The system of motivation and incentives for personnel in the organization. Methods of motivation and incentives for personnel on the example of JSC "vpz" Methodology for assessing the effectiveness of the labor motivation system of personnel

Motivation is one of the most important factors that affect the performance of each employee and the team as a whole. How well the employee is motivated depends on his desire to improve his skills and abilities. Assessment of the motivation of working personnel in a company is one of the most important assessments that allows to identify the degree of interest of a subordinate in achieving certain results. Exists different methods and methods for assessing staff motivation.

Assessment of motivation

If we talk about assessing motivation, then this concept can be divided into two equal parts:

In the first case, this assessment is carried out before hiring and it is aimed at how interested a person is in this company in which he came to work. A correct assessment at this stage allows you to identify more promising employees, those candidates who need to be invested in training.

In the second case, it should be carried out already among the subordinates working in the company. Such an assessment is aimed at how interested a person is in a given company in which he came to work. It helps to identify subordinates who have high potential. In addition, it allows you to see the effectiveness of the motivation system.

Motivation system

Until now, the main disadvantage of the labor motivation system was the complete lack of relationship between salaries and staff labor.

Today this system is constantly being improved and it is based on such important principles as:

Communication with the development plan of the organization;
Comprehensibility;
Competitiveness;
Personnel motivation mechanisms;

The company's income directly depends on the incentive of the staff!

One of the important components of the system is non-material or material incentives for personnel. In order to motivate staff to fulfill the plan, these indicators should be included in the list of criteria for the achievement of which the employee is obliged to receive material incentives. The bonus system should constitute a significant part of the employee's salary and include a certain set of criteria that must correspond to the company's objectives, the implementation of which directly depends on the labor activity of the personnel. Stimulating motivation is subject to the achievement of the main performance indicators of the personnel and the company:

Achievement of quantitative indicators (volume of production);
Providing customer service;
Compliance with normative indicators for all types of resources;
Compliance and implementation of product quality requirements.

When developing new methods and techniques of bonuses, it is very important that, based on the results of the work, it is made monthly in accordance with the following areas:

For an important assignment (up to 50% bonus);
From the shop manager's fund (up to 10% bonus);
For collective merits (the remaining% of the award).

The selection of personnel for the appointment of premiums for high qualifications can be based on the following criteria:

For staff-

Collective:

Individual:

No violations of labor discipline;
Innovation;
Safety;
Mentoring.

Additional individual:

Improving skills;
Combining professions;
Education;
Mobility.

Leaders -

Individual:

Education;
Discipline;
Professionalism;
Innovations.

Additional:

Work experience;
Knowledge of foreign language;
Additional education;
Improving skills.

Development of motivation

Until today, the leaders did not even imagine that such methods were being created: it was assumed that the salary would be a motivating factor. As practice shows, an effective motivation system helps to significantly improve the performance of both the team and each individual subordinate.

The system of motivation for working personnel, as a rule, is based on the use of two main types of incentives:

The non-material basis is all kinds of promotions, corporate culture and the use of advantages over their colleagues;
The material basis is all kinds of bonuses, salary increases, bonuses, etc.

A competent combination of non-material and material incentives allows you to achieve high results in promoting the company. At the same time, it is extremely important that the motivation system is special for each individual team, it is created taking into account the individual characteristics of doing business.

Evaluation of the effectiveness of the motivation system is a separate important task facing the head when implementing new system motivation.

Evaluation of the effectiveness of any object is considered as the effectiveness in relation to the achievement of the assigned tasks.

Effect = Result - Cost. (1.1.)

Efficiency = Result / Cost (1.2.)

Thus, when determining the effectiveness of the motivation system, it is necessary to determine the result and costs.

Costs are divided into the following types:

remuneration of labor, employees involved in the implementation of the motivation system;

payment of material and non-material factors of the motivation system;

organization of a motivation system (development + infrastructure);

The results coincide with the results of the financial and economic activities of the organization.

Obviously, the meaning of efficiency itself is of little interest; the change in efficiency as a result of the changes is important.

However, the implementation of changes takes time, and the entry of the motivation system into the most effective phase (when the motivational systems of employees began to correspond to those laid down in the motivation system) is also not instantaneous. As a consequence, a change in the result is no longer a consequence of one change in the motivation system (the cause may be the external environment or the consequences of other processes occurring in parallel in the organization).

Economic and social efficiency of motivation.

The effectiveness of motivation is determined by the degree of achievement of economic and social goals.

Economic goals are related to the production activities of the enterprise and are reflected in economic indicators and economic criteria the effectiveness of its functioning.

Realizing social goals in the form of fulfilling the expectations, needs and interests of employees. These needs are very varied, and their importance can change in different periods of time. The goals define the direction of the activity. They characterize the state to which one should strive based on the implementation of specific strategies.

The economic approach requires analysis and identification of development goals and the functioning of all constituent elements specific social system. The effective functioning of the system as a whole is possible only with a certain combination of its goals with the goals of its subsystems. The objective goals of the system may not only not coincide, but also conflict with the goals of the subsystems, as well as with the goals of individual employees. It is these "hidden" goals that actually govern the activities of the work collective, which leads to completely different than planned results. The effective functioning of a specific subsystem (workshop, site, brigade) within the framework of a common goal is possible only on the basis of eliminating such "hidden" goals. The socio-economic mechanism for managing the behavior of an object should be aimed at the formation of such a complex of motives that would ensure the implementation of internal personal goals and behavior in the labor process in accordance with the general goals of the management system. For social performance to be seen as an achievable goal, a way must be found to measure needs and interests. Due to the variety of components that make up social efficiency, it is necessary to find a generalizing indicator with which it would be possible to describe and assess the needs of employees, job satisfaction.

Job satisfaction can vary depending on how production, economic, social and motivational processes are organized. Different degrees of satisfaction reflect different degrees of achievement of the social goals of the system.

Therefore, the criterion for the quality of decision-making, which would measure the economic and social effectiveness of motivation, can be considered the degree of goal achievement. Social efficiency in the form of incentives can be realized only when the existence of the enterprise is reliable and it makes a profit, which allows for a policy of incentives. At the same time, the growth of economic efficiency can be achieved only starting from a certain level of social efficiency. Hence, there is a relationship between economic and social efficiency.

When achieving economic and social efficiency, a balance of interests must be maintained. It is considered to have been achieved only when the interested parties agree that the compromise solution is acceptable.

From the point of view of motivational impact on individuals, various factors affecting labor productivity and efficiency can be reduced to three main ones: working capacity (individual capabilities), readiness to work and working conditions.

Methods for assessing the effectiveness of the personnel motivation system. General characteristics of the studied enterprise MTS OJSC. Comprehensive analysis of the employee motivation system in the organization. Development of measures to improve staff incentives.

Send your good work in the knowledge base is simple. Use the form below

Students, graduate students, young scientists who use the knowledge base in their studies and work will be very grateful to you.

Posted on http://www.allbest.ru/

Ministry of Education and Science of the Russian Federation

FSBEI HPE "Tver State University"

Faculty of Management and Sociology

Department of Management

COURSE WORK

In the discipline "Personnel management»

On the topic: "Features of the personnel motivation system(on prthe name of the organization MTS OJSC»)»

Performed by a student of group 43

Faculty of Management and Sociology

full-time department

Kulachkova Elena Alexandrovna

Supervisor:

Ph.D. Chegrintsova Svetlana Vasilievna

Introduction
Chapter 1. Theoretical approaches to the study of staff motivation
1.1 The essence of the concept of motivation
1.2 The system of motivation of labor personnel
1.3 Methods for assessing the effectiveness of the personnel motivation system
Chapter 2. Research of the personnel motivation system of MTS OJSC
2.2 Analysis of the motivation of employees of MTS OJSC
2.3 Measures to improve the personnel motivation system of MTS OJSC
Conclusion
Bibliography
Application
Introduction

Among the complex of management problems, a special role is played by the problem of improving the management of the company's personnel. The task of this area of management is to increase the efficiency of production through the comprehensive development and reasonable use of the creative forces of a person, increasing the level of his qualifications, competence, responsibility, initiative.

Human resource management includes many components. Among them: personnel policy, relationships in the team, social and psychological aspects of management. The key is to identify ways to increase productivity, ways to grow creative initiative, as well as to stimulate and motivate employees.

The process of loss of an employee's interest in work, imperceptible to the untrained eye, and his passivity bring such tangible results as staff turnover; the leader suddenly discovers that he has to delve into all the details of any business performed by subordinates, who, in turn, do not show the slightest initiative. The effectiveness of the organization falls.

To prevent the loss of potential profits, the manager must maximize the output from his subordinates. For effective management of such an expensive resource as people, a manager needs to identify certain parameters of the work entrusted to subordinates, changing which he can influence the psychological states of the performers, thereby motivating or demotivating them.

Any leader, if he wants to achieve effective performance of his subordinates, should not forget about the incentives for them to work. Traditionally, it is believed that once an employee is paid for his work, then he should be satisfied. In case of bad attitude to official duties, he can be fired. This means that he has incentives.

Every person strives for success. Success is accomplished goals, for the achievement of which the employee has made every effort. Success without recognition leads to disappointment, kills initiative. This will not happen if the manager has the necessary knowledge in the field of personnel motivation and successfully applies it in practice.

Personnel motivation is the main means of ensuring optimal use of resources, mobilizing available human resources.

The urgency of the problems of motivation is one of the most acute in a modern enterprise, since not only an increase in the social and creative activity of a particular employee, but also the final results of the enterprise depends on a clear development of an effective system of motivation.

However, typical for many Russian companies is the limitation, and sometimes the absence of a modern system of motivation for highly efficient work. In most cases, the reason is that the incentive system does not take into account the specifics of a particular enterprise. The motivation system of each enterprise should be developed taking into account its specifics and characteristics of personnel. Most employees do not seek to show initiative and creativity in their activities, to fully take responsibility for decisions made and implemented in practice. As you know, there are two types of attracting a person to perform a certain job - coercion and motivation. It is generally accepted that coercion is ineffective in solving management problems and achieving results. Therefore, especially in recent times the motivational mechanism is actively developing. For Russian firms, it is a determining factor in motivating personnel to complete tasks.

The above circumstances determine the relevance of the chosen topic. term paper.

The object of the research is the department for work with partners of the Tver branch of MTS OJSC.

The subject of the research is the motivation of personnel in the PIU of the Tver branch of MTS OJSC.

The aim of the course work is to analyze the current state of the motivation system and develop a motivation system that ensures the effective performance of the PIU personnel.

To achieve this goal, the solution of certain tasks is required.

1. Determine the essence of the concept of motivation.

2. Analyze the system of motivation of labor personnel.

3. To study methods for evaluating the effectiveness of the personnel motivation system.

5. Give a general description of the investigated enterprise MTS OJSC.

6. Analyze the motivation of MTS OJSC employees.

7. Develop measures to improve the motivation system for MTS OJSC personnel.

Study the literature that reveals the essence of this topic.

To reveal the topic of the course work, the scientific works of O.S. Anisimov, V. Vrum, A. Davydov, O. Zaitseva, A. A. Radugin, V. P. Zinchenko, B. G. Meshcheryakova, N. Kabushkin were used I.I., Komissarova T.I., Leontyeva A.N., Lekhina I.V., Milkovich D., Mintzberg G., Mikhailina G.I., Podoprigory M.G., Rudenko V.I., Rumyantseva Z P., Sagomatina N.A., Travina V.V., Dyatlova V.A., Frintsevich A.S., Frolova S.S., Tsvetaeva V.M.

Chapter 1 Theoretical approaches to the study of staff motivation

1.1 The essence of the concept of motivation

In modern conditions, it is difficult to overestimate the role of the human factor in the activities of an organization. Even the most perfect management system will not lead to success if the organization's staff does not consist of dedicated professionals. To increase the efficiency of the organization's functioning, the emphasis is shifted towards a specific person.

The highest art of a leader is to thoroughly understand a person, to understand what he loves, because, oddly enough, most people have no idea what kind of activity they are more inclined to and what their special gift is. When a person does what he loves, he is satisfied and happy, and if everyone is calm, joyful and welcoming, this creates a special atmosphere in the company. The task of each manager is to create motivation for employees so that they work harder and better, while motivation, referring to the mental state of a person, determines the basis of his behavior, forms restrictive barriers of behavior.

The essence of motivation lies in the fact that the personnel of the firm perform work in accordance with the delegated rights and responsibilities, in accordance with the adopted management decisions. N.I. Kabushkin Fundamentals of Management: Textbook. allowance / N.I. Kabushkin. - 6th ed., Stereotype. - Minsk: New knowledge, 2007. С.336

The reforms carried out in the country cannot be effectively implemented without the creation of effective incentives for work and enterprise, combined with discipline and organization. The real effectiveness of any economic measures is determined by their impact on people's attitudes towards work. It is impossible to legislatively change people's attitudes towards work, since this is a long evolutionary process, but it can be accelerated if a sober assessment of a specific situation and taking into account the reasons that gave rise to it. Unfortunately, many modern leaders rarely take into account the social consequences of their decisions, and the decisions themselves are often not complex, but purely economic or technocratic in nature.

Leaders are always aware of the need to encourage people to work for the organization, but at the same time they believe that for this, a simple material reward is enough. In some cases, such a policy is successful, although in essence it is not correct.

When planning and organizing work, the manager determines what exactly the organization headed by him should do, who, how and when, in his opinion, should do it. If the choice of these decisions is made effectively, then the leader gets the opportunity to coordinate the efforts of many people and jointly realize the potential of the group of workers. Leaders translate their decisions into action by putting core motivation principles into practice. People who work in modern organizations are usually much more educated and wealthy than in the past, so the motives for their work are more complex and difficult to influence. There is no single recipe for developing a mechanism for effectively motivating workers to work. The effectiveness of motivation, like other problems in management activities, is always associated with a specific situation.

Motivation can be defined in different ways. On the one hand, motivation is understood as the readiness of people to show efforts to achieve the goals of the organization in the name of satisfying their own individual needs; a set of internal and external influences that induce a person to act, set the boundaries and forms of activity and give this activity an orientation focused on achieving certain goals. The concept of "motivation" includes issues of activation, management and implementation of purposeful human behavior. Motivation answers the question: why does this person act this way and not otherwise? Podoprigora M.G. Organizational behavior: tutorial for senior students and undergraduates. - Taganrog: Publishing house of TTI SFU, 2008, p. 261 On the other hand, motivation is the process of a person's conscious choice of one or another type of behavior, determined by the complex influence of external (stimuli) and internal (motives) factors. During production activities motivation enables employees to meet their basic needs through the performance of their work responsibilities.

Labor motivation is the desire of an employee to satisfy needs (to receive certain benefits) through labor activity. Travin V.V., Dyatlov V.A. Enterprise personnel management. - M .: Delo, 2000, S. 108

The author's definition of work motivation is the process of employees' satisfaction of their needs and expectations in their chosen work, carried out as a result of the implementation of their goals, agreed with the goals and objectives of the enterprise and at the same time as a set of measures applied by the management entity to improve the efficiency of employees ...

V this definition combines two main areas, usually taken by leaders as an identity: motivation and incentive. Often, when setting a task for the employee, the manager says to the employee: "I will stimulate you" or "I will motivate you." At the same time, he thinks about the same thing, i.e. about remuneration of an employee for a job well done. In fact, motivation and incentives are different things, although they serve to achieve a single goal - to increase the efficiency of an employee's work. The process of satisfaction, which is in the first place in the definition, is a motivational policy built by the management of the organization on the basis of the needs and interests of employees known to them. A set of measures is to stimulate labor, always complementing the motivational policy and being a means of meeting the specific needs of the employee, for the most part material.

Let's try to clarify, first of all, the difference between "incentive" and "motive". Here are four definitions of stimulus.

A stimulus is a pointed stick used to drive animals.

Stimulus (lat. Stimulus - goad, pusher) - external urge to action, impetus, incentive. I.V. Lekhin and prof. F.N. Petrov, Dictionary of Foreign Words, M .: YUNVES, 1995, p. 205

A stimulus is a physical agent (stimulus) that acts on a sensory organ (receptor). V.P. Zinchenko, B.G. Meshcheryakova, psychological dictionary, 2nd ed., M .: Pedagogika-Press, 1996, p. 187

From these definitions it is clear that a stimulus is something external to a person. Also, the stimulus is characterized by the ability to "irritate" the human sense organs, that is, the effect in the function of the stimulus must be carried out within the limits of the human sensitivity threshold. Consequently, in a broad sense, a stimulus is such an impact by one person on another, which prompts him to directed action, the necessary initiator of the impact. If the impact does not cause an incentive for a specific action, then such an incentive can be considered ineffective. The conclusion is that the stimulus is given to a person by someone from the outside (Fig. 1)

Unlike a stimulus, a motive is an ideal image in the inner plane of a person's consciousness. Also, this is not just an ideal performance, but an energetically saturated image of a necessary, need-meaningful object. Anisimov O.S. Methodological version of the categorical apparatus of psychology, Novgorod, 1990, p. 334 Needs are the source of the motive force. As the classic of the psychology of activity Alexei Nikolaevich Leontiev justly noted, only as a result of the meeting of a need with an object that corresponds to it, for the first time it becomes capable of directing and regulating activity. “The meeting of a need with an object is an act ... of objectifying the need - filling it with content, which is drawn from the surrounding world. This translates the need to the actual psychological level ”, Aleksey Nikolayevich Leontyev. Selected psychological works. Activity. Consciousness. Personality, v.2, M .: "Pedagogy", 1983, S. 295 that is, in motive. So, motive formation is based on a person's need system, in other words, it flows from within (Fig. 2)

Fig. 1 Stimulating effect

Rice. 2 Motivation

Summing up, it should be noted that the path to effective personnel management lies through understanding its motivation. Only knowing what motivates a person, what prompts him to action, what motives lie at the basis of his behavior, one can try to develop an effective system of forms and methods of managing a person. To do this, you need to know how certain motives arise, how and in what ways, motives can be put into action, how people are motivated.

You also need to know that the main components of effective labor stimulation is the stimulation of the working person. In enterprises where people interact closely with each other, the use of incentives must take into account the needs and their satisfaction, the entrepreneurial spirit and interests of the individual, and even the nature and way of life. Then the stimulation will be truly effective and personally meaningful.

1.2 The system of motivation of labor personnel

One of the main tasks of a modern company is the formation of an effective management system, in the implementation of which personnel management plays a huge role. At present, a rather difficult situation is developing in the economy, which can be described as “personnel shortage”. There is an acute shortage of highly qualified specialists in many industries. Every year this problem is aggravated by the worsening demographic situation. In these conditions, a well-built motivation system is an important element of the personnel management system, especially for fast-growing and dynamically developing companies. V. Vroom. Work and motivation. Jossey-Bass Publishing, 2011 p.404

There is a system of direct material motivation. Let us consider it and define the main characteristics and features, as well as answer the question: why is it necessary to build an effective system of direct material motivation of personnel in a modern dynamically developing company.

The system of direct material motivation of personnel consists of a base salary and bonuses.

The base salary is a fixed part of the employee's salary.

Bonus is a variable part of an employee's salary that can be revised.

Thus, the system of direct material motivation is actually a system of remuneration.

An efficient system remuneration (compensation system) plays a significant role in personnel management, namely in attracting, motivating and retaining employees of appropriate qualifications in the company, stimulates employees to increase labor productivity, which leads to an increase in the efficiency of human resources use and a decrease in the costs of searching, recruiting and adaptation of the newly hired personnel of the company.

An ineffective remuneration system, as a rule, causes dissatisfaction with the size and method of determining compensation for his work, which can provoke a decrease in productivity and quality of work, as well as a deterioration in labor discipline.

Each company currently uses its own remuneration system, based on the specifics of the business, the company's goals and management strategy.

An effective remuneration system is based on a compromise between employer and employee:

On the part of the employee: the amount of wages must exceed the amount Money necessary to restore the expended forces to perform their work (to meet individual needs). If the salary is insufficient to meet his individual needs and support his vital functions, then the negative and dissatisfaction with the work of the specialist will increase, which will immediately affect the results of his work.

From the side of the employer: the size of the employee's salary should be correlated with the results of his work.

The main problem in building an effective remuneration system is to find the optimal balance in the above-mentioned compromise between the employee and the employer in such a way that the salary of the staff becomes the real monetary equivalent of the result of the work of each employee and the cost of his labor. Frolov S.S. Sociology of Organizations: Textbook. M .: Gardariki, 2006, S. 384

There are two main forms of remuneration: time-based and piece-rate, as well as a number of their derivatives, transforming which in various ways, companies receive individual remuneration systems adapted to a specific business.

The technology of building a remuneration system is achieved by performing the following stages:

Workplace analysis (detailed analysis job responsibilities employee, working conditions, etc.).

Monitoring of research carried out in the field of compensation policy in organizations with similar characteristics and indicators.

Development of principles for ranking positions depending on the complexity of the functions performed, responsibility, conditions, qualifications, work experience.

Creation of a tariff and qualification grid in accordance with the principles of ranking the company's personnel.

Compilation / optimization of the company's staffing table, in accordance with the developed tariff and qualification grid.

Compilation / optimization of the bonus position of the company, where the methods of bonuses and key performance indicators of each division / employee should be determined.

Direct implementation of the remuneration system.

An effective remuneration system is part of the company's management system, so it should be clearly formalized and regulated by internal corporate documents - regulations (methods) on the remuneration system, bonus positions, staffing tables.

As the company grows and goes through various development cycles (start, growth, maturity, decline), the role of the remuneration system, as part of the company's management system, increases. It is necessary to form an effective payment system in accordance with the strategy of the firm's activities at the earliest stages of business development.

The system of indirect material motivation is the so-called compensation package (social package) provided to the employee. Compensation package(social package) - these are benefits provided to an employee of the company, depending on the level of his position, professionalism, authority, etc.

In domestic practice, the system of indirect material incentives is additional non-monetary compensation to employees, which can be divided into 2 blocks:

Mandatory benefits (regulated by labor law):

Sick leave payment;

Payment of annual vacations;

Compulsory health insurance;

Contributions for mandatory pension insurance.

Voluntary benefits (not regulated by the state and used by employers on a voluntary basis):

Voluntary medical insurance (a company employee is provided with a voluntary medical insurance policy for a certain amount, which he can use for various medical services);

Medical care for retired employees as their full-time employees (providing them with a voluntary medical insurance policy, providing their own health center services, etc.);

Pension savings mechanisms (the company pays additional pensions to an employee who has worked for a certain number of years in this organization);

Payment for sickness time (some companies provide employees with the opportunity to be absent for up to a week a year due to illness, without providing them with a sick leave to the employer);

Life insurance for employees and / or their family members (the company provides life insurance for employees and their family members for a certain amount, free of charge for the employee);

Payment for additional days off (personal, children's) days (companies provide one paid day per month - the so-called personal or children's day);

Payment for additional vacation days to company employees;

Tuition payment, additional education employees (both full payment for training by the employer, and partial, within a certain amount, or interest-free loans to the employee for educational purposes);

For joint stock companies - the possibility of purchasing shares by the shareholders of the company;

Compensation for cellular services;

Delivery of employees to the place of work and back by company vehicles or compensation of the fare;

Payment of expenses for the health improvement of employees (payment of vouchers - in whole or in part);

Payment for meals;

Payment for kindergartens for children of company employees;

Payment for visiting fitness clubs;

Issuance of loans and credits for the purchase of housing, a car, etc.

The benefit system is not limited to the above list of compensations, but is adapted both for each specific company and for a specific employee.

The system of indirect material incentives has long and fruitfully been used in the West, in Moscow and St. Petersburg, as one of the methods of attracting and retaining highly qualified specialists. Unfortunately, in Tver the practice of applying the system of indirect material incentives is not great and, as a rule, is actively used only in vertically integrated companies with Moscow management. In small local companies, the benefit system is limited only to compulsory types of compensation regulated by labor laws.

Consider what the system is intangible motivation personnel, we will define its main characteristics.

The system of intangible motivation is a set of external incentives of a non-monetary nature that are used in the company to encourage the effective work of employees.

Practical experience shows that the salary and the system of benefits (social package) used are not always the decisive factor in increasing the motivation of employees to work in a particular company. A very important condition for solving this problem is the use of methods of non-material incentives.

What are methods of non-material motivation in the practice of modern Russian companies? Examples of intangible motivation include the following incentives:

Traditional methods of non-financial incentives:

Ensuring the career growth of employees (movement on career ladder"Up", with an increase in the occupied status);

Flexible working hours (project work system);

Priority when planning a vacation for company employees;

Regular "horizontal" rotation of personnel;

Mentioning the name of the employee in the project / service / product he has implemented;

Providing a place to park your car;

Priorities in obtaining new equipment, appliances, furniture, etc.

Oral and / or written gratitude for effective work, completed project;

Conducting professional competitions among employees, with awarding diplomas;

Issuance of an in-house newspaper with a description of the results of work and the placement in it of photographs of the best employees and information notes about them;

Publishing booklets about the company with the placement of photos of the best employees of the company;

Awarding retiring employees with diplomas "for contribution to the development of the company", maintaining friendly relations after the transfer of employees to another job;

Holding corporate events.

Non-traditional methods of non-material incentives (in domestic practice they are used quite rarely):

Providing employees with additional rest days (for example, an earlier start of vacation for an effectively implemented project, etc.);

Gifts for company employees for various holidays, based on their interests and hobbies, etc.

The above list is not the final version of non-financial incentive methods. The system of non-material motivation is developed individually for each company and is an addition to the system of remuneration and benefits (systems of direct material and indirect material motivation). Frintsevich A.S. Adoption management decisions in the organization // Economic Bulletin. - 2009. - No. 2 (12) .P.4-5.

When introducing a system of non-material incentives at an operating enterprise and choosing certain methods of influencing the performance of employees, it is necessary at the earliest stages to determine how each employee positions himself in relation to the company. Based on the results of diagnostics, the following categories of employees can be identified:

An individualist employee does not identify his interests with the interests of the company, he is focused on maximum material motivation.

Collective employee - considers himself a member of the team, identifies his interests with the interests of the company.

What category a particular employee belongs to will determine which method of non-material incentives is most effective for him. At the same time, we believe that it is impossible to create a single universal motivational system for all employees, without exception, the system must be correctly ranked and take into account both the “specialist's value”, in terms of the company's overall success, and his individual achievements in his post.

It should be noted that the system of non-material incentives, as one of the components of the personnel motivation system, will be adequately perceived by employees and, therefore, work effectively only in cases where they receive a fair market wage, the amount of which the employee can independently influence, in accordance with the result of work achieved by him.

It is very important for modern employers to determine the main motives that make their specialists work efficiently and with full dedication to achieve the company's goals and create an appropriate personnel motivation system. Very often the question: "How do you motivate your employees?" heads of enterprises find it difficult to answer. According to many psychologists, the enthusiasm of employees depends on the following factors:

The employee's confidence that his effective work will lead to the planned professional goal (successful implementation of the project, etc.);

The employee's confidence that his professional success will be appreciated and rewarded by the employer;

The employee's confidence in the expected reward.

Based on these factors, a modern employer can build an effective personnel motivation system, which will allow not to buy only the time of employees, but to buy an extremely effective result of their work, as well as identify possible demotivating reasons in advance and minimize their risks in personnel management.

The personnel motivation system in the modern interpretation is a combination of systems of non-material and material incentives for employees.

One of the main reasons that motivates people to work is to receive material rewards for their work. Currently, a significant part of the Russian population depends on wage employment as the main and only source of income. Therefore, building an effective system of material incentives is one of the important elements general strategy of personnel management.

The personnel motivation system includes:

System of direct material motivation (wage system);

The system of indirect material motivation (system of benefits);

Intangible motivation system.

The system of direct material motivation is a material remuneration of an employee, consisting of a base salary and bonuses. The base salary is a fixed part of an employee's salary, which is rarely revised, or changes when an employee moves to another position. Bonus is a variable part of an employee's salary, which can be revised monthly, quarterly, etc.

The system of indirect material incentives is the so-called compensation package (social package) provided to the employee. The compensation package (social package) is the benefits provided to the employee depending on the level of his position, professionalism, authority, etc. Traditionally, many modern companies include in the benefit system: medical insurance (compulsory and voluntary medical insurance), cellular compensation, delivery by official vehicles, paid vouchers, paid training, well-equipped workplaces, etc. The system of indirect material motivation is adapted for each specific enterprise individually. D. Milkovich. The system of remuneration and methods of staff incentives. Vershina Publishing House, 2009, p. 160

An effective system of material incentives should put the size of material payments to company employees depending on the status of their position, authority, performance, labor market analysis and the results of achieving the company's goals.

The system of non-material incentives includes such elements as: corporate culture, social policy, promotion with various diplomas, providing new opportunities (career growth), creating a favorable psychological climate in the team.

A well-developed personnel motivation system, consisting of the three above-mentioned components, will allow a modern employer to:

1. Clearly agree on the goals of a particular employee, structural unit and the company as a whole, as well as ways to achieve them;

2. Solve the problems with staff turnover and "staff shortage", retaining highly qualified specialists, "sharpened" for a specific company;

3. Reduce temporary and financial expenses search, selection and adaptation of personnel;

4. To form a close-knit team of like-minded people, to maintain confidence in professional relevance on the part of the employer and the desire to work in this company effectively, with full dedication, with motivation for the result.

Ultimately, a well-built personnel motivation system is a tool that increases the value of the company - by increasing the efficiency of the entire team as a whole and significantly reducing the cost of recruiting and adapting personnel (while reducing the turnover of the company's personnel).

1.3 Methods for assessing the effectiveness of the personnel motivation system

Staff motivation needs to be constantly improved and improved. To do this, you need to know in which direction to move, what changes and in what area of the motivation system to carry out. The motivation system is part of personnel management systems at the enterprise, therefore, methods for assessing the personnel management system can be used to assess the effectiveness of the labor motivation system.

To assess the system of labor motivation, the interview method can be used. Interview - a "face to face" survey, obtaining information in person. This is not an exchange of opinions, but receiving information from one person - the respondent. In contrast to the conversation, the roles of the interview participants are different: the respondent acts as an object of research, the other as a subject. GI Mikhaylina, M .: Dashkov and Co, personnel management, 2006, p. 263 The essence of the method: interview questions are developed either for workers of the enterprise, or for specialists acting as respondents. After the interview, conclusions are drawn about the labor incentive system and its impact. The considered methods are shown in Table 1.

Table 1 Classification of methods for assessing staff incentives

Questioning is a system of logically consistent methodological and organizational - technical procedures, interconnected by a single goal: to obtain objective reliable data about the object or process under study for their subsequent use in management practice. V.M. Tsvetaev, personnel management, M .: SPb, 2002, p. 126

The methods of justification include the method of comparisons and the method for assessing the economic efficiency of the bonus system at the enterprise.

The method of comparisons allows you to compare the existing system of incentives for labor at the enterprise with a similar system of advanced organization of the relevant industry, with the normative state or state in the past period.

The effectiveness of the incentive system of the labor system can be judged by the effectiveness of the bonus system at the enterprise, which is the main form of its manifestation. Economically effective can be considered such a bonus system, which forms the level of remuneration in accordance with the degree of fulfillment of the indicators and conditions of bonuses and ensures the achievement of an effect greater than the corresponding bonus part of the salary, or equal to this part.

When assessing the effectiveness of the bonus system, it is necessary to give it a qualitative assessment in terms of its performance of its functional purpose. For this, it is revealed: the correspondence of the established indicators of bonuses to the task of the enterprise; the validity of the size of the incentive. The bonus system does not have a stimulating effect if the bonuses are too low (less than 7-10% of the tariff rate, official salary). Z.P. Rumyantseva, N.A. Sagomatin, R.Z. Akberdin et al., Organization management: a tutorial. M .: Unity - Dana, 2008, p. 215

A quantitative assessment of the effectiveness of the bonus system is given from the standpoint of the profitability of its bonuses for the employer. It assumes: determination of the achieved level of performance of the bonus indicator during the period of performance assessment (UD); comparing it with the level of performance of the indicator in the base period or some other level of performance of the indicator taken as the base (Kb), and determining the magnitude of the change in the indicator; determination of the effect in monetary terms, obtained from changes in the indicators of bonuses (ED); comparing the economic effect with the corresponding bonus payment and determining the absolute effectiveness of the bonus system. Under the absolute efficiency (Ae) of the bonus system in the period under review (Ed) and the corresponding change in the value of the paid bonuses (P) and is calculated according to the formula (1): T.A. Komissarova, human resource management: textbook. M .: Delo, 2008, S. 312

Ae = Ed - P, (1)

where Ae is the absolute efficiency; Ed is an indicator of bonuses; P is the amount of premiums paid.

The absolute efficiency indicator is used to compare different bonus systems in terms of their degree of benefit to the employer. The effect in monetary terms, obtained on the basis of a direct comparison of the achieved and basic level of indicators and is calculated by the formula (2): See ibid.

Ed = En = Ud - Ub, (2)

where Ed, En is an indicator of bonuses; Ud - the period for evaluating the effectiveness; Ub - the level of performance of the indicator, taken as a base.

When calculating the economic effect of long-term bonus systems, it is most advisable to take the average level of performance of the indicator in the base period. When calculating the economic efficiency, the cost of bonuses must be taken together with the deductions attributable to premiums to extra-budgetary federal funds (pension fund, social insurance fund, health insurance).

Thus, according to the bonus system, one can judge the system of incentives for labor at the enterprise. If the bonus system is economically effective (Ed is greater than zero, Ae is greater than zero), then the labor incentive system effectively fulfills its stimulating role and is effective from a material point of view]. T. A. Komissarova, human resource management: textbook. M .: Delo, 2008, S. 321

The methods of analysis include: system analysis, functional - cost analysis and expert - analytical method of assessment (method of expert assessments), the Pattern method.

The systematic approach orients the researcher to the study of the labor stimulation system as a whole and its constituent components: goals, functions, structure, means (methods) of stimulation, information; to identify the types of connections between these components and external environment

(other subsystems, for example, the remuneration system, the quality system) and bringing them together into a single holistic picture. T.A. Komissarova. Human Resource Management: A Study Guide. M .: Delo, 2008, p. 74 The essence of the method is as follows. A systematic analysis of the state of the labor incentive system pursues several goals:

Determination of the present provision of the incentive system;

Revealing changes in the state of the incentive system in the spatio-temporal context;

Identification of the main factors causing changes in the state of the incentive system;

Forecast of the main trends in the future state of the incentive system.

This assessment method is based on the analysis of certain indicators characterizing the labor incentive system, such as labor productivity, wage growth in the enterprise, their ratio, staff turnover, an indicator of the qualitative composition of workers (by age, education, length of service), discipline. After analyzing the correspondence of these indicators to the required level, a conclusion is made about the labor incentive system as a whole. The more inconsistencies and discrepancies, the less effectively the incentive system functions. The advantages of this assessment method are that its implementation does not require the direct participation of the workers of the enterprise; accordingly, there are less costs, you only need to analyze the documentation by indicators.

Functional - cost analysis of the labor incentive system (FSA) is a method of technical and economic research of the functions of the incentive system at the enterprise, aimed at finding ways to improve and reduce the cost of organizing the incentive system in order to increase its efficiency. T.A. Komissarova. Human Resource Management: A Study Guide. M .: Delo, 2008, p. 71

The expert-analytical method is one of the most common methods for assessing not only the labor incentive system. This assessment method is based on rational arguments and on the intuition of highly qualified specialists - experts. Davydov A.V. Motivation and labor compensation in a market economy. M .: Novosibirsk, 2007, S. 175

The Pattern method, which is composed of the first letters of English words meaning planning aid by quantifying technical data, was developed in 1962-1964. In the process of applying this method, the following stages go through:

The problem under study is divided into a number of sub-problems, individual tasks and elements subject to expert assessment;

Problems, subproblems, tasks, their elements are arranged in a “decision tree”;

The coefficients of the importance of each task, each element are determined;

The assessments put forward by individual experts are subject to open discussion.

As an example of another method for assessing the effectiveness of the personnel incentive system, one can cite an assessment formula that takes into account the effects arising from an increase in labor productivity, a decrease in staff turnover and during personnel training with the subsequent combination of several professions. First, individual performance indicators are determined using the formulas (3, 4, 5):

The effect of reducing employee turnover (monthly) is calculated

according to the formula (3):

Et = Zn x P (Kt1 - Kt2), (3)

where Зн - costs for a beginner; Zot is the cost of personnel selection; Rot is the number of selected candidates; P is the average number of employees; Kt is the turnover rate equal to the number of dismissed employees Ruv / P.

The effect of training with the subsequent combination of professions

calculated by the formula (4):

Goiter = Zzp x Rep x N - Goiter, (4)

where Ззп - the cost of wages per employee per month; Rep - the number of employees trained in related professions; N is the calendar period for which the efficiency is calculated; Goiter - training costs.

The effect of increasing labor productivity (per month) is calculated by the formula (5):

Ep = P x Dm x (P2 - P1), (5)

where P is the number of employees; Дм - the number of working days worked by them per month; P - labor productivity as the ratio of daily sales to the number of employees.

The effect of the employee training program on labor productivity and product quality can be determined by the following formula (6): O.A. Zaitseva, A.A. Radugin, K.A. Radugin et al. Fundamentals of management. M .: Unity, 2006, S. 298

E = P x N x V x K - N x Z, (6)

where P is the duration of the training program on labor productivity and other factors of effectiveness; N is the number of trained workers; V is the cost estimate of the difference in the productivity of the best and average workers performing the same work; K is a coefficient characterizing the effect of employee training (for example, an increase in labor productivity, expressed in shares); Z is the cost of training one employee.

Each of the considered approaches to assessing economic efficiency has its own positive aspects and difficulties in implementation. The most acceptable in practical terms, nevertheless, seems to be an assessment of individual directions of motivational policy, which makes it possible to single out the costs of their implementation and with sufficient accuracy to determine the indicators of the effectiveness of the personnel policy being pursued. However, enterprises of various forms of ownership (state, commercial, etc.) have varying degrees of freedom in the choice of methods for implementing socio-psychological and motivational policies and the possibility of implementing alternative options.

Therefore, general performance criteria may be as follows:

Payback period for personnel costs;

The size of the increase in income;

Minimization of operating costs;

Profit maximization;

Cost minimization through personnel costs.

The orientation of the enterprise to the use of one criterion or another predetermines the approach to the choice of indicators used to analyze and substantiate the effectiveness of the ongoing motivational policy, its forms and methods.

Thus, as a result of studying the theoretical and methodological foundations of the concept of the essence of the organization of personnel labor motivation, the following conclusions can be drawn:

Motivation is an incentive, a reason for any action, an active state of a person (his brain structures), prompting him to perform hereditarily fixed or experience-acquired actions aimed at satisfying individual (thirst, hunger, etc.) or group (caring for children and others) needs; Rudenko V.I. Management. Exam preparation guide. Rostov n / a: Phoenix, 2007.S. 192

A number of definitions of motivation were listed, methods and types of personnel motivation, the concept of personnel incentives were presented and analyzed. In the system of values of the enterprise, the management of labor motivation should become the basis, the optimal methods of personnel motivation and their combinations should be chosen so that the employee's efforts become the most effective and efficient;

To achieve effective labor motivation, an organization must have certain motivational resources. Such resources should be the principles of social partnership, the labor potential of the enterprise, the effective organization of labor and competent social policy pursued at the enterprise;

To assess the effectiveness of the applied motivational policy in personnel management, a quantitative and qualitative assessment of the effectiveness should be carried out according to the proposed methods, choosing the most suitable for the working conditions of a particular organization. Mintzberg G. Structure in a fist: creating an effective organization / Per. with. eng. Ed. Yu.N. Kapturevsky. SPb: Peter, 2009.S. 512

Chapter 2 Research e systems of motivation of MTS OJSC personnel

2.1 General characteristics of MTS OJSC

Open joint-stock company Mobile TeleSystems (MTS) is the leading telecommunications operator in Russia and the CIS. Together with its subsidiaries, the company serves over 103 million subscribers. The population of 82 regions of Russia, as well as Armenia, Belarus, Ukraine, Uzbekistan and Turkmenistan, where MTS and its subsidiaries are licensed to provide services in the GSM standard, is more than 230 million people. MTS is also licensed to provide 3G communications services and provides subscribers with third-generation communications services in Russia, Armenia, Belarus and Uzbekistan, develops a CDMA-450 network in Ukraine, and launched an LTE network in Uzbekistan in 2010. The company regularly introduces new tariff plans and services that meet the needs different groups subscribers.

Along with high-quality voice services, MTS is constantly expanding the range of additional services provided based on GPRS, WAP, MMS, LBS technologies and also develops its own branded line of mobile devices, both phones and devices for wireless Internet access - USB modems and routers. In April 2009, MTS launched the multimedia entertainment portal OMLET.RU - a universal interactive store with a wide selection of licensed music, video and game content and additional social network functionality. MTS gives priority to customer service and maintenance.

The company develops its own mono-brand network of 3000 MTS showrooms in Russia and has a wide distribution network of MTS dealer sales points throughout the country. In 2009, MTS acquired the mobile retail networks Telefon.Ru, Eldorado, Teleforum. Thanks to the wide coverage area of its own network and a set of roaming agreements, MTS subscribers stay in touch in 226 countries. MTS GPRS roaming is available in 169 countries. In 2012, the MTS brand was for the fifth year in a row the only Russian telecommunications brand that was included in the top 100 of the most expensive global brands in the BRANDZ ™ rating published by the Financial Times and the leading international research agency Millward Brown. For the fourth time winner of the All-Russian "Procurement Transparency Rating" "of the National Association of Participants e-commerce", The Ministry of Economic Development, the Federal Antimonopoly Service and the Accounts Chamber of the Russian Federation. MTS is the third time winner of the GRAND PRIX prize of the Association of Russian Managers" PEOPLE INVESTOR-2012 ", the leader of the rating" TOP-1000 Russian Managers "of the Association of Russian Managers and Publishing House Kommersant "in the" Communication "industry. Winner of the National Award for Contribution to the Development of the Russian Segment of the Internet. MTS is the seventh winner of the annual rating" Brand of Trust "in the category" Mobile Operator ".

MTS successfully implements the tasks of strengthening leadership and maintaining high business efficiency. The main directions of the new development strategy of the MTS "3i" group were the development of the infrastructure of new networks and points of interaction with consumers, the operator, the use of "smart grids" and the active development of Internet services to create additional value; development of innovations to provide subscribers with a wide portfolio of exclusive devices and services.

As part of the implementation of the "3i" strategy, MTS completed in 2009 a deal to acquire a 50.91% stake in the authorized capital of COMSTAR-United TeleSystems. The merger of MTS and Comstar-UTS creates competitive advantages for using the growth potential and increasing the company's share in the Russian telecommunications market, and will enable MTS to effectively develop as an integrated operator providing a wide range of telecommunications services.

MTS also pays great attention development of its own transport network. Thanks to the acquisition in 2009 of the backbone operator OJSC Eurotel, one of the leading federal backbone operators in the country, the total length of the united backbone network of the MTS Group amounted to about 35 thousand km.

MTS is one of the blue-chip companies Russian market shares and is one of the ten largest mobile operators in the world in terms of subscriber base. The largest shareholder of MTS is AFK Sistema, which owns 52.8% of the cellular operator's shares, about 47% of the shares are in free float.

Consolidated revenues of MTS OJSC, denominated in Russian rubles, increased in the third quarter of 2013 by 4% year-on-year to RUB 103 billion, and grew by 6% on a quarterly basis.

Consolidated OIBDA for MTS OJSC in the third quarter of 2013 on an annualized basis increased by 5% to 46 billion rubles, the growth of the indicator for the quarter was 4%.

How staff motivation affects the company's success

An employee with a high degree of motivation strives for self-improvement, honing his skills, updating knowledge. He is constantly improving his qualifications, which means that he does his job better than others.

Staff motivation directly affects the company's bottom line. Motivated / satisfied staff do their best: generate more useful ideas, complete more tasks in a given period. The quality of the services / goods produced is growing, so the company's customers are also satisfied.

The company's expenses for motivating its personnel return double or triple in the form of net profit: the number of transactions and loyal customers grows. Employees with low motivation are able to take things “in the red”. In order not to harm the interests of business, it is necessary to exclude the discontent of workers. To do this, they analyze the motivation system, identify effective methods and exclude what does not work.

Analysis of the motivation system allows you to effectively manage personnel, increase productivity. Russian companies began to follow the example of Western companies to introduce incentive systems to retain valuable employees. helps an individual team member achieve success and leads the entire company to success.

Methods for analyzing employee motivation

Questionnaire A.A. Reana

The test is also called "Motivation for success and fear of failure." The test taker can answer "Yes" or "No". An affirmative answer includes both an affirmative statement, if the test taker fully agrees with the thesis, and an answer “rather yes,” if he is not sure of the answer, but is more inclined towards an affirmative answer. The same should be regarded as denial: it is a solid "No" and "rather no than yes."

The test taker should not think long about the answers: you need to think quickly, answer immediately what comes to mind. Such answers are truer and franker. This means they are more useful for testing.

The answers of each specialist of the company are compared with the key to the test. If the answers match, then 1 point is added. The number of points is added up. The resulting number is the test result.

The motivation for failure is of the negative type. This is work to avoid punishment / censure. The employee has negative expectations about the results of his work. Before starting work, a person is already mentally tuned in to failure: he is afraid to make a mistake, thinks over ways to avoid important assignments. Such a specialist does not think about ways to achieve success. Such people are unsure of themselves, with difficulty restraining increased anxiety. If they are entrusted with responsible tasks, then this provokes panic in them. But at the same time, such workers show responsibility.

The motivation for good luck is of the positive type. Employees hope for success and strive for constructive results. Feel the need to achieve their goals. These are responsible personnel who are confident in their abilities, proactive in business, purposeful and persistent on the way to success.

Test V.I. Gerchikova

This test helps determine the motivational personality type. The respondent answers 15 test questions. Only one answer can be given for each question.

Test Questions 1 to 3 Test Questions 4 to 6 Test Questions 7 to 9 Test Questions 10 to 12 Test Questions 13 to 15

According to the scientist's theory, there are two motivational classes:

Avoidant motivation. The employee seeks to avoid the potential undesirable consequences of their behavior.
Achieving motivation. The employee strives to achieve the set goals, his behavior is consistent with the goals.

The avoidant class includes the lumpenized type of personnel (LJ). Such workers are not picky: they do the work that is. Agree to a low salary if other colleagues receive the same. They have low qualifications, prevent its improvement. They have low activity and do not approve of someone else's initiative. They strive to minimize their own responsibility and make as little effort as possible in their work.

Achieving motivation includes the following types:

Instrumental (IN).
Professional (OL).
Patriotic (PA).
Master's (HO).

Characteristics of types:

IO is more interested in price rather than content of labor. Labor for him is a tool for satisfying other needs. Strives to earn money on his own. Not waiting for "handouts", waiting for reasonable wages.
The PR values, above all, the interesting content of the work. Doesn't want to work on uninteresting projects, regardless of the proposed payment. Seeks opportunities for self-expression, takes on difficult tasks. Seeks professional recognition.
PA values public recognition, highlighting him as an irreplaceable specialist. He needs an idea to move forward.
XO is not afraid of responsibility, accepts it on its own initiative. Seeks to act on its own and avoids control.

Table 1 - Determination of types of motivation

Questions	Types of work motivation, identified by relevant options (numbers) of answers
Questions	IN	NS	PA	NS	BJ
1	4	2	3	1	5
2	1	3	4	2	5
3	3	2	5	4	1
4	1	2	4	3	5
5	1	2	3	5	4
6
7	1	1	3	3
8	1	3	3		1
9		3			1
10	3	3	3	1	3
11	1		3		1
12	1	1		3	3
13				1
14	3	3			1
15	2	3	1	1	4
16	5	2	3	1	4
17	4	2	1	3	5
18	2	4	1	3,1	5
19	3	1	5	2	4
20	1	2	4	5	3
21	4,6	1,4,7	1,2,4,5	1,2,4	2,5
22	3,6	5	2	1	4
23	4,6	3,5	2	1,3	7,8

In reality, each personality includes several characteristics of different types. Some type prevails, others complement the character of the person.

Gerchikov identifies the following forms of incentives:

Negative. Reprimands, punishments, threat of dismissal.
Cash. Salaries, bonuses and other allowances.
Natural. Buying / renting a home / car.
Moral. Diplomas, boards of honor, awards, etc.
Employee care. Providing medical insurance, social insurance, creating conditions for recreation, etc.
Organizational. Conditions and content of work, organization of work.
Involvement in co-ownership, management.

The response to the above stimuli can be positive, negative, or none at all.

Table 2 - Correspondence of motivational types and forms of incentives

Forms of incentives	Motivational type
Forms of incentives	Instrumental	Professinal	Patriotic	Master's	Avoidant
Negative	Neutral	Forbidden	Applicable	Forbidden	Basic
Cash	Basic	Applicable	Neutral	Applicable	Neutral
Natural	Applicable	Neutral	Applicable	Neutral	Basic
Moral	Forbidden	Applicable	Basic	Neutral	Neutral
Paternalism	Forbidden	Forbidden	Applicable	Forbidden	Basic
Organizational	Neutral	Basic	Neutral	Applicable	Forbidden
Participation in management	Neutral	Applicable	Applicable	Basic	Forbidden

Thus, those incentives are selected that are applicable for a particular type of employee and are applied in practice.

Other ways and methods of studying motivation

Trying to "calculate" motivation is like trying to measure the immeasurable. To analyze the degree of motivation of employees, different methods are used: testing, questioning, conducting surveys, filling out tables, organizing experiments and other techniques.

Such methods make it possible to identify “generalized motives” that increase or decrease motivation.

To study the degree of employee satisfaction, surveys are used. It could be an interview or a questionnaire. They are based on a single principle: from all the proposed motives, a member of the team chooses the most attractive or evaluates them.

Surveys also contain direct questions: how much the employee likes the current job, relationships with colleagues, assessment of leadership style, and so on. Diagnostic interviews are used to assess the motivation of managers and department heads.

You can familiarize yourself with non-material methods of employee motivation in this article:

The disadvantage of the survey method is that many respondents choose the answer according to “correctness” in order to be presented in a favorable light. Also, some motives affect the personality subconsciously, the person is not aware of their significance. The advantages of the method are that it allows you to quickly collect data from many employees.

Tests allow you to identify the psychological qualities of a person. With the help of such questionnaires, the presence or absence of certain personality traits is determined. If a character trait is present, you can identify the degree of its development. The disadvantage of testing is that the employee can deliberately choose those answer options that are "approved" by management.

Projective techniques (interviews, cases, assignments) are aimed at identifying the hidden motives of the employee. A latent motivation is diagnosed, which, perhaps, the subject himself does not know about. Using this technique, complex answers are obtained, they are difficult to analyze and structure. The collected data is interpreted by an experienced technician.

Assessment of the level of motivation

To improve the motivation system, they use "generalized motives", subjective assessments from the employees themselves and situational factors of behavior. To objectively study the motivational impact, three levels of assessment are used:

The level of views. These are the subjective judgments of the employee. For example, mood, interest, attention. It is studied how the employee himself assesses the motivational factors (relations in the team, salary, working conditions, the possibility of developing professionally or building a career). Study methods: writing essays, surveys, testing, filling out questionnaires.
Action level. The results of behavior in the workplace are studied, to what extent the employee fulfills corporate requirements. It is also important to find out if the employee is following the rules on his own initiative or due to management pressure. You can study how employees comply with corporate standards through video surveillance, keeping work diaries, and structured observation.
Productivity level. The results of activity are studied: cost reduction, profit increase. Indicators are used: sales, quality improvement, number of complaints, employee turnover.

How to maintain a high level of company performance

So as not to fall team spirit, you need to maintain motivation at the proper level, to warm up interest in work. Ways to maintain the fighting spirit of the team:

You can read about how to achieve the company's goal on our website:

Celebrate the merits of each employee.
Encourage satisfaction from success.
Convey confidence in success to subordinates.
To exclude from everyday life “we cannot” or “we cannot”.
Assign a curator to each new employee. So the newly arrived staff will adapt faster, and for the experienced, this is a signal from the management that they are appreciated in the company.
Inform employees about important events. This must be done promptly and accurately, with personal contact.
Maintain the quality of work. To do this, you need to unobtrusively exercise daily control, work on errors, and carry out planned control.

Work with low employee motivation

Many factors can reduce the motivation of a particular employee to work. For example, stress, conflicts with colleagues, fatigue. Routine work leads to apathy. The employee does not see the positive results of his work, he does not expect success.

The following recommendations will help to improve the mood of employees, and therefore motivation to work:

Communicate with the team. Find out from employees what their short-term goals in professional activities, preferences in work are. Let your potential be realized through delegation or participation in planning.
Monitor the work of employees. Ask questions and ask for a detailed answer. Employees must clearly understand what is required of them in the workplace.
Demonstrate the importance of employee performance. For example, how the efforts of the team led the project to success. Recognize the merits of your employees.
Look for effective working methods. Give employees a break from routine. For example, moving employees between positions has a good effect.
Plan for high performance rewards.
Encourage striving for advanced training, additional education.
Use of a transparent punitive system. Employees must understand what framework they should not go beyond in their work.

The team must have a healthy atmosphere. "Rumors" should be kept to a minimum. If an employee is praised or punished, then everyone should clearly understand why. Elimination of omissions, transparent goals, control to give more at work.

There are different methods to determine the degree of staff motivation. They need to be tested in the conditions of a specific team and select an adequate one. Engaging employees is laying the foundation for the company's success.

Effective management labor resources in the modern world is one of the conditions that ensure the competitiveness and success of the enterprise. An ineffective motivation system can cause dissatisfaction among employees, which always entails a decrease in labor productivity and other indicators of the enterprise's activity. An effective system stimulates the productivity of personnel, increases the efficiency of human resources, and ensures the achievement of the entire complex of enterprise goals.

The motivation and motivation of staff needs to be constantly improved and improved. To do this, you need to know in which direction to move, what changes and in what area of the incentive system to carry out, etc.

The analysis of the motivation system includes 3 stages: analytical, diagnostic, control.

The analytical stage involves the analysis of the structural components of the motivation system at the enterprise, i.e. study of the available material, on the basis of which it is possible to determine Current state a real system of motivation and incentives at the enterprise.

One of the most common methods of collecting information about the opinion of employees about the current system of motivation is to conduct sociological research, which are questionnaires of employee satisfaction with the nature of work, the level of wages, moral forms of staff incentives. Questioning is a system of logically consistent methodological and organizational-technical procedures, interconnected by a single goal: to obtain objective reliable data about the object or process under study for their subsequent use in management practice. Also, the interview method can be used to assess the motivation system. Interview - a "face to face" survey, obtaining information in person.

The information obtained is further analyzed. Methods for analyzing the information received include: system analysis, functional - cost analysis and expert - analytical method of assessment (method of expert assessments), the Pattern method.

The systematic approach focuses on the study of the system of labor motivation as a whole and its individual components: goals, functions, structure, incentives; to identify the types of connections of these components with each other and the external environment and bring them into a single holistic picture. This assessment method is based on the analysis of such indicators as labor productivity, growth of wages in the enterprise, their ratio, staff turnover, an indicator of the qualitative composition of workers (by age, education, length of service), discipline. After analyzing the correspondence of these indicators to the required level, a conclusion is made about the labor incentive system as a whole. The more inconsistencies and discrepancies, the less effectively the incentive system functions.

Functional - cost analysis of the labor incentive system is a method of technical and economic research of the functions of the incentive system at the enterprise, aimed at finding ways to improve and reduce the cost of organizing the incentive system in order to increase its efficiency.

The Pattern method includes the following steps:

1) the problem under study is divided into a number of separate tasks and elements that are subject to expert assessment;

2) problems, tasks and their elements are arranged in a "decision tree";

3) the coefficients of the importance of each task, each element are determined;

4) the estimates put forward by individual experts are subject to open discussion.

What are the employees of the company, what motivates them, what demotivates them in their work and in their professional activities.

What incentive techniques are used in the company, to what extent they are combined with what is best suited to the current this moment the situation at the enterprise at this stage.

What kind of employees does the company need who will feel comfortable satisfying their needs and motives?

Based on the results of the diagnostics, "critical zones" of the motivation system at the enterprise are identified, on the basis of which the manager needs to develop measures to improve this system.

The control stage consists in comparing diagnostic and analytical data and generating reporting documents.

V general view the process of analyzing the motivation system can be represented as follows, as written in the article by E.A. Rodionova. "Optimization of the system of motivation and incentives for personnel in the organization":

“1) Analysis of the structure of the enterprise and the value components of the company.

2) Analysis of the personnel management process, starting with the selection of personnel, i.e. how exactly the assessment and selection of candidates for vacant positions is carried out, what forms of personnel training exist, what they are aimed at, how the social and psychological support of personnel in the adaptation process takes place.

3) Assessment of jobs (job competencies). In the process of evaluative analysis, the significance of the workplace is determined in the context of its contribution to the achievement of the strategic and tactical goals of the organization.

4) Analysis of job descriptions.

5) Analysis of the incentive system.

6) Analysis of the bonus system. "

In order to assess the current system of motivation and incentives at the enterprise, it is necessary to reduce it to an analysis of efficiency in terms of achieving the basic goals set for the organization (profit, profitability, sustainable development, performance of social functions, etc.)

The general requirements for the performance indicators of the personnel incentive and motivation system can be expressed as follows:

The indicators should correspond to the functions and tasks facing the personnel and the organization as a whole.

The indicators must be measurable and comparable.

The indicators should allow assessing all elements of the current incentive system.

Collecting information and calculating indicators should not be costly and time consuming.

It is clear that, depending on the specialization of the enterprise, various indicators can be used to assess the system of motivation and labor incentives. The classification of these indicators can be represented in one of the following ways.

Based on the formalization of assessment indicators:

Qualitative, which are aimed at identifying incentive problems, for example, the level of corporate culture, employee satisfaction, etc. They are measured, as a rule, using ordinal, rank scales.

Quantitative ones, which create the basis for a quantitative assessment of the results of the functioning of the incentive system and the level of its effectiveness, have direct measurement indicators in relative, absolute or interval values.

By the level of objectivity:

Objective (easily observable and quantifiable).

Subjective (based on the opinion of the subject of the assessment - the person conducting the assessment).

By the purpose of the assessment:

Labor process (achievement of goals and objectives, precision of technology execution).

Employee qualifications.

The moral and psychological state of the staff.

Based on the essence of the assessed indicators, three categories of assessment indicators can be distinguished, which are presented in Figure 1.6:

As examples of a qualitative assessment of the labor motivation system, we can offer a method for describing a situation and a method for specifying constraints given by A.Ya. Kibanov. and his colleagues. [Kibanov A.Ya., Batkaeva I.A., Mitrofanov E.A., Lovcheva M.V. Motivation and stimulation of labor activity: Textbook / Ed. AND I. Kibanova. - M .: INFRA-M, 2012. - 524 p.]

The method for describing situations is based on the display of the characteristics of the labor behavior of personnel, describing the general motivation of employees and its material component. After that, the obtained indicators are compared with the indicators of efficiency and inefficiency "of the work of the personnel (Table 1.1).

Characteristics of the labor behavior of personnel	Inefficiency indicator	Performance indicator
Signs of the effectiveness of the incentive system
A desire to work	Workers show apathy and indifference to work	Employees show energy, enthusiasm and commitment to success
Labor discipline	Regular delays in work execution and low labor discipline (delays, absenteeism)	The work is done on time, on time, the planned results are constantly achieved
Problem solving	Employees do not want to participate in solving problems that have arisen	Employees seek cooperation in resolving emerging problems
Attitude towards change	Workers are unjustifiably resistant to change	Workers are proactive and ready for the necessary changes
Signs of the effectiveness of the system of material incentives
How do workers relate to the size of the salary?	Try not to do unnecessary work and leave work on time	Trying to increase their earnings, including working overtime
How to get an employee to do extra work?	Pay separately for each additional work	Most often - ask for it and discuss possible options.
How do employees feel about management requests?	Clarify how much they will receive for doing this work	Try to perform as much as possible
How do employees feel about empowerment?	Try to get paid for new features or refuse them	Clarify their perspectives and begin to implement

If, when describing, most of the answers tend to the indicator of inefficiency, then this organization has serious problems in the field of labor motivation, if, on the contrary, the system of incentives and motivation for labor works quite effectively.

Intermediate options are also possible. At the same time, it should be remembered that it is necessary to characterize the personnel as a whole in terms of efficiency, and not rely on individual observations. After all, an individual person can have a strong motivation to work, even with an overall low one. In addition, the second part of the signs associated with the effectiveness of the material incentive system, in fact, characterizes not only this part of the system, but also such characteristics as the effectiveness of labor rationing or the level of trust in management. Hence, the reluctance to take on additional work may be associated not with low wages, but with the overload of the employee with his duties.

The method for clarifying the constraints consists in assessing the answers to questions designed to characterize the limitations of the organization's management associated with material rewards and the influence of the leader on the team. At the first stage of this method, an assessment of the limitations of the possibilities for material incentives is carried out. To do this, the leader must answer the following questions:

Can he independently set the salary of his employees at his management level?

Can a manager independently write a bonus for his employees?

Can an employee be fined for not following his order?

Can I pay for additional types of work performed in work time?

At the second stage, the influence of the leader on the team is assessed. Questions, the answers to which must be obtained within the framework of this stage:

Can a manager reprimand the best employee without increasing the likelihood of being fired?

Can he entrust an employee with an emergency task from management without discussing the terms of his payment and at the same time be sure that the task will be completed?

Can the manager ask the employee to do part of his work and will he not be “tormented” by the question of whether he will definitely do everything as it should, or not, or suddenly will not do it at all?

It is clear that negative answers to the questions posed speak at the first stage about the lack of material incentive tools in the hands of the head, and at the second, about the low degree of the head's influence on the work collective and the need to change the labor incentive system.

An example of a quantitative assessment of the motivation system is the analysis of labor productivity - a key indicator of the effectiveness of this system. Labor productivity (PT), like any other indicator of efficiency, is the ratio of the effect (E) to the costs (C) required to achieve it:

where DS is the added value;

H st - the number of rates for the staffing table of the main employees, all personnel, management personnel (depending on the objectives of the study).

2) The company's revenue, value added, product value or profit per ruble of payroll:

where K pr is the amount of products produced.

Production = K pr / K r

(1.5)

where K p is the number of employees.

There are also various indirect indicators for assessing the effectiveness and efficiency of systems of motivation and labor stimulation. They are aimed at measuring those characteristics of the work and employment of personnel, which can also affect the performance of the organization. These indicators include, for example, indicators of staff turnover:

1) Personnel turnover, the rate of layoffs or losses, the rate of turnover on retirement, the rate of retirement - the ratio of the total number of retired employees per year to the average number of employees at the beginning of the period.

2) The rate of turnover for admission, the rate of admission of personnel is the ratio of the number of all hired workers for a given period to the average number of employees for the same period.

3) The coefficient of personnel stability is the ratio of the number of people who quit voluntarily or for violation of discipline in the current period to the sum of the number of employees in the previous period and the number of employees hired in the reporting period.

4) The coefficient of staff turnover is the ratio of the number of dismissed employees of their own free will and due to violation of labor discipline for the year to the average headcount at the beginning of the period.

So, the motivation of the personnel of any organization is a dynamic phenomenon that changes in accordance with the current changes in the market. The motivation system must be mobile, as it is built within the organization, which is a living system.

It must be recognized that staff motivation is, in a certain way, an art that can only be used by a person with a developed sense of proportion, harmony, and person-oriented. The motivation system is a purely individual and unique management tool for any organization that has to be developed and correctly implemented. Trends modern market management consulting shows that more and more companies are paying attention to this problem and striving to solve it.