installation of a box of comments, wishes and ideas in the field of safe work;
- assignment of the title "The best area for labor protection";
- the right to use the vacation at a convenient time;
- attraction of specialists-psychologists, sociologists to the teams;
- The second group includes activities:
- bonus payment for trouble-free work;
- encouraging mentors based on the results of the work of the employees assigned to them;
- additional paid vacation days for employees who have not committed a violation;
- providing comfortable conditions for delivery to the place of work and back;
- life and health insurance;
- allocation of sanatorium vouchers;
- training for second professions or advanced training of employees at the expense of the company;
- expansion of the corporate social package.
Elements of punishment include deprivation of bonuses for violation of labor protection requirements, establishing a clear dependence of the degree of punishment on the severity of the offense, reducing the lump-sum remuneration for loyalty to the company, etc.
Based on the preliminary results obtained, it is further proposed to identify elements of the motivation system to ensure the safe work of employees, which should be integrated into common system motivating employees of the organization. Each direction requires a more detailed study, taking into account the specifics of the organization's activities and the priority of the motives of specific groups of workers.

V.S. PARSHINA, Dr. Sci., Professor of Uralsky state university ways of communication, [email protected]
T.B. MARUSCHAK, Cand. econom. Sci., Associate Professor, Ural State University of Railways

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TOPIC 2.2. Management of internal motivation of employees for safe work and compliance with labor protection requirements

2.2.1. General concepts about intrinsic motivation
2.2.2. Management of internal motivation of employees to comply with labor protection requirements
2.2.3. Carrying out World day labor protection
2.2.4. Promotion of best practices in labor protection

2.2.1. General concepts of intrinsic motivation

Labor takes at least a third of an adult independent life. A number of stages of a person's working life captures earlier and later periods of his life (education, choice of profession, labor and professional education, type of pension that depends on working life, the life of a retired labor veteran associated with the home organization, etc.). Therefore, labor, and, consequently, all issues associated with it, have great importance for any person and are always in the field of his attention.
The results achieved by people in the process of work depend not only on the knowledge, skills and abilities of these people. Effective activity is possible only if employees have appropriate motivation, i.e. desire to work. Positive motivation activates a person's abilities, negative motivation inhibits their manifestation.
Motivation includes a person's internal state, called a need, and external factors that influence motivation, called stimulus. Human behavior is determined by the needs and stimuli that dominate this moment time.
Physiological needs are fundamental for humans. They demand their satisfaction first. The organization of work and workplace must take this circumstance into account.
After satisfying physiological needs, the need for safety comes to the fore. However, this does not mean that the employee thus seeks to work safely. Often, his fear of losing his job (the need for social security) due to low productivity pushes him to violate basic safe work practices to quickly complete the assigned work.
The next need is the need to be in a group, to enjoy love and respect there. If this group (often called the reference group) is dismissive of security measures, then each of its members will do "like everyone else." It is known that the tone in a group is set by its leader, formal or informal. It is necessary to ensure that the formal leader (leader) of the group (unit, brigade) is its informal (true) leader with internal motivation to fulfill safety requirements. In such work collectives (teams, shifts), everything is always in order.
Any person seeks to improve his position in the group, he wants to feel his own importance, confirmed by the recognition of others. In the struggle for this recognition, he is ready to draw attention to himself at any cost, and therefore can often violate safety rules, striving to quickly do something very important and complex and thereby distinguish himself.
And finally, many people have a desire for self-expression, for leadership. They want to realize themselves, fulfill their destiny.
As the needs at one level are partially satisfied, the needs of the next level become dominant. It is important to keep in mind that only those incentives that satisfy the dominant need are motivating.
For example, it is widely believed that the main factor effective work money is: the more a person gets, the better he works. This belief is not true: if a person is dominated, for example, by the need for close relationships or the need for self-realization, then he will prefer a place where he can satisfy this need over money.

The management of motivation to maintain a high level of labor safety is aimed at developing personal and group long-term interests and appropriate attitudes towards unconditional motivated compliance with labor protection requirements, as well as appropriate behavior in hazardous industrial situations.

It is necessary to distinguish between incentive management, associated with the reward of the employee, and punitive management, associated with the responsibility of the employee for their actions / inaction.

Note that the establishment of personal responsibility of employees allows: together with other forms of preventive work, lead to unified system activities of managers and specialists, as well as supervising persons to ensure safe environment labor; assess the level of preventive work in the field of labor protection; regularly receive information about the condition of machinery, equipment, tools and workplaces in terms of their safety ( safe operation) and take measures to eliminate deficiencies; receive data on employees' compliance with labor protection requirements, take disciplinary measures against violators.

To form a stable corporate-oriented positive motivation in all divisions and labor groups(teams) should use a variety of methods to stimulate workers to acquire knowledge and experience in ensuring labor and production safety, to reduce the rate of accidents, incidents, industrial injuries and occupational diseases.

Leaders must constantly think about possible ways improvement of work and internal motivation of employees. It is important to highlight possible simple changes in work that could lead to stimulation of the internal motivation of subordinates, to arouse cooperation and enthusiasm on their part.

Since the lack of skills and skills often leads to injuries, the development of new skills for workers to safe work is only a blessing.

The most widespread and proven method of stimulating work on labor protection in Russia is the organization of a review competition "For Safe Labor and Production" (conditional name). The holding of the review competition is regulated by the relevant Regulations. It is advisable to establish several so-called nominations and combine moral and material incentives.

The strategic task of such a competition is to develop a system of incentive rewards (by methods of moral and material incentives) for employees who know and comply with the requirements and standards of labor protection, while maintaining a system of disciplinary actions on insufficiently trained and undisciplined employees.

The main goals of such a competition are: 1) the formation of stable motivation of employees for knowledge and compliance with the rules and regulations on labor protection; 2) increasing the interest of employees in improving the state of working conditions and labor protection at workplaces and in divisions; 3) increasing the diligence of employees in compliance with labor protection requirements, instructions for the safe conduct of work; 4) strengthening the labor and technological discipline of employees.

All this, in turn, leads to a decrease in industrial injuries and occupational morbidity.

Review-competition is held between individual employees and between separate units of the same type.

Review-competition between individual employees is carried out both within each division, and for the same type job responsibilities or by profession.

Summing up the results of the review competition is carried out regularly in accordance with the regulations on the review competition. Summing up the results of the review competition is carried out, as a rule, at a meeting of the labor collective of a division, a group of divisions, the entire organization, or at an extended meeting of the heads of divisions who participated in the competition. If the organization has a holiday associated with the day of science, the birthday of the organization, etc. - a kind of "Day of the company", then it is better to sum up the results for this day.

If the organization celebrates any industry holiday, for example, "Miner's Day", then the awarding of the winners of the review competition can be timed to this holiday. Information about the winners of the review competition, about the nature and amount of incentives is drawn up in writing in the form of an order for the organization. The prize place is not awarded to divisions in which accidents, incidents and / or accidents occurred during the reporting quarter due to the fault of the division employees.

Managers and specialists who are actively involved in improving the performance of the subdivisions in the review competition are additionally encouraged on condition that prizes are awarded to their subdivisions.

Individual (best in the institution) employees who actively participate in improving the performance of the division for the review competition are additionally encouraged, individually.

For the best authorized (trusted) persons for labor protection in each group of departments, incentives are also established. The best authorized (trusted) person for labor protection can be recognized as an employee of any division, including those who did not take a prize.

As an exception, individual employees may be encouraged without awarding prizes to their unit.

In the divisions that were awarded the prize, workers who received disciplinary action for violation of labor protection requirements are not encouraged.

Incentive measures are selected in order to create a real interest of employees in ensuring the safety of each workplace and all industries, development and consolidation of incentives to fulfill safety requirements, awareness of individual and group interests, employee responsibility for the state of injuries in labor collective, correction of subjective ideas about the dangers with their real significance for the sustainable development of the organization.

Practice shows the expediency of the following measures of moral encouragement: for an employee - an announcement of gratitude in the order for the organization with the presentation of the Certificate of Honor, placing the portrait on a special stand; for the subdivision - awarding the title "The best subdivision for labor protection of such and such period" with the presentation of an honorary pennant. Other forms of moral encouragement are also possible.

Practice shows the feasibility of the following measures material incentives for an individual employee: 1) one-time monetary remuneration (bonus); 2) the establishment of a salary increase for the period until the next review competition; 3) a voucher (for rest or treatment) to prestigious resorts, including foreign ones; 4) a business trip to Russian or foreign exhibitions on labor protection; 5) internship in labor protection in Russia or abroad;

The same measures of material incentives can be applied to the unit, taking into account the number of people working there, the won prizes, the nomination of the competition.

Motivation is a system of factors that includes: needs, goals, intentions, values, attitudes, attitude (towards oneself and others), interests, and others.
Motivation determines the direction and activity of human behavior as a whole. However, a specific action, a specific action occurs under the influence of a phenomenon called motive.
Motivation is not a human quality that has been formed once and for all. Motivation is constantly renewed and changed in the process of education, upbringing and self-education, the accumulation of life experience. Accordingly, the motives of specific actions and deeds change.
An important component of motivation is the psychological attitude (attitude) to meet safety requirements. That is, the safe activity of the employee is a consequence of the correct attitude to the requirements of labor protection, his attitude to work without accidents. Therefore, in order to achieve a favorable attitude of the employee to safety requirements, such an attitude must be created, first of all, in his manager, and it must "capture" the employee. An employee will believe in the possibility of safe work only to the extent that his immediate and higher supervisor will believe in it. Therefore, all links of production management must constantly show "visible" and "audible" by workers interest in ensuring safe working conditions. Moreover, the workers must constantly feel this on themselves.
In personnel business and management, the method of dividing motives into internal and external ones is successfully used. Accordingly, distinguish between internal and external motivation, which controls human activities.
Intrinsic motivation is called a complex of motives and aspirations generated by the personality itself. Applied to work: an internally motivated employee finds pleasure in the very fulfillment of the task before him, in getting a result or enjoying the process of solving. The most widespread and proven method of stimulating labor protection in Russia is the organization of the review competition "For Safe Labor" (conditional name). The holding of the review competition is regulated by the relevant Regulations. It is advisable to establish several so-called nominations and combine moral and material incentives. The strategic task of such a competition is to develop a system of incentive rewards (by methods of moral and material incentives) for employees who know and comply with the requirements and standards of labor protection, while maintaining a system of disciplinary actions on insufficiently trained and undisciplined employees.
The main goals of such a review competition are:
1) the formation of sustainable motivation of employees for knowledge and compliance with the rules and regulations for labor protection;
2) increasing the interest of employees in improving the state of working conditions and labor protection at workplaces and in divisions;
3) increasing the diligence of employees in compliance with labor protection requirements, instructions for the safe conduct of work;
4) strengthening the labor discipline of employees.
Under external motivation factors that influence the employee from the outside are implied: bonuses and salaries, management incentives and the desire not to receive a reprimand.