Modern technologies for stimulating and motivating personnel. Typical technologies and methods of motivating employees in a modern enterprise. Problems that arise in drawing up staff motivation

Introduction

Thousands of years before the word "motivation" entered the lexicon of leaders, it was well known that you can deliberately influence people to successfully accomplish the tasks of an organization. The very first technique used was the "carrot and stick method." In the Bible, ancient traditions and even ancient myths, you can find many stories in which kings hold a reward in front of the eyes of the alleged hero or bring a sword over his head. However, royal daughters and treasures were offered to only a select few. The "gingerbread" offered as a reward for most deeds was hardly edible. It was simply taken for granted that people would be grateful for anything that would allow them and their family to survive.

Why do people work? Why do some do light work and remain dissatisfied, while others do hard work and get satisfaction? What needs to be done to make people work better and more productively? How can you make your job more attractive? What makes a person want to work? These and similar questions are always relevant in any area of ​​business.

The management of an organization can develop excellent plans and strategies, find optimal structures and create effective systems for the transmission and processing of information, install the most modern equipment in the organization and use the best technologies. However, all this will be nullified if the members of the organization do not work properly, if they do not do their job well, do not strive to contribute to the achievement of corporate goals and the fulfillment of its mission by the organization. The willingness of a person to do his job is one of the key factors for the success of the functioning of any organization.

The path to effective management of a person lies through understanding his motivation. Motivation occupies a leading place in the structure of personality and is one of the basic concepts that are used to explain the driving forces of behavior. Only knowing what motivates a person, prompts him to activity, what motives lie at the basis of his actions, one can try to develop an effective system of forms and methods of managing him. To do this, you need to know how certain motives arise or are caused, how and in what ways motives can be put into action, how people are motivated.

The relevance of this topic lies in the fact that, having understood the mechanism of the formation of a person's motivational sphere, managers will be able to effectively manage personnel, increasing the productivity of the enterprise by motivating their employees; and having received an idea of ​​what motivation is and what our true motives are, what is the actual mechanism of motivation, we will be able to manage our own life more effectively, adequately perceive not only the people around us, but the whole situation of interaction, enjoy the present, listening to our needs and desires, make plans for the future, based on their true motives.

Labor productivity directly depends on the level of motivation of workers to work and the type of this motivation.

Thus, identifying ways to increase productivity, ways to grow creative initiative, as well as incentivizing and motivating employees are becoming a priority in the practice of Russian management, and the relevance of the chosen topic is beyond doubt.

No management system will function effectively if an effective motivation model is not developed, since motivation encourages a specific individual and the team as a whole to achieve personal and collective (organizational) goals.

Modern theories of personnel motivation and their use in practice prove that material incentives do not always induce a person to work harder. It is extremely difficult to determine the true motives that cause you to give the maximum effort to work. Having mastered modern technologies of motivational activity, the manager is able to significantly expand his capabilities in attracting an employee to perform tasks aimed at achieving relevant in any area of ​​business.

With all the breadth of methods by which employees can be motivated, the manager must choose himself how to stimulate each employee to fulfill the main task - the firm's survival in fierce competition. If this choice is made successfully, then the leader gets the opportunity to coordinate the efforts of many people and jointly realize the potential of a group of people, a team for the welfare of the organization and society as a whole.

The purpose of this course work is to analyze the features of incentive and motivation systems for personnel in modern conditions and consider systems of motivation and incentives using the example of a particular organization.

To achieve this goal, the following tasks were developed:

1. Give theoretical justification for staff motivation;

2. Review the main scientific approaches to motivation and incentives labor activity.

3. To study the methodology and practice of building personnel incentive systems at domestic enterprises.

4. Analyze the system of incentives and motivation for work at a particular enterprise. Make brief conclusions and suggestions based on the research results.

Research object: modern incentive and motivation systems.

Subject of study:

The practical significance of this study lies in the fact that having studied modern technologies of motivational activity, the manager is able to significantly expand his capabilities in attracting an employee to perform tasks aimed at achieving the company's goals.

Chapter 1 Motivation and incentives for personnel in the organization:

the basics of building an incentive system

1.1. The concepts of need, motive and incentive

Starting to analyze such problems as motivation and stimulation of personnel in the organization, one cannot do without defining such key concepts as “need”, “motive” and “incentive”, since these three categories are directly related to the issues considered in our work.

There are different opinions regarding the essence of the concept of labor motivation, since psychologists, economists, sociologists are engaged in the problems of motivation, focusing their attention on various aspects of this issue.

As an independent scientific problem, the question of needs began to be discussed in psychology relatively recently, in the first quarter of the twentieth century.

Volgina O.N. in his book "Motivation of labor of personnel of financial and credit organizations" writes that the concept of motivation in industry and encyclopedic dictionaries is interpreted as follows.

Motivation is:

A set of arguments, motives in favor of something;

Motivation is a state of predisposition or readiness, a tendency to act (act) in a certain way. At the basis of human behavior, a significant place is occupied by the orientation of the individual, which in sociology means stable attitudes towards certain social values;

Using the motives of human behavior in the practice of managing his activities, prompting a person to be active and labor productivity; includes the formation of motives in the process of human activity, and their consolidation as a permanent dominant;

Motivation of a person, a social group to be active; indicates the causes and mechanisms of social actions, human behavior aimed at achieving goals. The motivating forces of a person - his needs, interests, instincts;

The process of encouraging oneself or others to achieve the individual or general goals of the organization;

A set of motives of behavior and activity; the process of stimulating a person (employee) of himself and others for activities aimed at achieving the individual and general goals of the organization

The action of any stimuli, both external and internal, capable of causing or activating behavior. Needs and interests, drives and emotions, attitudes and ideals can act as motives.

1) a set of stable motives, specifically objectified in the previous life experience of a person of his specific needs; 2) the process of actualizing a motive and its functioning is an internal psychological process that directly causes its activation and orientation;

3) an incentive, a reason for any action, an active state of a person (his brain structures), prompting him to perform hereditarily fixed or gained experience actions aimed at satisfying individual (for example, thirst, hunger, etc.) or group (caring for children, etc.) needs;

4) motivation for the activity and activity of the subject (personality, group, community of people), associated with the desire to satisfy certain needs;

5) external or internal motivation of an economic entity to act in the name of achieving any goals, the presence of interest in such activities and ways of initiating it;

It is possible to highlight the key points of each version of the interpretation of this concept.

Motivation is:

use of motives of behavior;

motivation to be active;

incentive process; action of any incentives;

a state of predisposition and readiness;

a set of stable motives;

a set of internal stimuli.

The first stage and driving force of the labor motivation process is the formation of needs. As an independent scientific problem, the question of needs began to be discussed in psychology relatively recently, in the first quarter of the twentieth century. Needs are the source of human activity. They can be very diverse: the need for food; material reward; have a social status, place, role in society; the need to realize their abilities; the need for security; need for knowledge; the need to get approval and recognition for the work performed; the need to work and so on.

The needs are as diverse as the people themselves. What a person needs depends on his level of development. Needs tend to evolve. Needs can be innate and acquired as a result of upbringing.

By origin, needs are natural (for food, water, etc.) and social (in recognition, fame), and based on the content -

material and not.

There are three levels of satisfaction of needs:

Minimal - ensures survival;

Normal maintains the employee's ability with due dedication

to work (reflected in a rational consumer budget);

The level of luxury when satisfaction of needs becomes an end in itself

or a means of demonstrating high social status. The needs for objects of conspicuous consumption, the cost of which itself becomes a need, are called artificial.

The form of realization of the need is interest, that is, the specific form in which the need can be expressed (money, title, approval, new position, etc.). This stage of the motivation process coincides with the stage of the psychological explanation of the process of satisfying the need. Interest can be material (in the form of wages, bonuses, vouchers to a sanatorium, etc.) or moral (in the form of gratitude entered in the work book, photographs on the honor board, oral gratitude). Interest can combine elements of material and moral properties.

The next most difficult and important stage process of motivation - the formation of the motive of any activity.

Human behavior is usually determined not by one motive, but by their totality, in which the motives can be in a certain relation to each other according to the degree of their influence on human behavior. Therefore, the motivational structure of a person can be considered as the basis for the implementation of certain actions. The motivational structure of a person has a certain stability. However, it can change, in particular, deliberately in the process of upbringing a person, his education.

There are the following main types of motives:

1) motive as internally conscious needs (interests), prompting

actions (a sense of duty) related to their satisfaction;

2) motive as an unconscious need (desire);

3) motive as a tool for satisfying needs. For example, the motive

a goal can become if it acquires a special meaning for a person;

4) motive as an intention that induces behavior;

5) motive as a complex of the listed factors.

The ratio of various motives influencing people's behavior forms its motivational structure. It is individual for each person, and

due to many factors: gender, age, education,

upbringing, level of well-being, social status, position, personal values, attitude to work, efficiency, etc.

Motivation is the process of influencing a person in order to induce him to certain actions by awakening certain motives in him.

Motivation is at the core and foundation of human governance.

The effectiveness of management to a very large extent depends on how successfully the process of motivation is carried out.

There are the following types of motivation:

1) labor (focus on earnings);

2) professional (interest in meaningful work, mastering its skills, self-expression);

2) domineering (acquiring a high position);

3) ideological (willingness to work for the common good);

4) master's (striving for independence, the ability to multiply

wealth);

5) creative (search for something new);

6) collectivist, focusing on teamwork

(typical for oriental cultures);

7) lumpenized (emphasis on equalization).

The motivational structure of the personality is quite stable, but amenable to

formation and change, for example, in the process of education,

which also leads to a change in behavior.

For the successful leadership of subordinates, it is necessary at least in general outline know the main motives of their behavior and ways of influencing them and the possible results of such efforts.

Motivational mechanism

The mechanism by which conditions are formed that induce people to

activity is called motivational. It consists of two

elements: the mechanism of external purposeful, stimulating influence (motivation and coercion) and the mechanism for the implementation of internal psychological predisposition to a particular activity.

The principles of building a motivational mechanism are:

Linkage with the structure and the degree of significance of the goals of the activity;

Simplicity, clarity, fairness;

Availability of the necessary conditions for implementation;

Possibility of adjustment;

Focus both on supporting the creation of the new, and on its adoption;

Rationality, interconnectedness of elements with their isolation

(elements of the motivational mechanism should have different duration

life cycle, up to eternal).

In addition to needs and motives, the motivational mechanism includes:

1) claims - the desired level of satisfaction of needs,

deterministic behavior. It is influenced by the situation, successes and failures. If it is achieved, then, most likely, needs do not turn into motives;

2) expectations - a person's assessment of the likelihood of an occurrence

an event that specifies the claims in relation to the situation;

the assumption that the result of the activity will have certain

consequences. Expectations and expectations must be carefully considered so that they do not

become a demotivating factor;

3) attitudes - psychological predisposition, human readiness

to certain actions in a specific situation;

4) assessments - characteristics of the degree of possible achievement

result or satisfaction of needs;

4) incentives - benefits, opportunities, etc., outside

subject, with the help of which he can satisfy his needs, if this does not require impossible actions.

The action of the motivation mechanism looks like this:

1) the emergence of needs;

2) the perception of impulses coming from them;

3) analysis of the situation, taking into account expectations, claims, incentives (the last

I can be rejected or accepted at the same time;

4) actualization (inclusion) of motives;

This process can occur either automatically, on the basis of an attitude, or by rational assessment (a conscious analysis of the stimulus contained in)

As a result, part of the motives are selected and actualized, and the rest

preserved or rejected.

5) the formation of a certain state of personality (motivation),

determining the required intensity of its actions

(the degree of motivation) is determined by the relevance of a particular need, the possibility of its implementation, emotional support, the strength of the motive);

6) determination and implementation of specific actions.

Interest itself cannot be a force capable of making a person work if there is no way to realize it. Stimulus plays an important and sometimes key role in the process of motivation. The dictionary of foreign words interprets this concept as follows:

"Stimulus (lat. Stimulus) is an incentive to action, an incentive reason." Thus, an incentive is an external incentive for any activity that does not depend on the employee. The task of the manager is to create such working conditions so that the incentive is directed to the emergence of a motive, i.e. internal, subjectively significant and meeting the needs of the subject of labor activity stimulus.

From a psychological point of view, the motive, and not the stimulus itself, prompts and directs human activity. Stimulus, stimulation, stimulation is something external to a person. An incentive may or may not become a motive. He will become a motive when he meets an “internal” need, a system of needs, or an already established system of motives.

A motive is a product of a meeting between “external” (stimulus) and “internal” (a system of needs or motives that have developed in the past), or, as psychologists say, a motive is an objectified need. In this sense, any motivation is intangible, even if it was born from a meeting with a very significant material incentive. This can be expressed by a simple formula:

stimulus + need = motive.

Also about the stimulus, we can say that they are tools that cause the action of certain motives. Some objects, actions of other people, bearers of obligations and opportunities, everything that can be offered to a person as compensation for his actions, or what he would like to acquire as a result of certain actions, act as incentives. A person reacts to many stimuli unconsciously. In some cases, his reaction may not be subject to conscious control.

The response to different stimuli varies from person to person. Hence incentives have no absolute value if people are unable to respond to them. So, in conditions of strong inflation, wages and money largely lose the role of incentives and are already used to a limited extent within the framework of managing people. Using a variety of incentives to motivate people and provides an incentive process that takes many different forms. One of the most common is material incentives. The role of the latter in the market environment is especially significant. Here it is important to correctly assess the situation within which material incentives are implemented, try not to exaggerate its capabilities, given that a person is characterized by a very complex system of needs, interests, priorities and goals.

Incentives are fundamentally different from motivations. The difference is that stimulation is a means by which you can motivate. The higher the level of development of human relations in an organization, the less often incentives are used as a tool for managing people. Education, training as methods of motivating people determine the situation when members of the organization show an interest in the affairs of the organization, carry out the necessary actions, without waiting or even not receiving any stimulating influence.

Now, having an idea of ​​the need, motive and incentive, we can consider the main provisions of the most famous theories of motivation and the features of stimulating labor activity.

1.2. Basic theories of motivation

IN different countries there are various models of motivation and stimulation of labor. For example, in Japan, it is based on a hierarchy of ranks. In the United States, the work incentive system involves substantiating the strategic and tactical goals of the organization, setting on this basis the goals of the unit and each employee, choosing the means to achieve goals, agreeing on general, private and individual goals.

The behavioral models of Maslow, Alderfer and McGregor, which are designed to explain some of the existing “oddities” in human behavior, are most often used as a basis. Why hungry and almost homeless fellow citizens will not work effectively for the good of society - this is the theory of Maslow and Alderfer. MacGregor's theory will help explain why workers sometimes break smart machines instead of working hard on them.

But if it is necessary to move from a simple understanding of the essence of what is happening to specific and effective management actions, and these are the problems facing most domestic managers, then one simply cannot do without the application of the theory of motivation.

The theory of motivation is divided into two categories: content and procedural. Meaningful theories of motivation are based on the identification of those internal urges, called needs, that cause people to act this way and not otherwise. The works of A. Maslow, D. McClelland and F. Herzberg are devoted to this.

Procedural theories of motivation are more modern, based on ideas about how people behave, taking into account their perception and cognition. The main procedural theories are the theory of expectation, the theory of justice and the model of motivation by Porter-Lawler and V. Vroom.

Let us consider in more detail the content of each of the theories.

Maslow's theory is based on physiological needs, the satisfaction of which is necessary for waiting. These include the needs for food, water, shelter, rest. The need for security and confidence in the future. These include the need for protection from physical and psychological hazards from the outside world and the confidence that physiological needs will be met in the future; social needs. These include the need for social connections, the feeling of being accepted by others, feelings of affection and support; the need for respect. These include self-esteem, personal achievement, competence, respect from others, recognition; needs of self-expression. These include the need for realizing one's potential and growing as a person.

Rice. 1.2. Maslow's pyramid of needs

According to Maslow, among physiological needs, the need for safety comes to the fore, when a person seeks to protect himself from possible bodily harm, as well as from adverse economic conditions or threatening human behavior. The next need is the need for spiritual closeness and love. Satisfying it requires a person to establish companionship and determine his place in the group. Meeting these needs brings forward the need for respect and self-esteem. Often these needs are important for a person, he needs to feel his own significance, confirmed by the recognition of others. The hierarchy of Maslow's needs ends with the needs of a person to realize himself, to translate into activity the stock of his forces, abilities, to fulfill his 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 in effective work is money: the more a person gets, the better he / she works. This belief is not true, because if a person is dominated by, for example, 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.

McClelland focuses primarily on the needs of the higher levels. He believed that people have three needs: power, success, and belonging.

The need for power is expressed as a desire to influence other people. With the need for power in its pure form, people, according to this theory, do not have a tendency to adventurism or tyranny, the main one is the need to manifest their influence.

The need for success is satisfied not by the proclamation of the success of this person, which only confirms his status, by the process of bringing the work to a successful conclusion. People with a highly developed need for success take moderate risks, love situations in which they can take responsibility for finding a solution to a problem, and want specific rewards for their results.

Motivation based on the need for involvement determines the interest of people in the company of acquaintances, building friendships, helping others.

Herzberg's two-factor theory is based on the idea that hygiene factors and motivation should be distinguished.

Hygiene factors are related to the environment in which the work is carried out. The absence or insufficiency of hygienic factors causes dissatisfaction with work in a person. But the sufficiency of these factors in itself does not cause satisfaction with work and cannot motivate a person to do anything. These factors include earnings, working conditions, administration policies, degree of control, relationships with colleagues, managers, subordinates.

Motivation is related to the very nature and essence of the work. The absence or inadequacy of motivation does not lead to dissatisfaction with the job, but its presence causes satisfaction and motivates employees to improve their performance.

Motivation can include success, promotion, recognition of work results, the possibility of creative growth, high responsibility.

The theory of expectations is connected with the works of V. Vroom and is based on the fact that the presence of an active need is not the only condition for motivating a person to achieve a certain goal. A person, in addition, must believe that the type of behavior chosen by him will lead to the satisfaction or acquisition of what he wants.

Expectation is a person's assessment of the likelihood of a certain event. When analyzing motivation, expectation theory emphasizes the importance of three relationships: labor input - results - reward - satisfaction with reward.

If people do not feel a direct connection between the effort expended and the results achieved, then motivation will weaken.

The theory of justice postulates that people subjectively determine the ratio of the reward received to the effort expended and relate it to the reward of other people doing similar work.

You can restore a sense of justice by changing the level of effort expended or the level of reward received. Employees who feel overpaid will seek to maintain or even increase their work intensity. Equity theory can be successful if it is possible to establish a fair system of remuneration and explain its capabilities to employees.

The Porter-Lawler model includes elements of the theory of expectations and the theory of justice. There are five variables in their model: effort expended, perception, results achieved, reward, and satisfaction. According to this model, the results achieved depend on the efforts made by the employee, his abilities and characteristics, as well as his awareness of his role.

One of the most important findings of Porter and Lawler is that effective work leads to satisfaction. They believe that a sense of accomplishment leads to satisfaction and improves performance. Research supports Porter and Lawler's view that high performance is the cause of complete satisfaction, not the result.

In the case of a decrease in the level of wages compared to its equilibrium level, the demand in the labor market will exceed the supply. The result is unfilled jobs due to a shortage of workers willing to accept lower wages.

In both the first and second cases, the equilibrium in the labor market is restored, and this market comes to a state of full employment. But the size wages depends not only on fluctuations in labor demand and labor supply, but also on the quality of labor, qualifications and professionalism of workers. Different kinds works can be attractive to a person in varying degrees, require different costs for professional education, therefore, wages should stimulate, for example, the performance of less prestigious types of work or compensate for the material costs of education. This wage differentiation is called “equalizing differences ».

The conclusion of the Porter-Lawler model is that effective work leads to the satisfaction of needs.

Each of the theories has something special, distinctive, which has given it the opportunity to gain wide recognition from theorists and practitioners and make a significant contribution to the development of knowledge about motivation. Despite the fundamental differences, all theories have in common, which allows us to establish certain parallels between them.

A characteristic feature of all theories is that they study needs and give them a classification that allows conclusions to be drawn about the mechanism of human motivation. Comparing the classifications of all theories, it can be noted that the groups of needs and mechanisms identified in various works complement each other to a certain extent.

All of the above motivational theories highlight the most important aspects of a person's attitude to work, but none of them is able to provide a convincing explanation for the presence or absence of motivation, which would be true for all situations without exception. Motivational theories tell HR managers in which direction to pursue motivational policies, but they do not provide unambiguous recipes for specific actions.

1.2. The essence of labor incentives

Stimulation (stimulating effect) is the process of applying incentives that are designed to provide either obedience to a person in general, or the purposefulness of his behavior. This is achieved by limiting or, conversely, improving the ability to meet his needs.

Incentives have the following main functions:

Economic - improves production efficiency;

Moral - creates the necessary moral and psychological climate;

Social - forms the income and expenses of employees.

The principles of incentives are:

Complexity, assuming an optimal combination of all its types;

Individualized approach;

Comprehensibility;

Sensibility;

Constant search for new methods;

The use of anti-incentives along with incentives that reduce interest in obtaining a result.

Incentives can be relevant (current), which is carried out with the help of wages, and promising (with the help of conditions for a career, participation in property). The latter is more effective for large goals facing a person, a high probability of achieving them, having patience and determination.

There are two types of stimulation - soft and hard.

Strong stimulation involves forcing people to certain actions and is based on a certain value minimum (fear).

Its example is piecework wages or payment for the final result (it may not be obtained), the absence of social protection (its presence weakens the incentive and mechanism).

Soft stimulation is based on the incentive to take action in

compliance with the value maximum. His instrument is, for example, a social package (benefits, guarantees).

When creating a motivational mechanism, it is necessary to take into account the type of person (primitive, economic, social, spiritual).

The ideal version of the motivational mechanism assumes that internal

motives (desires) should take precedence over external positive motives (motives), and those, in turn, should take precedence over external negative motives (compulsion).

Stimulation can have a differentiated (one stimulus affects many aspects of activity, but in different ways) and undifferentiated (as the goal requires special stimulation) effect.

People are more motivated if they have a clear idea of ​​the task, meet the requirements of the work, receive support from the team, the opportunity to learn, the manager helps them, shows interest and respect for their personality, gives them the right to act independently, success is duly recognized, various incentives are applied , since the same ones get bored.

The process of using incentives at different stages of the organization and management of production should also be different. The most widespread incentives have acquired in production units engaged in the manufacture of goods and their delivery to the market. Motivation and incentives for personnel have a significant impact on the development of such important characteristics of their work activities as the quality of work, efficiency, diligence, diligence, perseverance, conscientiousness, etc.

Ideal work should:

have a purpose, i.e. lead to a certain result;

evaluated by peers as important and deserving to be done;

enable the employee to make the decisions necessary to carry it out, i.e. there must be autonomy (within the established limits);

provide feedback to the employee, be assessed depending on the effectiveness of his work;

bring fair remuneration from the employee's point of view.

Work designed in accordance with these principles provides inner satisfaction. This is a very powerful motivational factor that stimulates high-quality performance of work, as well as, according to the law of increasing needs, stimulates to perform more complex work.

Stimulation as a method of influencing labor behavior is mediated through its motivation. When stimulated, the motivation to work occurs in the form of compensation for labor efforts. Impact through incentives usually turns out to be stronger than direct impact, but in terms of its organization it is more complex than the latter. The division of incentives into "material" and "moral" is conditional, since they are interrelated. For example, a bonus also acts as an act of recognition in relation to an employee, as an assessment of his merits, and not only as a material reward for the results of labor. Sometimes, among employees, an orientation toward communication, belonging to a certain community, and prestige are more pronounced than an orientation toward monetary reward.

1.4 Methods of motivation and incentives

There are various methods of motivation. There are three main ones: economic, socio-psychological, organizational and administrative.

1.4.1. Economic methods

Let's consider the most popular economic methods of motivation.

In addition to wages, there should be cash payments (bonuses) based on performance or special individual remuneration as a recognition of the value of an employee, ”notes Tatyana Kostyaeva, head of the HR department of the Planet Fitness Group of Companies.

The employer has the right to establish various types of bonuses, allowances and incentive payments. This procedure should take into account the opinion of the work collective. In addition, the employer can define systems material incentives in the employment contract.

The bonus regulation is the basis of the entire bonus system. The administration draws up it either as a separate document, or makes it an integral part of the employment contract. The firm develops it independently. The management indicates in the Regulations the categories of employees who can be awarded, types of payments (annual, quarterly, monthly, for a holiday), conditions, sources, goals and other criteria for determining the amount of incentives. The company's management indicates in this document the person responsible for paying the premiums and the documents on the basis of which they are paid. Each criterion must be clearly stated.

Legislators have determined that the bonus can be one-time, that is, it does not have to be provided for by the wage system at the enterprise. The bosses usually pay it to a limited number of employees for achievements in labor: rationalization proposals, inventions, length of service, successful work of the unit, and others. Such a bonus is issued only by the decision of the employer. The employee cannot demand its payment, in contrast to the one provided by the collective agreement. There is no controversy over one-time awards because staff know that awards are given for special merit. However, it must be remembered that monetary motivation is inherently unsaturated, and a person quickly gets used to a new, higher level of pay. The level of remuneration, which yesterday motivated him for high work efficiency, very soon becomes habitual and loses its incentive power. Therefore, it is important to use other means of motivation.

Gifts occupy a special place in the personnel motivation system. “If we give our employees the same gifts we give our customers, most likely there won't be any gratitude on their part,” says Elena Zhulanova, Head of Human Resources at TNT Express in Russia. "Rather, there will be a feeling that unclaimed leftovers are being sold." According to her, the value of the gift should be proportional to the significance of the achievement, although some companies set standards for the value in proportion to the salary. But it doesn't always make sense to focus on cost: the best gift is the one that draws attention to a person's personality: a photo collage, something related to his hobby, and so on.

Additional payment for seniority and bonuses.

It is customary to talk about staff turnover as a negative phenomenon. In reality, this is not always the case. It happens that the personnel policy of an enterprise is precisely to stimulate a high turnover, to ensure that the best employees are retained and those who are not worthy are leaving. In some cases, this approach is economically justified.

However, if the company is interested in employees staying in their workplaces, it is worth considering appropriate mechanisms in the compensation plan. We are talking about additional payments for seniority, as well as bonuses.

One of the main motivators that stimulate effective work and attachment to the workplace, as already noted, are the opportunities provided by the employer for career, personal and professional growth. A modern ambitious person (no matter whether a man or a woman), every three to five years feels the need to move up. Unfortunately, modern Russian business is designed in such a way that not every enterprise is able to build an attractive career ladder... As a result, we are increasingly seeing job changes in the labor market due to the lack of prospects in the same place.

An additional payment for work experience in the company can partially solve this problem. Especially if it is accompanied by a change in the title of the position, for example, "manager", "senior manager", "leading manager", etc. If the person knows that successful work Once every two or three years he will receive such a promotion, then the desire to change places is reduced.

As far as bonuses are concerned, they serve as a very pleasant, long-lasting "signal" to the employer, showing how much he values ​​his employees. Oddly enough, the bonus system may not lead to a significant increase in personnel costs. In different audiences, we conducted the following experiment: we offered participants two compensation plans to choose from. The first assumed a stable, slightly higher than the market average, monthly wages. The second contained the same stable pay, but 15 percent lower than the first, but once a year the employee received a bonus in the amount of the entire "underpaid" amount in comparison with the first plan. It is clear that the total wages for the year are the same in both cases. Only in the second option, its part was paid not with a breakdown by months, but in a lump sum. It is easy to calculate that such a bonus amounted to almost twice the monthly salary. As a rule, more than half of the survey participants prefer the second option, explaining it as follows: “I personally find it difficult to save money, but here the company does it for me”. In this case, women usually tend to the second model, and men - to the first.

Large bonuses act as two motivating factors at the same time: they "tie" the employee to the company for at least a year and inspire for a long time with memories of a large sum received, spent on an expensive purchase or, for example, a trip

Free lunches.

Free lunches can be a great way to maintain employee loyalty and express gratitude to them for a good job, writes HR Magazine. Tom Brocks, vice president of human resources for a division at New York-based Central Hudson Gas and Electric, found a great way to acknowledge employees. He didn't even have to go far: one of the Culinary Institute of America (CIA) restaurants was next door, on the same street as Brox's office. ”Our employees receive CIA gift certificates quite often. They are used to it and take the free lunches just as gratitude. We do not consider this practice to be anything out of the ordinary, ”explains Brox. - Initially, gift certificates were seen as a reward for new ideas as part of the work efficiency program. Then we made the decision to issue them as an additional benefit before vacation and rewards for various achievements throughout the year. ”Many employers agree with folk wisdom, stating that the way to the heart is through the stomach. Leaders use culinary advances not only to thank staff, but also to strengthen team spirit and employee loyalty.

Ginny Fitzgerald is Assistant Chief Compliance Officer for Yarde Metals, a stainless steel and aluminum trading company. She talks about how the management of her company used the invitation to dinner as a tool to reward employees.

1.4.2. Socio-psychological methods

Creation of a favorable psychological climate in the team. The task is not as simple as it may seem, and often they resort to the services of professionals - psychologists and consulting specialists. If the size of the team allows, the leader should try to sometimes talk with subordinates on non-work topics.

Sharing success.

Sharing a company's success with its employees is more than that. Than expressions of appreciation or even cash prizes. When people feel they are contributing to the achievement of the company, they stay loyal longer and take more responsibility in their work.

Participation in innovation.

Participation in innovation is like a two-way street. Employees feel trusted and appreciated, especially when ideas are taken up or, better yet, put into practice.

Business trip as a reward. For those who often travel on business, a business trip is not at all a reward. But an employee who sits in the office all the time can be as happy about the trip as winning the lottery.

Workplace.

The productivity and efficiency of workers are closely related to their working conditions. Everything matters: the workspace, the equipment, the presence or absence of air conditioning, even the degree of comfort of the furniture.

Music at work.

Music at work is a tricky subject. For some, music is distracting, for others, on the contrary, it helps them work better. If you've allowed your employees to listen to music at work, ask if everyone agrees. Otherwise, you should negotiate a volume level with music lovers that will not disturb your neighbors.

A party

Parties at work are as inevitable as the changing seasons. If interesting, they serve as a great motivation tool, giving people the opportunity to get to know each other better and have a little fun.

Whether this meets emotional needs is a controversial issue, but for many nowadays, most of the communication is connected with work. For those who love communication, parties will always be fun and will help them appreciate their work more.

Socio-psychological methods of motivation and stimulation include the following basic elements.

First, creating conditions under which people would experience

professional pride in being involved in the assigned work, personal

responsibility for its results.

Secondly, the presence of a challenge, providing an opportunity for everyone in their workplace to show their abilities, to better cope with the task, to feel their own significance. To do this, the task must contain a certain amount of risk, but also a chance to succeed.

employees can be entitled to sign documents in the development of which they participated.

Fourth, a high score, which can be personal and public.

The essence of personal assessment is that the most distinguished employees

were mentioned in special reports to the management of the organization, presented to him, personally congratulated by the administration on the occasion of holidays and family dates. In our country, this practice has not yet become widespread.

The public assessment suggests the possibility of announcing gratitude,

rewarding with valuable gifts, certificates of honor, badges, entering in the Book of Honor and on the Board of Honor, conferring honorary titles, titles of the best in the profession, etc.

Fifthly, social and psychological methods include higher goals that inspire people to work efficiently, and sometimes even selflessly. The satisfaction arising from achieving them influences behavior in similar situations in the future.

Sixth, they morally stimulate such psychological moments as

creating an atmosphere of mutual respect, trust, caring for personal interests,

encouragement of reasonable risk, tolerance for mistakes and failures, and so on.

Seventh, the provision of equal opportunities for all, regardless of position, contribution, personal merit, the elimination of zones that are forbidden for criticism.

One of the forms of incentives, in fact, combining those discussed above. We are talking about promotion in a position that gives both a higher salary (economic incentive) and interesting and meaningful work (organizational incentive), and also reflects the recognition of merit and authority of an individual by getting into a higher status group (moral incentive).

However, this method of motivation is internally limited: there are not so many high-ranking positions in the organization, let alone vacant; not all people are able to lead and not everyone strives for this, and among other things, promotion requires increased costs for retraining. At the same time, when there are few vacancies, the fear of losing the job serves as a sufficient, though not ideal, incentive to secure the desired producer. It should be borne in mind that the listed organizational and moral-psychological factors motivate differently depending on the time in office, but after

For 5 years, none of them has provided adequate motivation, so job satisfaction drops.

1.4.3. Organizational and administrative methods

Career.

People like to think that their careers are progressing. Even a small increase in responsibility gives a positive impetus. Career is great motivation. The more often the steps of the career ladder are located, the more varied the titles, the more opportunities for continuous growth. And continuous growth, in turn, contributes to the retention of experienced staff in the company and creates the opportunity to reward everyone what they deserve. This circuit works just fine.

Professional growth.

All existing theories of motivation speak of promotion and professional growth as two different concepts, since the first of the factors operates within one, specific organization, and the second contributes to a change of place of work. However, the factor of professional growth can be perfectly used within a large company, where there is an opportunity to move from one field of activity to another.

Flexible working hours.

In recent years, there has been a growing trend towards defusing rush hours, called flexible working hours.

Flexible work schedule - a regime that involves mandatory attendance at work for a certain period of time and working out a set number of hours per week. However, employees themselves can regulate the start and end times of the working day.

A flexible work schedule is an effective means of motivating employees, since it provides the following benefits:

1) It makes it possible to work exactly when people have the greatest working capacity ("owls" should not come by 8:00, and "larks" can start their working day earlier);

2) Allows employees to distribute themselves work time.

Creation of a team.

One of the most popular motivation strategies today is team building. Teamwork led by a leader is the right principle. When creating a team, the following goals are pursued:

Make employees feel that their contribution is appreciated;

Recognize that no goal can be achieved without the participation of all who work in this direction, regardless of their position in the hierarchy;

Create an atmosphere of respect and trust between team members;

Provide more effective communication between workers.

Teams are groups of people united by a common goal, using the abilities of each team member and the capabilities of the united group to achieve it.

1.5 The essence of remuneration as a factor in personnel motivation

Money is the most obvious way an organization can reward employees. Conflicting estimates of the amount of money needed to motivate effective action date back to the dawn of human relations theory. Supporters of this theory argue that social needs of people are of paramount importance, while supporters of the theory of scientific management argue that rewards of a material and economic nature necessarily lead to increased motivation.

The choice of rational forms and systems of remuneration of personnel is of the most important socio-economic importance for each enterprise in the conditions of market relations. Forms and systems of remuneration of workers create at all levels of management the material basis for the development of human capital, rational use of labor and effective management personnel of all categories. Remuneration of personnel for labor or compensation of employees for their efforts plays a very significant role in attracting labor resources to enterprises, in motivating, using and retaining the necessary specialists in an organization or a firm.

An ineffective or unfair remuneration system can cause dissatisfaction among employees with both the size and the methods of determining and distributing income, which ultimately can lead to a decrease in labor productivity, product quality, violation of labor discipline, etc. In free market relations, employees who are dissatisfied with the existing wage system can simply enter into an open conflict with the management of the company, stop working or organize a strike, which in recent times confirmed by the actual practice of domestic enterprises.

The connection between the remuneration of employees and the actual results of the production activities of certain organizations is carried out using the forms and systems of wages they use. They determine the mechanism of the dependence of the remuneration of each employee on performance from work. In any organization, the labor expended by a specific performer can be expressed by the amount of working time worked by him or the volume of products produced, work performed or services rendered. Depending on in what economic indicators the costs or results of labor are measured, it is customary to distinguish between time-based and piece-rate forms of remuneration of personnel. With time-based pay, the amount of the employee's remuneration depends on the actually worked working time, and with piecework, on the volume of work and services performed.

In modern practice, mixed salary systems are often used - one part of the remuneration of each employee depends on the results of the group's work (as a rule, a variable), and the other - on individual characteristics (constant, official salary).

The tariff-free wage system makes the worker's earnings completely dependent on the final performance indicators of the entire labor collective. Therefore, this system can be applied only where these results can be accurately specified and there is a common interest and responsibility for the final results of work. Workers are assigned a certain skill level, but no relevant wage rate is set.

The commission system of remuneration is applied to employees who work under agreements and contracts. In this case, payment is established in the form of a fixed share of income received by the enterprise from the sale of products (services) produced by the employee.

The system of remuneration of labor, based on floating salaries, assumes that according to the results of this month's work next month, new official salaries are formed for specialists.

Remuneration systems in small enterprises, the subject of which is the provision of services, consulting, engineering, it is possible to apply the so-called rate of remuneration.

People tend to compare themselves to others. They correlate their salaries with those of those around them. Feeling injustice in rewarding work performed can seriously impair motivation. There is a fairly good reason for the fair remuneration policy. Nowadays, one of the strongest incentives in work is the realization that your work, as opposed to the efforts of your colleagues, is judged fairly.

It is necessary to understand that rewarding an employee is giving him the opportunity to feel his worth.

Additional payments for working conditions.

Unfavorable working conditions, if it is practically impossible to improve them, should be compensated for workers primarily by increasing the time of rest, additional free meals at work, preventive and therapeutic measures. Shift surcharges are established for work in the evening and night shifts. Additional payments for the level of employment during the shift are introduced mainly for multi-tool operators, adjusters and maintenance personnel. Also, additional payments are established when combining professions (functions).

Allowances.

Increases for productivity above the norm in the form of piecework extra earnings may occur if the reason for the overfulfillment of the norms was the employee's ability to do this work, which exceeds the average level. Allowances for personal contribution to improving efficiency are established: 1) to the authors of rationalization proposals for improving equipment and technology; 2) the authors of proposals for improving the organization of labor, production and management; 3) working specialists and managers who were directly involved in the implementation of technical and organizational innovations.

In addition to the salary, there is another means of motivation -

intercompany benefits:

1) payment by the company medical services; 2) insurance in case of long-term disability; 3) full or partial payment of the employee's travel expenses to the place of work and back; 4) providing its employees with interest-free loans or loans with a low level of interest; 5) granting the right to use the company's transport; 6) vacation; 7) membership in clubs;

8) consulting on legal, financial and other problems; 9) food during work; 10) other expenses.

1.6 System building methodology and practice

stimulation and formation of staff motivation

Quite a lot has been written about the methodology for constructing incentive systems and the formation of personnel motivation. What would you like to draw your attention to, first of all? First of all, the fact that Russian leaders are trying to build their own models of assessment, incentives and motivation, based on the specific conditions of activity. Let's give an example.

In the “Russian Crown” group of companies, grassroots personnel undergo certification procedures on a monthly basis. An organization whose work is based on attracting and serving customers, selling services, simply cannot afford to evaluate such personnel every six months or a year, otherwise control over their work will be lost.

The most general criteria for evaluating lower personnel are the following indicators of the employee's labor behavior:

Fulfillment of undertaken obligations,

Quality of work,

Independence in work,

Competence,

Reliability,

Attitude to work,

Attitude to the profession,

Discipline,

Striving for professional development,

Relationship with colleagues,

Relationship with customers.

In accordance with the current legislation, a civil servant cannot undergo certification more than once every 2 years and less often than once every 4 years. It is unnecessary in this case to talk about the educational and motivational functions of certification. They are reduced to zero by the time and form of its implementation. However, in the civil service, certification still plays a certain role, but this is already a topic for another study.

But the most interesting thing is that if certification is not mandatory in accordance with federal law or other regulatory legal act, but its implementation is provided for by a local regulatory act of the organization, then it should be carried out according to the general rules that were established by the acts of the former USSR (for example , Regulations on the procedure for attestation of management, engineering and technical workers and other specialists of enterprises and organizations of industry, construction, agriculture, transport and communications, approved by the decree of the State Committee for Science and Technology of the USSR and the State Committee for Labor of the USSR of October 5, 1973 No. 470/267). And this means that commercial organizations, while normatively fixing the certification procedure, must take care of its compliance with the “principles of developed socialism”. I think that further comments here will be inappropriate. It is obvious that the civil service system needs serious improvement, including from the point of view of the formation of a new model for assessing civil servants.

Insurance agents of all categories (with the exception of chief specialists), managers for attracting clients for service and managers for client service are certified in the company "Russian Crown". This category of employees is assessed once a month. For an organization that is focused on attracting and serving customers, selling services, this cycle of evaluation is probably optimal.

A group of employees of one line of activity, headed by their immediate supervisor, is invited to the certification commission. And the grand jury, on the basis of the data provided, evaluates the results of each of its employees in the presence of this entire group. They try to ensure that every top manager attended at least one certification a month, as an “honorary chairman,” especially if they know that the direction he supervises failed in the reporting month. And basically the commission includes managers from the head of the department and above, as well as the oldest employees of the company; just reputable employees, trainee employees in the talent pool; Commission secretary - an employee of the personnel department in charge of the certified direction. The commission is not permanent, its members change once a quarter, since the commission works 1 time a week, practically the whole working day. The number of members of the commission is 3-5 people. The number of employees of the direction does not exceed 20 people; no more than 200 people are subject to certification per month - this is the maximum number of grassroots personnel in this category.

There is a detailed assessment of the strengths and weaknesses, the degree of realization of the potential of each employee, the specific results of his activities. The best employee of the direction is identified, who is immediately rewarded immediately, and the worst employee, who has to work the whole next month under the supervision of a personal curator (he will present to next certification their suggestions for the further use of this worker).

The Attestation Commission also identifies groups of employees who work consistently with results, work consistently consistently and work with varying degrees of success. Those who work “consistently with results” include not only employees who overfulfill the plan, but also those who are creative in its implementation. Depending on belonging to one of the groups, the employee receives monthly ranked income and enjoys the corresponding privileges.

The results of the labor assessment and the wishes of the certification commission for each employee are published through internal communications and are available to any employee of the organization. Thus, certification in this case acts not only as one of the elements of assessing the activities of personnel, but also as one of the elements of motivation and stimulation of labor. In this version, it is not formal. At the beginning of the procedure, each employee of the specified category of personnel reports on the implementation of the monthly work plan, his report is supplemented by the comments of the line manager. The person being certified is given the opportunity not only to hear the peremptory verdict of the jury, but also to find out the professional assessment of his work by authoritative people of the organization included in the certification commission, to participate in his own assessment, to appeal to the top management of the organization in case of disagreement with the final conclusions.

The presence of colleagues at the certification and the availability of information about the certification results are powerful factors of motivation for effective work. Naturally, with such openness, the principles of objectivity and correctness must be observed. They cannot be equally severely censured, for example, an employee who did not fulfill the plan due to lack of experience, and an employee who used working hours for personal interests. Identifying the worst employee should not be the end in itself of this process. But if he does exist, then we need to help him. And here a personal curator plays a significant role, who for the next month not only supervises the work of this employee, but also helps to build it in an optimal way to fulfill the individual plan. For the additional workload, the personal curator receives an individual supplement to the monthly income. This allowance has a lower and an upper limit and is determined based on the results of the monthly work of the supervised employee.

Staff assessments must be public.

Since in this case, not only conscientious workers win, but also the entire team of the organization, which becomes aware of the successes and shortcomings in work, the dynamics of the organization's development, an informal approach to business, the interest of managers at all levels. And the public definition of the monthly remuneration shows the employees the interest of the organization's management in adhering to the principle “to each according to work”, excludes the gossip that is so widespread in any structures about “favorites” and “deprived” ones.

at the enterprise

2.1 Brief description of the enterprise

The group of companies "Kakadu" was founded in 2003 and today it is a public catering enterprise with an extensive network of cafes. The enterprise operates in the format of fast food, pizzeria.

The main task of the Kakadu Group of Companies is to provide residents with fast food products.

A prerequisite for successful work in market conditions was the development of modern marketing technologies, structural, organizational and personnel activities.

The cited results in terms of subjective conditions for ensuring activities were achieved by a set of tough measures against managers, specialists and personnel. At present, the enterprise is a fairly strong autonomously functioning economic mechanism, a well-coordinated team capable of solving the tasks it faces.

The company's management pays attention not only to the quality of the products, but also to the culture of customer service, the external and moral image of the company's employees, their level of education and professionalism. High demands are made on the issue of cleanliness and order in the whole enterprise, its individual divisions.

Every month the technologist of the enterprise holds a "Quality Day", where the issues of improving the quality of products and labor are promptly resolved, where ordinary employees of the enterprise are present and participate in the discussion. Along with this, special attention is paid to training the personnel of the enterprise in methods of work with a focus on improving the quality of products and reducing their prices, training personnel who are familiar with modern methods of quality management.

2.2. Assessment of the personnel motivation and incentive system

at the enterprise

The company employs over 150 people. Effective use of the potential of employees includes:

planning and improving work with personnel;

support and development of the skills and qualifications of employees.

The main task personnel service the enterprise is:

pursuing an active personnel policy

provision of conditions for initiative and creative activity of employees, taking into account their individual characteristics and professional skills

development, together with the financial and economic service of material and social incentives in matters of organization Catering, social protection of certain categories of workers.

To organize this work, the company has a position of Deputy Director for Human Resources. Recently, the company has fully formed a backbone of managers with rich professional and practical experience. At meetings and planning meetings, managers evaluate the work of various departments. In case of positive results, gratitude is expressed to both individual workers and groups.

The incentive system for employees of the enterprise includes moral and material remuneration.

The demographic policy of the enterprise is aimed at “rejuvenating” the team and especially the staff of managers and specialists.

The company carries out systematic work with personnel, with a reserve for nomination, which is based on such organizational forms as preparation of candidates for nomination according to individual plans, training in special courses and internships in relevant positions. The proportion of young workers in working positions is more than 80%.

The company has developed a wage system that is not limited to minimum and maximum sizes and depends on the results of the work of the team as a whole and each employee in particular. Grades of quality are established for individual workers and groups of workers so that workers can see what they can achieve in their work, thereby encouraging them to achieve the required quality. The remuneration of employees is carried out in full accordance with their labor contributions to the final results of the work of the team, including improving the quality of products. Remuneration for labor is not limited to the funds earned by the team.

In order to maintain the qualification level of workers dictated by production needs, personnel certification and reshuffle are carried out.

For the consistent improvement of the qualifications of workers, their acquisition of the technical knowledge necessary for mastering advanced technology, high-performance methods of performing complex and responsible work, charged according to higher grades of this specialty, the following are organized:

* production and technical courses;

* targeted courses;

* training of workers in the second and related professions;

* economic training.

The lump sum is paid:

* women at the birth of a child;

* in case of death as a result of an industrial accident;

* low-income and large families, etc.

Personnel satisfaction is also increased by creating a healthy working atmosphere in the team, organizing technically equipped workplaces, participating in the management of changes in the organization's activities.

An example of high satisfaction with working conditions is the minimum level of injuries and illnesses at the enterprise. ”Practical absence of industrial complaints, very low staff turnover, the availability of a wide range of amenities and services provided by the organization to its employees. A program is being implemented to adapt new employees of the team, to rally.

Thus, by implementing a well-thought-out HR strategy, the company operates successfully and achieves good labor productivity results.

2.3. Conclusions and proposals for the formation of the incentive system and

motivation of the personnel of the enterprise.

Summing up our reasoning and practical analysis of the incentive and motivation system for the personnel of the enterprise, we can draw the following conceptual conclusions.

1. Incentives are tools that cause the action of certain motives. Some objects, actions of other people, bearers of obligations and opportunities, everything that can be offered to a person as compensation for his actions, or that he would like to acquire as a result of certain actions, act as incentives.

2. The response to different stimuli differs from person to person. Hence incentives have no absolute value if people are unable to respond to them. So, in conditions of strong inflation, wages and money largely lose the role of incentives and are already used to a limited extent within the framework of managing people.

3. The use of multiple incentives to motivate people and provides an incentive process that takes many different forms. One of the most common is material incentives. The role of the latter in the market environment is especially significant. Here it is important to correctly assess the situation within which material incentives are implemented, to try not to exaggerate its capabilities, given that a person is characterized by a very complex system of needs, interests, priorities and goals.

4. Incentives are fundamentally different from motivations. The difference is that stimulation is a means by which you can motivate. The higher the level of development of human relations in an organization, the less often incentives are used as a tool for managing people. Education, training as methods of motivating people determine the situation when members of the organization show an interested participation in the affairs of the organization, carry out the necessary actions, without waiting or even not receiving any stimulating influence.

5. Motivation has a great impact on a person's performance of his work, his work duties. At the same time, there is no direct relationship between motivation and the end result of labor activity. Sometimes a person who is focused on the quality performance of the work entrusted to him has worse results than a person who is less or even weakly motivated. The lack of a direct connection between motivation and the end result of labor is due to the fact that the latter are influenced by many other factors, in particular, the qualifications and abilities of the employee, his correct understanding of the task being performed, the impact on the work process from the environment, etc.

6. The gap between motivation and the final results of work is a serious management problem: how to evaluate the performance of each employee and how to reward him? If you reward only according to the results of work, then you can demotivate an employee who has received a low result, but tried and spent great efforts. If we stimulate an employee in direct dependence on motivation, without taking into account the real results of his work, then the actual decrease in the results of the work of less motivated, but productive workers. As a rule, the solution to such a problem is situational in nature. The manager should be aware that in the team he manages, this problem can occur and its solution is by no means obvious.

Despite the generally positive experience of building a system of motivation and stimulation of labor in our enterprise, it should be noted that there are practically no studies of the motivational structure of employees. In my opinion, in modern conditions, ignoring the monitoring of labor motivators is unacceptable, since sooner or later the existing system may fail. In this regard, we consider it expedient to offer the personnel service of the company such a form of identifying the structure of employees' motivational activities as a Questionnaire (Application). Analysis of the results obtained in the course of the survey will make it possible to adjust the system of incentives and motivation at the enterprise, to make it more viable and adequate to the motivational expectations of personnel.

In addition, I would like to draw your attention to the fact that the construction of an effective personnel incentive system should be based on certain principles. Let's list these principles:

complexity;

consistency;

regulation;

specialization;

stability;

purposeful creativity.

Let us dwell on the essence of these principles.

The first principle is complexity. Complexity implies that a comprehensive approach is needed, taking into account all possible factors: organizational, legal, technical, material, social, moral and sociological.

Organizational factors are the establishment of a certain order of work, the delineation of powers, the formulation of goals and objectives. As already mentioned, the correct organization of the production process lays the foundation for further efficient and high-quality work.

Legal factors closely interact with organizational factors, which serve the purpose of ensuring the compliance of the rights and obligations of the employee in the labor process, taking into account the functions assigned to him. This is necessary for the correct organization of production and further fair incentives.

Technical factors imply the provision of personnel with modern means of production and office equipment. As well as organizational, these aspects are fundamental to the work of the enterprise.

Material factors determine specific forms of material incentives: wages, bonuses, allowances, etc. and their size.

Social factors imply an increase in the interest of employees by providing them with various social benefits, providing social assistance, and participation of employees in team management.

Moral factors represent a set of activities, the purpose of which is to ensure a positive moral and ethical climate in the team, the correct selection and placement of personnel, various forms of moral encouragement.

Physiological factors include a set of measures aimed at maintaining the health and improving the performance of employees. These activities are carried out in accordance with sanitary and hygienic, ergonomic and aesthetic requirements, which contain standards for equipping workplaces and establishing rational work and rest regimes. Physiological factors play no less important role in improving the efficiency and quality of work performed than others.

All of these factors should not be applied individually, but in aggregate, which gives a guarantee of obtaining good results. It is then that a significant increase in efficiency and quality of work will become a reality.

The principle of complexity already in its name determines the implementation of these activities not in relation to one or several employees, but in relation to the entire team of the enterprise. This approach will have a significantly greater impact on the enterprise level.

The second principle is consistency. If the principle of complexity presupposes the creation of an incentive system taking into account all its factors, then the principle of consistency presupposes the identification and elimination of contradictions between the factors, their linkage with each other. This makes it possible to create an incentive system that is internally balanced due to the mutual coordination of its elements and is able to work effectively for the good of the organization.

An example of consistency can be a system of material and moral incentives for employees, based on the results of quality control and assessment of the employee's contribution, that is, there is a logical relationship between the quality and efficiency of work and subsequent remuneration.

The third principle is regulation. Regulation involves the establishment of a certain order in the form of instructions, rules, standards and control over their implementation. In this regard, it is important to distinguish between those areas of activity of employees that require strict adherence to instructions and control over their implementation, from those areas in which the employee should be free in his actions and can take initiative. When creating an incentive system, the objects of regulation should be the specific responsibilities of an employee, the specific results of his activities, labor costs, that is, each employee should have a complete understanding of what is his responsibility and what results are expected from him. In addition, regulation is needed in the issue of evaluating the final work, that is, the criteria by which the final work of the employee will be assessed must be clearly established. Such regulation, however, should not exclude creativity, which, in turn, should also be taken into account in the subsequent remuneration of the employee.

The regulation of the content of the work performed by the employees of the enterprise should solve the following tasks:

1) determination of works and operations to be assigned to employees;

2) providing employees with the information they need to perform the tasks assigned to them;

3) the distribution of work and operations between the divisions of the enterprise according to the principle of rationality;

4) the establishment of specific job responsibilities for each employee in accordance with his qualifications and level of education.

Regulation of the content of labor serves to increase the efficiency of the work performed. From the point of view of stimulating the work performed, regulation of the results of the work performed plays a very important role. It includes: determination of a number of indicators characterizing the activities of the divisions of the enterprise and each employee separately, which would take into account the contribution of divisions and individual employees to the overall result of the enterprise; determination of a quantitative assessment for each of the indicators; creation of a common system for assessing the employee's contribution to the achievement overall results activities taking into account the efficiency and quality of the work performed.

Thus, we can say that regulation in matters of incentives plays a very important role in ordering the incentive system at the enterprise.

The fourth principle is specialization. Specialization is the assignment of certain functions and works to the divisions of the enterprise and individual employees in accordance with the principle of rationalization. Specialization is an incentive to increase labor productivity, increase efficiency and improve the quality of work.

The fifth principle is stability. Stability presupposes the presence of an established team, the absence of staff turnover, the presence of certain tasks and functions facing the team and the order of their implementation. Any changes occurring in the work of the enterprise should take place without disrupting the normal performance of the functions of one or another division of the enterprise or employee. Only then there will be no decrease in the efficiency and quality of the work performed.

The sixth principle is purposeful creativity. Here it is necessary to say that the incentive system at the enterprise should facilitate the manifestation of a creative approach by employees. This can include the creation of new, more advanced products, production technologies and designs of applied equipment or types of materials, and the search for new, more effective solutions in the field of production and management.

Based on the results of the creative activity of the enterprise as a whole, the structural unit and each individual employee, measures of material and moral incentives are provided. An employee who knows that the proposal put forward by him will bring him additional material and moral benefits, there is a desire to think creatively. When organizing an incentive system at an enterprise, it is necessary to take into account the proportions in pay between simple and complex labor, between employees of various qualifications.

When creating an incentive system at an enterprise, it is necessary to adhere to the principle of system flexibility. Flexible incentive systems allow the entrepreneur, on the one hand, to provide the employee with certain guarantees of receiving wages in accordance with his experience and professional knowledge, and on the other hand, to make the employee's remuneration dependent on his personal performance and on the results of the enterprise as a whole. ...

Fair pay for managers, specialists and employees should also be based on the same principles, but with the use of indicators specific to these categories of employees, taking into account the complexity of the tasks to be solved, the level of responsibility, the number of subordinates, etc.

It is with the use of flexible systems of remuneration, with the use of a reasonable assessment of the workplace and job responsibilities and the subsequent participation of employees in profits and collective bonuses for reducing the share of labor costs in the cost of production that the negative attitude of the organization's personnel to the existing system of remuneration of their labor can be overcome and the amount of this payment.

Conclusion

The theoretical and practical analysis of the problem of stimulating personnel at enterprises has shown that the process of loss of interest of the employee in work, his passivity, imperceptible to the untrained eye, brings such negative results as staff turnover, low labor productivity, increased conflict in the team, etc. 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 as a whole.

In the first chapter of our work, various approaches to the definition of such important concepts as "motive", "incentive", "need" were considered. The main points of each of the concepts are highlighted.

In this work, we have identified the following most important incentives and motivating criteria in professional activity:

Any stimulating action must be carefully designed, and, above all, by those who require action from others;

It is important for people to feel joy at work, to be responsible for the results, to be personally involved in working with people so that their actions are important for someone in particular;

Everyone in his workplace is called upon to show what he is capable of;

Any person seeks to express himself in work, to know himself in its results, to receive real evidence that he is able to do useful, which should be associated with the name of his creator;

It is important to take an interest in people's attitudes towards potential improvements in their working conditions;

Each employee should be given the opportunity to assess their importance in the team;

In achieving the goal that the employee has determined for himself or in the formulation of which he has taken part, he will show much more energy;

Good workers have every right to material and moral recognition;

Employees should have free, unhindered access to all necessary information;

Any serious decisions about changes in the work of employees should be made with their direct participation, based on their knowledge and experience, taking into account their position;

Self-control: must accompany any actions of the employee;

Employees should be given the opportunity to constantly acquire new knowledge and skills in the process of work;

You should always encourage initiative, and not seek to squeeze everything out of employees that they are capable of;

It is important for employees to constantly provide information on the results and quality of their professional activities;

Each employee should, if possible, be his own boss.

A well-designed work should create intrinsic motivation, a sense of personal contribution to the output. Man is a social being, which means that the feeling of belonging can cause deep psychological satisfaction in him, it also allows him to become aware of himself as a person.

The analysis also showed that each enterprise must independently develop a system of incentives and motivation for personnel, which would meet precisely its goals and objectives. Despite the abundance of various theories, there is still no hope for the emergence of absolutely objective methods for assessing the performance of such a complex object as a person.

This paper analyzes the experience of organizing a system of incentives and staff motivation in the Kakadu group of companies. The company is successfully developing, focusing on effective personnel management. Labor motivation is carried out across the entire spectrum of workers' needs.

The focus on the human factor gives convincing results in the conditions of a transitional economy.

At the same time, it should be borne in mind that, in any case, an effective incentive system for the company's personnel must comply with such principles as:

complexity;

consistency;

regulation;

specialization;

stability;

purposeful creativity.

Adhering to these principles, the management of almost any enterprise is able to form an effective incentive system for its employees.

List of used literature:

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Decree of the President of the Russian Federation "On approval of the Regulations on the certification of a federal civil servant" dated March 9, 1996 No. 353

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Belyatsky N.P., Velesko S.E., Peter Roysch. Personnel management. - Minsk: Interpressservice, Ecoperspektiva, 2002. - 352 p.,

Belyatskiy N.P., Roysh P., Susha N.V. Technique of the manager's work.- Minsk: Knizhny Dom, 2002. - 255 p.

Biryuk A.N. How to motivate staff for effective permanent work // Business without problems - Personnel.-2002.-№ 5.

Vesnin V.R. Practical management staff (manual for personnel work). - M .: "Lawyer", 2004. - 230 p.

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Vikhansky O.S., Naumov A.I. Management: Textbook. - 3rd ed. - M .: Gardariki, 2003 .-- 528 p.

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Galenko V.P., Strakhova O.A., Faibushevich S.I. Personnel management and enterprise efficiency. - M .: Finance and statistics, 2004 .-- 213 p.

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Dyatlov V.A., Kibanov A.Ya., Pikhalo V.T. Personnel management: a textbook for students of economic universities and faculties. - M .: "PRIOR Publishing House", 2003. - 415 p.

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Application.

Application form

We ask you to answer a number of questions related to your work. Comparison of your answers with the opinions of other employees will allow you to draw correct conclusions about the organization of your work and its payment. But this, of course, depends on the sincerity, accuracy and completeness of your answers. We ask you to keep in mind that the opinion of each individual person will not be made public.

In most cases, your possible answers are printed in the questionnaire. It is necessary to highlight those points that express your opinion. If the answer is not printed, or if none of the printed answers suits you, write the answer yourself. Before answering a question, carefully read all possible answers.

Please determine to what extent you are satisfied with the various aspects of your work (cross out the corresponding square with a cross).

How satisfied are you with:

Satisfied Rather satisfied than dissatisfied Difficult to answer Rather dissatisfied than satisfied Unsatisfied

1. Amount of earnings

2. Mode of operation

3. Variety of work

4. Independence in work

5. Matching work to personal abilities

6. Opportunity for promotion

7. Sanitary and hygienic conditions

8. Relations with colleagues

9. Relationship with line manager

10. Level of technical equipment

2. The next question is built using a linear scale. Please mark on the scale to what extent you are satisfied with your work (in percentage). To do this, circle the corresponding number.

I am not satisfied with my job at all

0 10 20 30 40 50 60 70 820 90 100

Completely satisfied with the work

1 2 3 4 5 6 7 8 9 10

3. What are your plans for the next 1-2 years (underline the answer)?

continue to work in the previous position;

move to the next position;

go to work in another structural unit;

go to work in another organization without changing your specialty;

go to work in another organization with a change in specialty;

what else (write).

4. To what extent and how do the following factors affect your work activity (cross out the required square)?

Does not act at all Acts insignificantly Acts substantially Acts very substantially

\ 1. Material incentives

2. Moral stimulation

H. Measures of administrative influence

4. Labor mood of the team

5. Economic innovations in the company

6. General socio-economic situation in the country

7 fear of losing your job

8 adversarial elements

5. Do you think that economic innovations contribute to increasing the efficiency of the unit (emphasize)?

Yes No Difficult to answer.

6. Does the current socio-economic situation in the country make you look for additional sources of income (emphasize)?

Yes No Don't know

7. Please select from the following characteristics of work the 5 most important for you. Opposite the most important characteristic for you, put the number 1, the less important 2, then 3, 4, 5.

Work characteristic:

1... Provision with office equipment

2. Opportunity for professional growth

3. Opportunity for promotion

4. Variety of work

5. Complexity of work

6. High wages

7. Independence in the performance of work

8. The prestige of the profession

9. Favorable working conditions

10. Low labor intensity

11. Favorable psychological climate

12. Opportunity to communicate during work

13. Participation in the management of the company

Extremely low level of labor activity and dedication

0 10 20 30 40 50 60 70 80 90 100

High level of labor activity and dedication

1 2 3 4 5 6 7 8 9 10

9. Please write what could help increase your labor activity ___________________________________________________

10. Do you have anxiety about the prospect of losing your job (emphasize)?

Yes No Don't know .

11. Your position ..________________________________

12. Gender (underline): male female

13. Age (underline):

up to 20 years

20 - 30 years old;

31 - 40 years old;

41-50 years old;

14. Education (underline):

Specialized secondary;

Unfinished higher education;

Higher.

15. Work experience:

general ___________________________________________________________

by specialty _________________________________________________

16. Your average monthly salary (for the last 2 months) ________

17. Amount of bonus, allowances received by you:

Last year______________________________________

this year ______________________________________

We thank you for your help in our work.

Introduction 3

Chapter 1. Motivation and stimulation of personnel in the organization:

the basics of building an incentive system …………………………………… .7

1.1. The concepts of need, motive and incentive …………………………………… .7

1.2. Basic theories of motivation ……………………………………………… .. 16

1.3 The essence of labor stimulation …………………………………………… 22

1.4 Motivation and incentive methods …………………………………………………………………………………………………………………………………… 25

1.4.1 Economic methods ………………………………………………… 25

1.4.2 Socio-psychological methods ………………………………… .30

1.4.3 Organizational and administrative methods ………………………… 34

1.5 The essence of labor remuneration as a factor of personnel motivation …………. …… .35

1.6 Methodology and practice of building incentive systems and the formation of staff motivation …………………………………………… ..39

Chapter 2. Analysis of the system of motivation and incentives for personnel

at the enterprise …………………………………………………………………… .43

2.1 Brief description of the enterprise …………………………………… .43

2.2. Assessment of the personnel motivation and incentive system

at the enterprise ………………………………………………………………… 44

2.3. Conclusions and proposals for the formation of the incentive system and

motivating the personnel of the enterprise …………………………………………… .47

Conclusion ……………………………………………………………………… ... 55

Contemporary work staff and cars. For a middle-level manager ..., 2006. Stepov V. V. Odintsov V. A., Sergeev S. S. Optimization methods stimulating staff based on an assessment of the characteristics of labor ...

Modern methods stimulating sales

Abstract >> Marketing

Prices, or in another way. An object stimulating - staff commercial enterprise Training: is ... work on the topic " Modern methods stimulating sales ", I studied in detail methods on stimulating sales, marketing; studied ...

Methods stimulating staff (2)

Abstract >> Management

Classification methods stimulating is classic. IN modern management forms used and methods increasing labor activity staff, which...

The task of modern labor motivation is to create conditions under which the potential of the personnel will be used most effectively.

The results of studying the models of motivation do not make it possible to clearly define what prompts a person to work. The study of human behavior in the labor process provides only some general explanations of motivation, but then they allow us to develop pragmatic models of employee motivation in a specific workplace.

From the whole range of motivational models developed by management scientists, one can single out, from our point of view, the most vital and justified in practice. The evolution of their origin and functioning is very, very diverse.

Below is a classification widely used by firms in a number of countries. These are models such as:

Carrot and stick;

Primary and secondary needs;

Internal and external remuneration;

Factorial incentive model;

Justice;

Expectations;

Social justice, etc.

The traditional "carrot and stick" method in developed civilized countries ceases to work even in relation to workers manual labor... Therefore, managers of prosperous corporations (no matter where in the world they are) an approach according to which the main responsibility of an effective manager is to achieve employee motivation in work and the efficiency of their work.

Douglas McGregor created his theory in relation to American companies, and the Japanese William Ouchi, based on his theory, developed his approach to personnel management (Table 1.2).

Table 1.2

Comparison of the concepts of work motivation

Traditional Approach	Modern approach
Carrot and stick method	McGregor's theory	Ouchi's theory
Most employees do not like work and try to avoid it whenever possible.	The job is desirable for most employees.	It is necessary to take care of each employee as a whole (care about the quality of life)
Most employees need to be forced to do their jobs through administrative, economic and psychological pressure.	Employees are capable of dedication and self-control, they are able to independently determine strategies for achieving goals.	Involvement of an employee in the group management decision-making process.
Most employees are only interested in security.	The motivation of employees depends on the system of remuneration based on the final result.	Periodic staff rotation and life-long job security.
Most employees prefer to be executors and avoid responsibility.	The employee strives for responsibility and independently assumes management functions.
Almost all employees lack creativity and initiative.	Many employees have a developed imagination, creativity, ingenuity.

Employment guarantee for workers involved in the implementation of specific schemes to increase labor productivity.

Creation of appropriate conditions for the health, safety and well-being of all employees.

Providing opportunities for the growth of professional skills, realizing the abilities of employees, providing training programs, advanced training and retraining.

Maintaining an atmosphere of trust in the team, interest in achieving a common goal, the possibility of two-way communication between managers and employees.

In addition to the generally accepted classification of motivation methods, they can be divided into individual and group, as well as external - rewards coming from outside, and internal - rewards given by work itself (a sense of the importance of work, self-esteem, etc.). Wages cannot be the only goal of work. By itself, monetary (financial) incentives make motivation at the enterprise effective when the latter functions as a system, which is based on the following basic principles:

Communication, cooperation and agreement between employees and administration regarding general principles systems.

Substantiated system of evaluation of works and determination of the volume of the latter.

Well thought out and justified measurement and evaluation criteria; weighted standards, control over them, periodic revision; clear alignment of incentives with performance; reward, especially additional, not for the accepted level of performance, but for the one that is stimulated and is primarily associated with quality.

The same principles are used as the basis for the organization of remuneration at the enterprise.

Consider such an employee reward system as profit sharing. The essence of this system lies in the fact that a bonus fund is formed at the expense of a predetermined share of profits, from which employees receive regular payments. The amount of payments is made depending on the level of profit, the overall results of production and commercial activities enterprises. Payments to workers and employees (including representatives of the higher administration) in the form of "profit sharing" are not taxed. Thus, entrepreneurs are encouraged by the state to spread this system. In many cases, “profit sharing” involves the payment of all or part of the premium in the form of shares.

In the “profit sharing” system, bonuses are awarded for the achievement of specific results of production activities of enterprises: an increase in labor productivity and a decrease in production costs. As a rule, the considered system is used in large firms whose economic and financial position is stable.

The whole set of conditions and factors of labor motivation consists of three subsystems:

Technological - conditions and factors that determine the nature and

the level of production technology, working conditions, and the degree of participation

workers in the management of all this;

Economic - related to material interests and

responsibility in the growth of production and sales of products, a decrease in

costs and preservation of the environment;

Social - characterizing the degree of satisfaction of social

needs, prestige and importance of work, moral satisfaction,

independence, the possibility of creativity, etc.

Slide 2

3 laws of motivation:

The behavior of all people is motivated You cannot motivate other people A person is guided by their own, not yours, motives

Slide 3

LABOR MOTIVATION

Labor motivation is the main component of an employee's self-awareness, which determines his attitude and behavior in work, his reaction to specific working conditions. Knowing the structure of motivation, it is possible to more accurately predict which forms of incentives will be most effective for a particular category of workers

Slide 4

STIMULATION

STIMULUS is an object or phenomenon that, in a given situation, has a certain value for the control object, activating its behavior due to the positively assessed chance and profitability of owning them (or avoiding them) and contributing to the achievement of the goal set by the subject of control

Slide 5

Typological concept of labor motivation (V.I. Gerchikov)

Active, constructive work behavior Avoidant motivation Achieving motivation Passive, destructive work behavior

Slide 6

Typological concept of labor motivation

Active, constructive labor behavior Avoidant motivation Achieving motivation Passive, destructive labor behavior I quadrant. Growth organizational effectiveness work activity is proportional to the degree of satisfaction of the employee's motivational expectations and is limited only by "natural" limits (the maximum possible efficiency for the given organizational and technological conditions)

Slide 7

Active, constructive work behavior Avoidant motivation Achieving motivation Passive, destructive work behavior II quadrant. The increase in the efficiency of an employee with avoidant motivation is fundamentally limited by: 1) the task (standard value); 2) the ability of the manager to prove the guilt of the employee in case of failure to complete the task.

Slide 8

Active, constructive work behavior Avoidant motivation Achieving motivation Passive, destructive work behavior III quadrant. The level of destructive reactions of the employee is usually limited and most often comes down to passive work behavior and “working according to the rules” (solid line). However, if a strong leader appears in the group who comes into conflict with the management of the organization (and he can only be a dissatisfied employee from the IV quadrant), he is able to entice employees with avoidant motivation and "incite" them to extreme forms of destructive behavior, up to until the organization is completely destroyed (dotted line).

Slide 9

Active, constructive labor behavior Avoidant motivation Achieving motivation Passive, destructive labor behavior IV quadrant. If organizational conditions work and the incentive system run counter to the motivational expectations of the employee, there is a high probability of receiving destructive labor behavior from him, and in rather sharp forms. However, business most likely will not come to the destruction of the organization.

Slide 10

Achievable types of work motivation:

Instrumental: Price (the amount of earnings and other benefits) received as a reward for labor. Earning the money received. Developed social dignity.

Slide 11

Professional: Variety, interesting, creative work. The opportunity to prove himself and prove that he can cope with a difficult task that not everyone can do. Opportunity for professional development. Work independence. Developed professional merit.

Slide 12

Patriotic: The conviction that one is needed for the organization. Participation in the implementation of a common business, very important for the organization. Public recognition of participation in common achievements.

Slide 13

Master's: Voluntarily assumed full personal responsibility for the work performed. Striving for maximum independence in work (sovereignty). Dislike of control.

Slide 14

Avoidant type of work motivation (lumpenized worker):

Basic characteristics: Striving to minimize their labor efforts. Low cost of labor (qualifications, responsibility, activity). Relying on "freebies" and the favor of the head.

Russian State University of Trade and Economics

Abstract on General and Customs Management

On the topic: Modern methods staff motivation.

Completed by: Khokhlova Ksenia

Faculty: MEIT

Specialty: "Customs"

Group: 27

Received by: K.O. Staroverova

INTRODUCTION 3

1.System of staff motivation. 6

2. Incentives for staff. eleven

3. Model modern system material motivation. fourteen

4. The procedure for the development and implementation of the system of material and non-material incentives. twenty

CONCLUSION 25

LIST OF USED LITERATURE 28

INTRODUCTION

Studies of labor motivation in recent years have shown that it as a system has undergone negative structural changes. This means that higher needs have receded far into the background, and the behavior of most workers is governed by lower needs (according to Maslow's hierarchy) 1, which is both a consequence and a reason for the formation of a specific mentality of a modern Russian worker. In addition, motivation has also undergone typological changes - in general, it boiled down to motivation for choosing and retaining a place of work, rather than motivating high activity and dedication to work with sufficient pay.

An analysis of the importance of the external environment for motivation showed the complete ineffectiveness of traditional labor incentive systems. This is due to the fact that the old incentive systems have been destroyed, and new ones are still being formed. Such conclusions give reason to talk about a crisis of motivation at the present stage and the need to create a new approach to the development and satisfaction of workers' higher needs 2.

The complexity of the search for new ways of motivation lies, firstly, in the growing differentiation of society, in the sharp division into rich and poor, which results in a large difference in needs. Secondly, the growing impoverishment of the lower social strata leads to a decrease in the level of needs to purely physiological, which often leads to lack of spirituality and the desire to live one day.

In addition, the currently existing variety of forms of ownership leaves its mark on the choice of tools and methods of motivation in each individual organization.

Motivation is directly related to performance. And now she plays a more important role in the life of every manager than ever before. The days when leaders simply told their subordinates what to do are long gone. Employees are now more demanding of their employers than before. They want to know what is happening in the organization, to participate in its life, they want to be consulted.

In addition, to enjoy their work and, of course, satisfaction, they need to feel that everything they do has real value. When people are happy with a job, they do it well. If employees are not motivated enough, this can manifest itself in different ways: the number of absenteeism increases, employees spend more time on personal phone calls and solving personal problems, and they stay on breaks. At the same time, bureaucracy becomes part of daily activities. In addition, due to a lack of interest and attention, the quality of work is reduced, its pace slows down, and employees do not have a desire to take responsibility.

In general, considering these symptoms, we can conclude that the results of work in all its aspects are closely related to motivation. Sufficiently motivated workers are productive people who are willing and able to do what is required of them, and in such a way that tasks are completed and work results consistently improve.

Creating conditions for motivation means “making people happy to do their job every time,” so that there are fewer factors that cause negative feelings, and more factors that give rise to positive ones. Obviously, motivation requires honesty and sincerity from a leader. It is very difficult to count on effective motivation if you are indifferent to people.

In this regard, the leader should remember that each person needs their own incentive to achieve success. This is one of the factors without which motivation becomes standard and less effective. Most employees seek security first and foremost at work. This includes aspects such as clear job description and favorable working conditions, a clear understanding of the requirements and assessment criteria, recognition and respect, work with an effective leader and leader who knows how to make decisions.

1.System of staff motivation.

Motivation (as a process) is a process of emotionally-sensual comparison of the image of one's need with the image of an external object (an applicant for the subject of need). Or, motivation (as a mechanism) is an internal mental mechanism of a person, which ensures the identification of the object of the corresponding need and triggers directed behavior by the appropriation of this object (if it corresponds to the need). Diagram 1 shows that motivation can occur in a person without outside help 3.

Motive formation

Let us recall the main driving motives of employees:

The motive for reward is that the employee works for the sake of money and other benefits.

Social motive - it is important for the employee to be approved by the management and the team.

Process motive - the employee works for the pleasure of the work process itself.

The motive for achievement is that the employee strives for self-affirmation and self-realization.

Ideological motive - it is important for an employee to achieve high goals joint with the company.

The labor motivation system should include as part of the mechanism for optimal labor incentives (scheme 2) 4.

Optimal labor incentive mechanism

The labor motivation system is designed to provide adequate motivation of the employee to work in the organization and to the range of his professional tasks.

The motivation system rewards the employee's work that is valuable to the organization. In this regard, it should be aimed at: maintaining the required performance; productivity increase; maintaining the norms of the organization; improving the norms of the organization.

At the heart of the motivational policy in accordance with the nature of the activity is the need to encourage the compliance of the organization's employees with the five main groups of regulatory requirements (Figure 3) 5.

Main groups of regulatory requirements

General regulatory requirements for all employees of the organization (discipline and corporate culture requirements). This is a normative framework common to all members of the organization, including management. Moreover, it is desirable for management to emphasize compliance with general corporate norms, since this can set the desired pattern for less conscientious members of the organization. On the contrary, the violation by management employees of the common norms for all very quickly leads to the decomposition of discipline and throughout the organization. Regulatory requirements for management (for managers) and performing (for performers) activities. It is known that performing discipline is a guarantee of organization in the activities of any enterprise, and its absence is a source of collapse. Therefore, the motivational environment in an organization must support performance discipline.

Experience has shown that authoritarian management tends to be quite effective in maintaining performance discipline 6. However, often such a performing organization is only an “external screen” and with directive “excesses” it can become so formal that it leads to destructiveness. But the antipode of directiveness - the conniving style even more contributes to a decrease in performing discipline, especially among the unconscious part of the workers. To establish a balance between these extremes is one of the most important tasks of a leader. A competent system of motivation can provide him with an invaluable service in this through conditions that encourage the performing order.

Professional and functional norms. Each employee at his workplace must have a strictly defined range of typical tasks, and each employee must meet the requirements arising from the logic of solving these tasks. Motivational conditions within the organization should contribute to the cultivation of the professional and functional spirit of employees, their understanding of the integration of their part of the tasks into the overall task of the company. The motivation system serving this normative emphasis should exclude any professional discrimination, creating equal moral and material opportunities for representatives of different functions.

Positional norms (or norms of cross-functional interactions). The presence in the company of high professionals in their field is a necessary, but insufficient condition for the effective operation of the company as a whole. Equally important is the debugging of the mechanism of interaction between employees of different departments.

In turn, a well-functioning mechanism is possible only if there is a normative certainty of business relationships and the readiness of employees to comply with these standards. Consequently, one of the areas of motivational orientation should serve constructive relationships between employees, departments, etc. 7.

Some psychologists and conflictologists, when analyzing practical activities, see the causes of most conflicts in the organization exclusively in the interpersonal disharmony of the conflicting employees. Without disputing the existence of such types of conflicts, we want to emphasize the existence of conflicts arising on business grounds. In particular, due to the absence or ignorance of the norms of inter-functional interaction by employees. This is expressed in the desire to impose “borderline” work, for example, on the transfer of your product, on your “neighbor”, etc. The businesslike nature of the mutual claims of workers quickly turns into the plane of interpersonal antipathies.

Interpersonal rules. In contrast to the previous point, the importance of maintaining “warm” interpersonal relationships by the motivational system is emphasized here. The importance of this motivational layer will be confirmed by anyone who has encountered a business failure due to interpersonal antipathies, interindividual conflicts on non-principled (everyday) grounds, etc. In general, very, very few employees manage not to transfer personal antipathies to the business sphere of relations. The best way to maintain normal interpersonal relationships:

inclusion in the corporate culture of values ​​related to the sphere of interindividual relations within the organization;

maintaining motivational conditions that give rise to the interest of employees in conflict-free interaction.

So, we can conclude that the optimal system of motivation and incentives for a company must meet the following requirements:

wages must be sufficient, that is, the employee must earn enough to ensure that his immediate needs are met. Otherwise, the employee will look for additional ways to make money or another company. The development and implementation of a pay system "by category" of employees with the introduction of a minimum size, below which salaries in a given company do not fall, can ensure the adequacy of payment;

the level of wages with a variable component must be competitive in the labor market. The fact of an increase in salary motivates employees to be loyal to the company, the fact of an increase in the variable component - to productive work, to achieve better results;

pay should be perceived as fair by the employee. The criteria for assessing the performance of employees, the achievement of results must be recorded in the local regulations of the company, are known to the personnel and can be easily measured. If the employee is not able to accurately determine the amount of his payment, he will consider that it is understated.

A complex pay system prevents the employee from planning his budget, which will lead to additional costs and, therefore, cause dissatisfaction with his salary.

The concept of motivation

Motivation is various variations of motivating employees to carry out effective and high-quality work, performed in full. A good incentive is needed to achieve the set goals and objectives. Let's look at a practical example.

Example 1

The manager encourages the staff by paying bonuses. Many employees are starting to work more efficiently than in the previous period. But, for some colleagues, such a measure does not work. In this case, stimulating punishment can be applied. The quality of work improves both in the first and in the second case.

Motivation - effective method work with personnel. Some employees need encouragement. If they are not praised or scolded, then there is a possibility that the quality of work will significantly decrease. An effective leader uses a variety of techniques to motivate employees. The most preferred of these is corporate events. Such events help the manager to consider the potential of the employee in an informal atmosphere. Let's look at a practical example.

Example 2

The manager organizes corporate event for staff. In order to see the atmosphere and relationships in the team, it is necessary to gather all employees without exception. But some workers do not want to visit him. The manager forces them to visit. In the event that an employee does not come to the event, he will face punishment from the manager. All the staff are gathered, but the atmosphere is quite tense. Therefore, the manager's plan did not come true in full, and the potential of the employees remained undeveloped.

Types of motivation

• Material motivation
• Intangible motivation

Let's take a closer look at each type of motivation.

Material motivation

Remark 1

Material motivation is associated with financial rewards and punishments. The system of financial penalties encourages the employee to work efficiently. In Russian economic practice, this is a fairly common method. Part of the employee's finances is withdrawn in favor of the enterprise in the event that his work is not efficient enough in relation to other employees. More often than not, it helps to work better and the employee gets better.

The financial reward system works the opposite way. If the employee shows good results, then the manager encourages him financially. Any employee knows that if they work effectively and achieve their goals, they will be able to count on financial incentives.

Intangible staff motivation

1. Oral reward from the manager - Public or personal praise from the manager is very effective in motivating the employee. Based on genetic memory, employees tend to be publicly rewarded. Therefore on large enterprises still apply the award best employee months and years.
2. Possibilities career growth- each employee strives to become a part of a young and promising team. The prospect is to eventually take a worthy position among others, to establish your authority
3. Training and professional training at the expense of the enterprise
4. The presence of a friendly atmosphere at the enterprise
5. Formation