The subjects of motivation management in organizations are individual managers, management bodies that influence the behavior of personnel, using norms and regulations in various organizational and production situations that arise under the influence of various kinds of external and internal environment. All of them, forming a kind of cause-and-effect chains, have a positive or, conversely, negative impact on the behavior of staff.

Manage a person- it means to control the motives of his behavior. This kind of impact, ie. influence on motives is recognized as the most effective in comparison with direct influence. But at the same time, it is also a more complicated way of influencing, since it requires the choice of incentives, not only exactly corresponding to the goals that the control system but also the motives of employees' behavior.

If the subject of management does not have the necessary incentives, then the object of management, i.e. personnel and their motives will be unable to perceive the control action. In this case, the situation is often complicated by the fact that counter-motivation begins to act actively, acting as a negative reaction to the stimulating effect.

Sufficient variety of incentives This is the most important principle of effective motivation management. This is especially important to consider for various levels motivational changes: motivation at the level of the individual; motivation at the level of a certain group (professional, age, social); motivation at the level of the staff of the organization. Even strong and significant incentives, with their uniformity, are not really able to form a motivational core corresponding to effective organizational behavior. In addition, when using incentives, it is necessary to choose the place and time of its application, which in this case will cause the greatest motivational effect with the same quantitative and quality characteristics control influence.

In this regard, consider the following structures of motivation.

The structure of motivation is associated with the classification of needs and their corresponding behavioral motives. According to this idea, the structure of motivation can be built on the basis of the classification of needs according to their life-supporting significance. As an example, we can refer to the classification of needs by A. Maslow. However, this approach involves a consistent updating of needs: as material needs are met, higher order needs are included, which limits the scope of its application. extreme conditions organization development.

The second type of motivation structure is associated with the construction of a monocentric motivation structure, in which some universal need is chosen as the central one, the satisfaction of which can be carried out by various types of activities or objects related to various spheres of life, from material to spiritual. The monocentric structure of motivation allows for the following:

• - change the central need depending on the subjective and situational characteristics that have developed in the organization;
• - build motivation in relation to the same goal;
• - to build motivation designed for the future (motivation through the future);
• - differentiated approach to personnel motivation in connection with its qualification and other professional qualities;
• - develop motivation through the inclusion of new directions for satisfying the central need.

The next type of motivation structure involves the construction of a polycentric motivation structure. It is this approach that most satisfies modern management, since organized structures are multi-purpose.

The basis of the polycentric construction of the motivation structure is the needs focused on corporate behavior or corporate principles of the organization.

The polycentric principle of building a motivation structure is based on the compliance of personnel with certain goals arising from the mission of the organization in certain periods of its development. In this regard, the task of selecting personnel with some given sets of needs, which can form the necessary structure of motivation, is put forward in the first place. In other words, the polycentric model of the motivational structure allows a differentiated approach to management through motivation in connection with certain tasks solved by groups of personnel.

The process of motivation is very complex and depends on the individual employee and the situation in which he is. Understanding this will help you figure out how you can stimulate an employee to work effectively. The following components of motivation can be distinguished (Table 2).

Table 2 - Components of motivation

Component of motivation	Motivation method	Purpose of motivation
Enterprise culture A system of value orientations and norms common to all personnel of the enterprise	The charter of the enterprise, the basic principles of management and the style of management of the enterprise	Understanding and recognition of the goals of the enterprise. Perspective orientation. Coordination of mutual interests
Participation system The participation of workers in the distribution of the total economic result, enterprise ownership and cooperation development	Forms and methods of distribution of the result, participation in ownership, development of partnership relations	Installation on cooperativity in behavior. Orientation to the correlation of costs and results, readiness for risk. Interest in information useful to the enterprise
Principles of leadership Precepts and regulations for regulating relations between managers and subordinates within the framework of the management concept operating within the organization	Basic principles of management, management by example, management training	Joint and constructive cooperation. Positive attitude towards employees. Responsibility and autonomy of leaders
Personnel care. All forms of social benefits, services provided to employees, regardless of their position in the workplace and the results of their work	Ensuring labor safety, health protection, creating conditions for rest and unloading, playing sports, caring for employees who need help	Social security and integration with the enterprise. Social responsibility towards others. Increasing labor activity
Involvement in decision making Coordination with the employee of certain decisions made in the workplace, in working group or not a production site	Delegation of responsibility, determination of forms of responsibility, voluntary participation in decision-making	Participation in decision making in the workplace. Involvement in the affairs of the enterprise. Taking responsibility
Workplace organization Equipping workplaces with technical, ergonomic and organizational aids, taking into account the needs of employees	Technical and organizational aids, physiological and psychological elements of working conditions (ergonomics, aesthetics, etc.)	Satisfaction with the state of the workplace. Identification with the job task Enjoyment of the job and better job performance
Personnel policy Planning activities for advanced training and intra-industrial mobility, taking into account the needs, desires and professional abilities workers	Training and advanced training of personnel, trainings and seminars, career planning, promising programs to form personnel structures	Intra-production mobility and flexibility in the application of professional qualifications. Autonomy and initiative. Creative innovation activity
Regulation of working hours Flexible adaptation of working hours to the needs of the employee and the company	Reduce working hours, flexible work time, flexible schedule, part-time work, holidays associated with religious holidays, flexible distribution of the annual fund of working hours	Responsible and conscious use of working time. The attractiveness of work associated with the flexibility of working hours. Working Time Efficiency
Information for the employee Communication to employees necessary information about the affairs of the enterprise	Newspapers of the enterprise, shop sheets, directories of the enterprise, team meetings, work reports	Informing about the affairs of the enterprise. Interest in information that goes beyond the workplace.
Personel assessment The system of systematic and formalized assessment of employees according to certain previously established criteria	Methods for assessing the results of labor of the employee's potential, assessment of behavior	Satisfaction of the employee with the attitude of the management towards him and the assessment of the results of his work
Note - Source

The following groups of incentives contribute to the achievement of the goals set in the table:

• 1) Financial incentives: increase official salary: for an increase in the scope of work; for the growth of qualifications: for combining positions, performing the amount of work with a smaller number of employees; for increasing sales. Bonus: for the introduction of new developments and new technology; for the manufacture of products for export; for improving the quality of products; according to the results of work for the year; for reducing the labor intensity of work, etc.
• 2) Moral incentives: corporate; municipal, city, regional significance; state importance; interstate significance; international moral incentives.
• 3) Incentives for a career: the desire to be recognized in your team; continuous improvement of their knowledge after graduation from the university, college; long-term provision of cash income; expanding the area of ​​authority in decision-making; full realization of their creative potential; steady promotion; election to the governing bodies (of the entire hierarchy from top to bottom); participation in the work of interstate bodies and joint ventures; election: the head of the organization or in government bodies management.
• 4) Additional incentives: incentives for participation, development and implementation of rationalization proposals and inventions; one-time payments for the contribution to the increase in the profit of the enterprise; for participation in the increase of share capital; one-time payments from savings funds; preferential sale of shares and bonds to its employees; one-time payments at the end of the year; payment of dividends on shares.
• 5) Social and natural incentives: the allocation of wages to employees of goods produced by the enterprise; purchase for employees of products of wide demand from other enterprises (cars, televisions and other Appliances); construction and allocation for use by employees free of charge or with partial payment for dachas, garages, etc.; preferential purchase of the above goods, including food; allocation of preferential loans; granting deferred payments for a certain period.
• 6) Social incentives: free use preschool institutions; free meals At work; free medical care; lending for free education; payment of transport costs; free use of sports facilities; early retirement at the expense of the enterprise; advanced training at the expense of the enterprise; material guarantees for unemployment; purchase of housing for employees; decrease in production standards due to poor health; discount on the purchase of goods; allocation of interest-free loans.

In the process of labor activity, human energy is transformed into a certain behavior, the expected result of which is the effective joint actions of employees that implement the plans of the organization. Organizational mechanisms come into play that encourage employees (an individual, a group of people or a team) to work to achieve the specific goals of the organization and the specified results of work.

These actions (stimulation) are carried out by the subject of management (the state, enterprise management bodies, immediate supervisor, etc.), setting in motion the process of forming labor motives - the motivation of labor activity.

The greater the number of diverse needs a person realizes through labor, the more diverse the benefits available to him, and the lower the price he has to pay compared to other types of activity, the more important the role of labor in his life, the higher his labor activity.

From this it follows that incentives can be any benefits that satisfy significant human needs, if their receipt involves labor activity. In other words, a good becomes a stimulus for labor if it forms the motive for labor. In one case, we are talking about an employee seeking to obtain benefits through labor activity (motive), in the other, about a management body that has a set of benefits necessary for an employee and provides them to him under the condition of effective labor activity (incentive).

The most important thing in managerial activity in the field of incentives is to set such goals for each subordinate, the achievement of which becomes a guaranteed condition for obtaining the promised benefits and is possible only with a certain quantity and quality of his work. It is important to understand that stimulation is the impact not only on the personality of the employee, but also on the external circumstances of his labor activity by establishing the conditions and mechanism for the distribution of benefits (incentives), since the employee is stimulated to be active by the interest in obtaining certain benefits.

Thus , incentive goal- not only to encourage a person to work, but to encourage him to do better and more of what is due to labor relations. In this case, the incentive system acts as a set of requirements, rewards and punishments aimed at establishing causal relationships between the action performed by the employee, evaluation of its result and reward. The formation of an incentive system is closely related to taking into account the attitude of employees to various benefits offered by the organization, with their personal characteristics, value orientations, level of education, the situation in their personal lives, specific social conditions, in which the person is located, with the socio-psychological climate and leadership style in the work team.

Main directions of stimulation- material (organization of wages, development of a social package, a system of participation in profits and capital, etc.) and intangible (moral, incentives for free time, etc.). And in this sense, labor incentives are elements of a system of specific measures in the distribution mechanism operating in the organization.

In accordance with Figure 3, the study of modern management theory and practice allows us to identify various areas of material incentives.

The scheme presented in Figure 3 not only reveals (from top to bottom) the structure of material incentives, but also shows (from left to right) the order (order) of the formation of the elements of this structure.

The permanent and variable parts allocated as part of direct material incentives are focused on performing various functions: the permanent part is aimed at meeting the basic needs of the employee and his family members, ensures the formation of a sense of stability, confidence in tomorrow, employee security, etc.; variable - focuses on the achievement of predetermined organizational goals, reflects the individual contribution of the employee to final results activities of the department, the enterprise as a whole.

Figure 3. - Types and structure of financial incentives

The main element of the permanent part of direct material incentives is the official salary, which should be determined depending on minimum size remuneration at the enterprise and the prevailing level of remuneration in the labor market, taking into account such additional factors as the level of education, the special nature of the work, length of service and work experience in the position.

The system of labor motives and incentives should be based on a certain base (standards of labor activity). The entry of an employee into an employment relationship implies that he must perform certain duties for a pre-agreed remuneration. Here is the sphere of controlled activity, in which avoidance motives work, associated with the fear of punishment for failure to comply with the requirements.

The classification of incentive methods can be carried out into organizational and administrative (organizational-administrative), economic and socio-psychological and is one of the most widespread. Depending on the orientation to the impact on certain needs, management methods are divided into:

• 1) Economic methods of management, due to economic incentives. They involve material motivation, that is, an orientation towards the fulfillment of certain indicators or tasks, and the implementation of economic rewards for the results of work after their fulfillment. The use of economic methods is associated with the formation of a work plan, control over its implementation, as well as economic incentives for labor, that is, with a rational remuneration system that provides incentives for a certain quantity and quality of labor, and the application of sanctions for its inappropriate quantity and insufficient quality.
• 2) Organizational and administrative methods based on directives. These methods are based on imperious motivation, based on obedience to the law, the rule of law, senior officials, etc., and based on the possibility of coercion. They cover organizational planning, organizational regulation, instruction, direction, control. In management, power motivation plays a very significant role: it involves not only unconditional observance of laws and regulations adopted at the state level, but also a clear definition of the rights and obligations of managers and subordinates, in which the execution of the order of the leadership is mandatory for subordinates. Power motivation creates the necessary conditions for organization and interaction, and the organizational and administrative methods themselves are designed to ensure the effective operation of management at any level on the basis of its scientific organization.
• 3) Socio-psychological methods used to increase the social activity of employees. With the help of these methods, they influence mainly the consciousness of workers, the social, aesthetic, religious and other interests of people and carry out social stimulation of labor activity. This group methods includes a diverse arsenal of methods and techniques developed by sociology, psychology and other sciences that study a person. These methods include questionnaires, testing, surveys, interviews, etc. The use of socio-psychological methods in management in trade is considered in two aspects: in the traditional aspect of their application in personnel management and in terms of managing the behavior of the buyer (when choosing a social target by a trading company, in advertising, etc.).

In management practice, as a rule, various methods and their combinations are used simultaneously. For effective management of incentives, it is necessary to use all three groups of methods in enterprise management. It should be noted that the focus on economic incentive methods often leads to a decrease in attention to the socio-psychological aspects of motivation that determine the internal motivation of staff.

In modern practice, mixed wage systems are often used - one part of the remuneration of each employee depends on the performance of the group (usually variable), and the other part depends on individual features(permanent salary).

Most executives believe that if they can't offer a solid salary or a hefty bonus, people will be lazy and not incentivized enough. But you should be more concerned not about how to pay high salaries, but about ensuring that your employees are fairly remunerated. Justice is the observance of the principles of correctness, impartiality, honesty.

The main forms of material incentives for the work of the personnel of the enterprise are:

Financial compensation: salary, bonuses, profit sharing, equity participation, additional payments, deferred payments. As well as additional incentives such as: transport services, medical care, tuition assistance, pensions and savings, holidays and days off.

Every leader would like his subordinates to strive for good work with full dedication of their efforts, so that they are involved in the affairs of the organization, share its goals and be highly active in solving problems that interfere with the stable operation of the organization. Money is the most obvious and most frequently used stimulus, although it is not the only means of motivating workers.

Consideration of the forms and systems of wages from the point of view of labor incentives suggests that the effective management of material incentives should include a study of its motivational aspects both in the practice of managing the organization of labor, and in particular the regulation of labor, and from the point of view of the conformity of wage forms working conditions, and the level of wages. Money is a strong enough motivator only if the employee considers the payment of his work fair and sees the connection between the results of his work and remuneration. And since piecework wages are used in the organization in question, this factor is very important.

In the economic literature, there are different approaches to the definition economic essence wages. From the point of view of wages as the main form of distribution according to work, it appears as the personal labor income of the worker, determined by the quantity and quality of labor. There is a point of view on wages as a monetary expression of the value or price of labor power.

Such an approach to wages in relation to our economy arose long ago, but has not been established. And only in the conditions of transition to market relations, when labor power acts as a commodity, did they return to this definition again. The value of labor power is essentially the value of the means of subsistence necessary for the reproduction of labor power. It includes, firstly, the cost of funds that satisfy the needs of the worker himself; secondly, the cost of funds necessary for the maintenance of the employee's family; thirdly, the cost of teaching aids. The cost of labor is influenced by the historical and national characteristics of a country, as well as climatic conditions.

In a market economy, wages perform stimulating, reproductive and regulatory functions.

The stimulating purpose of wages is to create a material interest in the individual and collective results of labor, increase the efficiency of the production of goods and services, and improve the quality of work.

The reproductive function determines the absolute level of wages necessary to meet the vital needs of the worker and his family. The regulating purpose of wages lies in its impact on the ratio between the demand and supply of labor, on the formation of personnel, the number of employees and the level of their employment.

The possibility of achieving a high level of the stimulating role of wages is justified, first of all, by the fact that in the structure of incomes of workers and their families, it constitutes the predominant part of income compared to other sources. Since it is wages that are directly related to the labor expended, its stimulating effect on development social production is decisive. Skillful use of this function turns wages into one of the most important levers for improving production efficiency and economic growth.

In order for employees to perceive the system of payment and incentives as fair, the following measures can be taken:

• 1) identification through sociological surveys of factors that reduce the satisfaction of employees with the system of labor incentives operating in the organization and the practice of providing certain benefits, and taking, if necessary, appropriate corrective measures;
• 2) better informing employees about how the amount of incentives (bonuses, allowances, etc.) is calculated, to whom and for what they are given;
• 3) identification in the course of personal contacts with subordinates of possible injustice in the payment of employees, the award of bonuses and the distribution of other incentives for the subsequent restoration of justice;
• 4) constant monitoring of the situation on the labor market and the level of remuneration of those professional groups with which employees can compare themselves, and making timely changes to the system of remuneration for their work.

It is not always justified to talk about the priority of material motivation and its greater effectiveness, in comparison with non-material one, although material motivation has certain advantages.

In particular, it is the most universal, since, regardless of their position, employees value monetary incentives and the ability to manage the funds they receive more. In some cases, employees are even ready to exchange any methods of non-material incentives for their cash equivalents.

The problem of incentives to work is very relevant. A modern manager must constantly note the value of an employee for the team, the presence of his creative potential, positive aspects, good qualities, achieved results. This assessment should be as objective as possible, based not on general impressions, but on specific, accurate indicators and data.

Since the development of a system of incentives in market conditions in the Republic of Belarus is one of the most important reserves for managing companies, it should be remembered that material factors do not always come to the fore and cannot be the only form of remuneration for work. The main thing is the attractiveness of labor, its creative nature. It is precisely this attractiveness that the manager should create by constantly updating the content of the work of each subordinate. Non-material incentives are very diverse and are divided into three groups: social; moral; socio-psychological. Using them in combination, you can achieve high efficiency. There is a dialectical connection between material and non-material incentives. Thus, wages (material incentive) affect the assessment and self-esteem of an employee, thereby satisfying his needs for recognition, respect for others, self-esteem, self-affirmation, i.e. material incentive acts simultaneously as a social, moral, psychological. But if you use only a material incentive, without using moral, social, creative incentives, then the entire incentive system will cease to fulfill its inherent functions to the fullest, which will lead to the predominance of economic incentives to the detriment of social, moral, psychological and ethical ones.

The most important factor professional development personnel are a variety of forms of labor incentives, its conditions, content and pay. An employee is only interested in his professional development, continuous professional development, when he sees that this work meets his interests, is paid adequately to his efforts, and helps to satisfy the maximum number of his needs.

The systems of incentives used in modern economic practice are quite diverse and depend on many conditions as an objective nature (the economic situation in the country, the unemployment rate, prices, the state of social insurance etc.), and from more particular circumstances (the qualification level of employees, their purely human traits, age, psychological climate, etc.).

Meanwhile, life does not stand still and "... the factor that today motivates a particular person to intensive work, tomorrow may contribute to the "turn off" of the same person. No one knows exactly how the motivation mechanism works, what strength the motivating factor should be and when it works, not to mention why it works." Therefore, in personnel management there is a constant research and development of various incentives for labor activity, the development of new methods and systems for organizing incentives.

In the journalistic literature today there are many developments that consider in detail the objects, processes and methods of stimulation.

So, for example, in the article by Verkhoglazenko V., a variant of labor positioning is given, which, in the opinion of the authors, is the optimal basis for the formation of motivational and stimulating conditions in relation to the employee.

The key point in this methodology is to ensure a positive attitude of the employee to the range of his duties and to the proposed "rules of the game", for which it is necessary to cultivate and encourage the correct self-determination of the employee. Self-determination means not only an adequate understanding, but also a conscious acceptance by the employee of the normative conditions of his work and life in the organization.

Particular attention in modern conditions according to experts, it is necessary to pay attention to such a factor in the behavior of employees as internal motivation, although it is he who often remains on the sidelines today. This neglect leads to negative consequences hindering the effective work of employees.

There are no universal models of staff incentives, the perfection of incentive mechanisms for employees of an enterprise is achieved by coordinating the interests of all participants organizational system class data under conditions of restrictions governing the activities of subjects by law, moral and ethical standards and other factors of local importance.

The incentive method (incentive system) can be defined as a procedure (rule) for making decisions by the governing body regarding the inducement of controlled entities to perform the required actions. The description of stimulation includes: the study of behavior in the absence of motivation, the analysis of possible reactions to certain influences, the search for acceptable influences that ensure the performance of the required actions, which corresponds to management, understood as an impact on the controlled system in order to ensure its desired behavior - in this case, the creation self-development fund.

Formal (mathematical, more precisely, game-theoretic) incentive models are studied within the framework of such sections of socio-economic systems management as: the theory of active systems, the theory of hierarchical games, the theory of contracts, etc. The need to use models is due to the complexity, and often the impossibility of conducting social - economic systems of full-scale experiment. The use of mathematical models in some cases makes it possible to evaluate the effectiveness of various control mechanisms, conduct a game and / or simulation study, training management personnel etc.

The most studied formal models should be considered the models of basic (elementary) incentive systems, from which more complex structures can be built in principle. For them, correspondences were established with the real forms and systems of remuneration used in practice, and a comparative analysis efficiency. The generalizations obtained make it possible to obtain acceptable and even optimal solutions of a local nature, which cannot satisfy the desire of the center to obtain significant internal financial reserves capable of ensuring the self-development of the entire economic system.

The solution of macro-problems of stimulation, covering socio-economic systems as a whole, should be associated with the principles of aggregation, a systematic approach based on multi-modeling, and the methodology of structural stability, when the impact on the interests and preferences of managed entities by the governing bodies, that is, changing their preferences (by encouraging and /or penalties) in such a way as to make it profitable for agents to choose actions and achieve the results required by the center, combined with the impact on the set of allowed actions and resources of agents, that is, with the management of restrictions and resources that determine these restrictions.

Depending on the characteristics of the functioning of enterprises, finding solutions should be carried out within the framework of certain game-theoretic models: dynamic (multiple decision-making by participants in the organizational system), multi-level hierarchical, matrix structure or with distributed control (if there are several centers that manage agents), with coalition interaction of participants, etc.

The problem of motivation was initially and, first of all, studied by experts in relation to the management team. First, the work of managers is almost impossible to ration. Secondly, autonomy, which means freedom in the use of labor for top managers, is significant. Thirdly, it is assumed that the effectiveness of the motivation of top managers depends entirely on their effectiveness. If we talk about ordinary performers, then their work, as a rule, is regulated by various regulations, starting with the production rate for the worker and ending with job description for specialists. Therefore, it is relatively less important how motivated or unmotivated the employee is. The administration has a certain idea of ​​how much it needs to be paid, that is, the classic scheme "for the norm of labor - the norm of payment" is working. And this labor rate is fairly easy to calculate. For managers, especially at a high level, it is impossible to ration labor, so they can be managed mainly through motivation and stimulation.

In many Russian companies engaged in the development and implementation various systems staff motivation. And, nevertheless, the complexity of the problem lies in the fact that it is not entirely clear how to stimulate people to labor exploits.

It is necessary to think about solving the problem of staff motivation if:

employees evaluate their work as insignificant for the company,

employees have a pronounced dissatisfaction with career growth and salary,

they talk about a lack of independence in work;

There are fuzzy requirements from the management of the company or division;

There is an underload in the work of other employees and, as a result, a large specific gravity informal conversations, tea parties, smoke breaks, etc.

Material motivation is the simplest, at first glance, model of employee motivation. In skillful hands, this model can produce a good effect. Ways to use the material motivation model:

1) An increase in salary. If the employee has worked for the company for a long enough time (at least 1 year), then he has the right to count on an increase in wages. Moreover, he is sure that his merits and loyal attitude to the company and management should be rewarded.

2) One-time payments semi-annual cash compensation. If the employee worked well for 6 months, then he must be praised. He should take this as compensation for his righteous labors. Young employees who have not yet earned such benefits will reach out for old-timers, wanting praise.

3) Cash payments at the end of the year. It's a pretty smart way. Firstly, the manager motivates employees to work well and fruitfully all year, and secondly, the likelihood that the employee will stay in the company all year increases (even if he is not satisfied with everything).

4) Increasing the amount of premiums depending on any final indicators. This method motivates the employee to achieve as great results as possible, which contributes to the prosperity of the company.

5) Increase in contributions to the employee's pension fund. Reduces the desire to look to the side. Causes devotion and loyalty.

Professional and job growth in the motivation model is implemented as follows:

Moral incentives in motivation models are provided by:

1) Rewarding with a diploma or diploma for high professional excellence(endurance, courage, personal qualities).

2) Awards with distinctions: Best Manager, Best Marketer, etc.

3) Presentation for trips on business trips abroad.

In addition to the above components of motivation models, social-natural motivators should also be mentioned:

1) Allocation to employees for wages of goods produced by the enterprise,

2) Purchase for employees of products of wide demand from other enterprises.

3) Construction and allocation for use by employees free of charge or with partial payment for dachas, garages, etc.

4) Preferential purchase of the above goods, including food.

5) Allocation of concessional loans.

6) Presentation of deferred payments for a certain period.

Social motivators include:

1) Free use of preschool institutions.

2) Free meals at work.

3) Free medical care.

4) Lending for education.

5) Payment of transportation costs.

6) Free use of sports facilities.

7) Early retirement at the expense of the enterprise.

8) Professional development at the expense of the enterprise.

9) Material guarantees for unemployment.

10) Purchase for workers housing.

11) Decreased production rates due to poor health.

12) Discount on the purchase of goods.

13) Allocation of interest-free loans.

Thus, based on all of the above, we can conclude that the presence of a large number of motivational theories that do not exclude, but complement each other, indicates the complex motivational nature of a person, which has not yet been fully studied.

Having considered the theoretical models of motivation in the first chapter, one can see that despite the fundamental differences between all concepts, they nevertheless have something in common at their core, which reflects a certain commonality in the motivation of a person to act. Content theories of motivation focus on how different groups of needs influence human behavior. Process theories talk about the distribution of the efforts of workers and the choice of a certain type of behavior in order to achieve specific goals.

In conclusion, we can once again emphasize that motivation directly affects the results of work. But whatever the motivational factors, it is important that their combination is right. And what motivates a person today ceases to attract tomorrow, because it becomes habitual.

Foreign experience in stimulating professional development offers a system for supporting an employee's career, from hiring to dismissal. This approach allows the employee to see the prospect of work, which, in turn, will give confidence and desire to improve their professional level.

The most important, the primary task now is to find those factors that are really important for the staff. It is necessary to develop well-defined goals, objectives, identify values, find out who wants to do what and what not.

Consider some methods of non-monetary motivation, they were used in our country in the very recent past and are well known to everyone: this is the awarding of various certificates, the assignment of any titles (for example, "Shock Worker"), the placement of portraits of production leaders on honor boards, the presentation of commemorative souvenirs, valuable gifts and more.

The simplest and, probably, the most common way of non-monetary motivation for many is to draw up a so-called compensation package for employees, which, depending on the potential of the company, usually includes: a card for travel in public transport, free meals, insurance, regular visits to the gym , swimming pools and the like. Raising the status of one or more employees can be a very effective way.

The factor of "transparency" of the institution also plays a significant role in improving the efficiency of the company. The more fully informed employees about the state of affairs in it, the better they are familiar with the strategy of their company, the more dedication, as practice shows, they perform their duties. There are many more different and well-established ways of non-monetary incentives for staff. These, for example, may be:

Simple words of gratitude.

Congratulations to employees on their birthdays and gifts.

Organization of various educational processes.

Organization of sports competitions.

Organization of corporate holidays taking into account the wishes of the staff.

Official congratulations to the employee on the increase in his seniority for another year.

Properly organized professional adaptation of new employees.

The role of social benefits and payments as part of the total income of employees in last years increases noticeably. Experts note that benefits and payments have ceased to be temporary, additional. They have become a vital need not only for the workers themselves, but also for their families. The range of benefits provided to employees is quite wide:

Paid public holidays;

paid holidays;

Paid days of temporary disability;

Paid rest break time;

Paid time for lunch;

Medical insurance at the enterprise;

Additional pension insurance at the enterprise;

Accident insurance;

Long-term disability insurance;

Providing free parking for cars;

Tourist accident insurance;

Assistance in improving education, vocational training and retraining;

Participation in the distribution of profits;

Purchase of shares by employees;

Provision for the use of employees of recreation and entertainment facilities;

Providing assistance in moving to a new job.

The development of the system of social benefits and payments has led to the emergence of a new type of social benefits and payments, which are called flexible benefits (or flexible plans for benefits and payments). Their essence lies in the fact that a wider range of benefits and payments allows employees to choose at any given moment those of them that suit them best, thereby adapting the benefits to the current needs of employees.

The so-called vacation banks, which combine paid vacation days, sick days, etc., should become large-scale. When an employee needs to take an additional day (or several days) for his needs, he can use the reserve of days from the vacation bank, “buy out” some of them against future vacation pay, or take them in exchange for other benefits.

Benefits and payments of the social plan do not appear directly in the payroll, but significantly affect the level of income of workers. They not only serve as social protection for workers, but also allow firms to attract and retain qualified workers, and contribute to the development of a spirit of loyalty to the firm.

Compensation packages should be developed. This includes free or discounted lunches for staff, rental of a gym, swimming pool or sauna, and medical insurance for employees. Things like sabbatical paid leave (American practice) are not provided. Education at the expense of the institution. According to the results of surveys (organizational diagnostics), one can make a confident conclusion about the low significance for the motivation of the listed measures.

Thus, having studied theoretical aspects motivation of staff, we can come to the following conclusions. One of the most important elements of personnel management is motivation - an incentive to efficient operation people working in an organization to achieve its goals. Motivation actions include economic and moral stimulation, creation of conditions for the manifestation of the creative potential of employees and their self-development. IN general view the process of motivation includes: the establishment of unmet needs of employees, the formulation of goals aimed at meeting the needs.

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

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

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

Ministry of Education and Science Russian Federation

federal state budgetary educational institution higher professional education "Ryazan State University named after S.A. Yesenin"

Faculty of History and International Relations

majoring in Fundamentals of Management

on the topic "Modern technologies for motivating labor activity in an organization"

Completed:

2nd year student

Departments of correspondence and part-time education

Ivanova T.N.

Ryazan 2013

1. The concept of motivation

Motivation, in an organizational context, is the process by which a manager encourages other people to work towards organizational goals, thereby satisfying their personal wants and needs. Even if it seems that employees work only to achieve the overall goals of the organization, they still behave this way because they are sure that it is The best way achieving your own goals.

Motivation, as one of the methods of the personnel management function, is an integral part of the management process.

Modern theories of motivation, based on the results of psychological research, prove that the true reasons that encourage a person to give all his strength to work are extremely complex and diverse. According to some scientists, the action of a person is determined by his needs.

Those who hold a different position proceed from the fact that a person's behavior is also a function of his perceptions and expectations.

When considering motivation, one should focus on the factors that make a person act and reinforce his actions. The main ones are: needs, interests, motives and incentives.

Needs can be met by reward by giving a person what he considers valuable to himself. But in the concept of "value" different people put a different meaning, and, consequently, their assessments of remuneration also differ. For example, a wealthy person may consider a few hours of family time more meaningful to himself than the money he receives for overtime work for the good of the organization. For those working in scientific institution more valuable may be the respect of colleagues and interesting work, rather than the material benefits that he would receive by fulfilling the duties of, say, a seller in a prestigious supermarket.

A person receives “internal” reward from work, feeling the significance of his work, feeling for a certain team, satisfaction from communication, friendly relations with colleagues.

"External" remuneration is a salary, promotion, symbols of official status and prestige.

For labor management based on motivation, such prerequisites are necessary as identifying the inclinations and interests of the employee, taking into account his personal and professional abilities, identifying motivational opportunities and alternatives in the team and for a particular person. It is necessary to make fuller use of the personal goals of the participants in the labor process and the goals of the organization.

No goals set from outside arouse a person's interest in intensifying his efforts until they turn into his "internal" goal and further into his "internal" plan of action. Therefore, for the ultimate success, the coincidence of the goals of the employee and the enterprise is of great importance.

To solve this problem, it is necessary to create a mechanism to motivate the increase in labor efficiency. This implies a set of methods and techniques for influencing employees from the enterprise management system, encouraging them to certain behavior in the labor process in order to achieve the goals of the organization, based on the need to satisfy personal needs.

Thus, the task of the manager, who must motivate workers, is to provide them with the opportunity to satisfy their personal needs in exchange for quality work. The term "need satisfaction" reflects the positive feelings of relief and well-being that a person feels when their desire is fulfilled.

Practical management is based on certain theories of motivation, which can be divided into two groups. Content theories try to find out the reasons for this or that behavior of a person. Often they are called

"needs theory". Process theories put at the forefront the question of how this or that type of behavior arises, what guides, maintains and stops it.

2. Motivational process

Motivation, analyzed as a process, can be represented as a series of successive stages.

The first is the emergence of needs. The person feels that something is missing. He decides to take some action. Needs are very different, in particular: physiological; psychological; social.

The second stage is the search for ways to satisfy a need that can be satisfied, suppressed or simply ignored.

The third stage is the definition of goals (directions) of action. It is determined what exactly and by what means needs to be done to meet the need. Here it is revealed what needs to be obtained in order to eliminate the need, in order to get what is desirable, to what extent it is possible to achieve what is necessary and what is actually obtained, can eliminate the need.

The fourth stage is the implementation of the action. A person expends efforts to carry out actions that open up to him the possibility of acquiring what is necessary to eliminate the need. Since the work process affects motivation, goals can be adjusted at this stage.

The fifth stage is receiving a reward for the implementation of the action. Having done the necessary work, a person receives what he can use to eliminate the need, or what he can exchange for what he wants. It reveals how the implementation of actions provided the desired result. Depending on this, there is a change in motivation for action.

The sixth stage is the elimination of need. A person either stops activities before a new need arises, or continues to look for opportunities and take actions to eliminate the need.

Before us is a diagram of the motivational process:

Emergence of needs

Finding ways to eliminate needs

Determining the direction of action

Action Implementation

Taking action to receive

Rewards

Eliminate Needs

Scheme 2.1 - motivational process

It is very difficult to identify which motives are leading in the motivational process of a particular person in specific conditions. Knowledge of the logic of the motivation process does not provide decisive advantages in managing this process. An important factor here is not the obviousness of motives.

One can guess which motives prevail, but it is rather difficult to isolate them in a concrete form.

3. MOTIVATION OF WORK AS AN ELEMENT OF THE PROCESS OF PERSONNEL MANAGEMENT

3.1 Human resource management strategy of the firm

One of the main tasks for enterprises of various forms of ownership is the search for effective ways labor management, ensuring the activation of the human factor. The decisive causal factor in the effectiveness of people's activities is their motivation.

Motivational aspects of labor management are widely used in countries with developed market economies /3, 4, 7, 14, 16, 18/. In our country, the concept of labor motivation in the economic sense appeared relatively recently in connection with the democratization of production /24/. Previously, it was used mainly in industrial economic sociology, pedagogy, and psychology. This was due to a number of reasons. Firstly, economic sciences did not seek to analyze the relationship of their subjects with these sciences, and, secondly, in a purely economic sense, until recently, the concept of "motivation" was replaced by the concept of "stimulation".

Labor motivation is the process of stimulating an individual performer or a group of people to work, aimed at achieving the goals of the organization, to the productive implementation of decisions made or planned work.

This definition shows the close relationship between the managerial and individual psychological content of motivation, based on the fact that management social system and a person, as opposed to management technical systems, contains, as a necessary element, the coordination of the chains of the object and the subject of control. Its result will be the labor behavior of the object of management and, ultimately, a certain result of labor activity.

Douglas McGregor /12/ analyzed the activities of the performer in the workplace and found that the manager can control the following parameters that determine the actions of the performer:

Tasks that the subordinate receives;

The quality of the task;

Time of receipt of the task;

Estimated time to complete the task;

The means available to complete the task;

The team in which the subordinate works;

Instructions received by subordinates;

Persuasion of the subordinate in the feasibility of the task;

Persuading a subordinate to be rewarded for successful work;

The amount of remuneration for the work performed;

The level of involvement of the subordinate in the range of work-related problems.

All these factors depend on the manager and, at the same time, in one way or another affect the employee, determine the quality and intensity of his work. Douglas MacGregor came to the conclusion that based on these factors, it is possible to apply two different approaches to management, which he called "Theory X" and "Theory Y".

"Theory Y" corresponds to the democratic style of management and involves the delegation of authority, improving relationships in the team, taking into account the corresponding motivation of the performers and their psychological needs, enriching the content of the work.

Both theories have an equal right to exist, but, due to their polarity, they do not occur in practice in their pure form. As a rule, in real life there is a combination of different management styles.

McGregor's theories were developed in relation to a single person. Further improvement of approaches to management was associated with the development of the organization as an open system, and the work of a person in a team was also considered. This led to the concept of a holistic approach to management, i.e. to the need to take into account the totality of production and social problems.

So William Ouchi proposed his understanding of this issue, called "Theory Z" and "Theory A", which was greatly facilitated by differences in management, respectively, in the Japanese and American economies.

Table 2.1

The difference between the concepts of management theory in the USA and Japan

Concept Factor
"Human capital"	Small investment in education	Large investment in education
	Specific skills training	General training
	Formalized assessment	informal assessment
"Labor Market"	In the first place - external factors	In the first place - internal factors
	Short term hire	Long term hire
	Specialized Promotion Ladder	Non-Specialized Promotion Ladder
“Loyalty to the organization”	Direct employment contracts	Implied employment contracts
	External Incentives	Domestic incentives
	Individual tasks	group orientation

Ouchi notes a disproportionate focus on engineering and technology to the detriment of the human factor. Therefore, “Theory Z” was based on the principles of trust, lifelong employment (like attention to a person) and a group decision-making method, which also gives a strong connection between people, their more stable position.

In general, Japanese and American approaches are in different directions (Table 2.1).

However, it can be seen that management has developed mostly in the direction of the ideas embodied in "Theory Y", a democratic style of management.

Thus, with certain assumptions, "Theory Z" can be called a developed and improved "Theory Y", adapted primarily to Japan. “Theory A” is more typical for the USA. However, some companies in Western countries successfully apply the principles of Theory Z, including IBM Corporation.

3.2 Stages of the motivation process

The strategic theories of human resource management discussed above are adapted by each company to the specific features of its functioning. It depends on the success of the solution of this issue whether subordinates will strive to work well or simply serve their attendance hours.

According to Theory Y, any employee, coming to a new place of work, would like to prove himself, and is interested in his new activity. In addition, management is interested in employees being creative and enthusiastic about their duties. However, due to a number of factors, an employee may experience disappointment in his work.

This is usually caused by the following reasons:

Excessive interference from the immediate supervisor;

Lack of psychological and organizational support;

Lack of necessary information;

Excessive dryness and lack of attention of the leader to the requests of the subordinate;

Absence feedback, i.e. ignorance by the employee of the results of his work;

Ineffective solution by the head of the employee's work problems;

Incorrect evaluation of the employee by the manager.

These factors cause the average worker to feel inferior.

The feeling of pride, self-confidence, the stability of one's official position and the possibility of further advancement are undermined.

The process of losing interest in work can be seen as consisting of six stages.

With confusion, symptoms of a stressful state are noticed, which begins to experience new employee. The employee ceases to understand what he needs to do and why his work is not going well. He asks himself the question of whether it is connected with himself, with the boss or with work.

The nervous efforts of the worker do not yet affect productivity.

He easily contacts with colleagues, and sometimes even tries to cope with difficulties through more intensive work, which in turn can only increase stress.

The conflicting instructions of the manager, the uncertainty of the situation soon cause irritation of the employee, associated with a sense of his own powerlessness. The employee's behavior becomes demonstrative. He emphasizes his dissatisfaction coupled with increased performance. Here he pursues two goals - to prove himself from the best side, as well as to emphasize the inactivity of the leadership against his background.

At the third stage, the subordinate ceases to doubt who is to blame for the difficulties that have arisen for him. Now he hopes for a boss's mistake, after which he can reasonably prove the correctness of his point of view. This is expressed in the withholding of official information necessary to solve the tasks of this unit. The subordinate begins to avoid the boss. Productivity and quality of work remain normal.

At the stage of disappointment, it is much more difficult to restore the undermined interest in work. Labor productivity is reduced to the minimum allowable. But at this stage, the worker has not yet lost his last hope.

His behavior resembles a small child, he believes that if he “behaves badly”, the boss will pay attention to him. During this period, such feelings of the employee suffer as confidence in respect from subordinates, consciousness of their authority, the habit of good attitude from other employees.

A symptom of the stage of loss of readiness for cooperation is the emphasizing by the employee of the boundaries of his duties, narrowing them to a minimum. Some begin to defiantly neglect work, and even take out their bad mood on colleagues, finding satisfaction in humiliating others. The essence of this stage is not a struggle to maintain interest in work, but an attempt to maintain self-respect.

Finally disillusioned with his work (stage 6), the employee will move to another place, or will treat work as hard labor.

One such worker can play the role of a catalyst in the group, lead to an outburst of hidden feelings of discontent of the entire team.

Getting a new job, as well as changing the usual conditions of activity, stimulates the employee, makes him want to prove himself from the best side. Not having the opportunity to feel like a necessary, independent worker who is trusted and respected, he is disappointed in his work.

Answering this question “what should be the ideal job for subordinates?” One should not strive for excessive specificity and originality. All the same, it is rarely possible to take into account the difference in tastes and personal opinions of everyone, so the manager, as a rule, strives to increase integral productivity. If the manager takes into account the factors below, he has a chance to get confirmation of the maximum number of his subordinates.

So, the ideal job should:

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

Evaluated by colleagues as important and worthy of being done;

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

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

To bring fair remuneration from the point of view of the employee.

Designed according to these principles, work provides inner satisfaction. This is a very powerful motivational factor that stimulates the high-quality performance of work, and also, according to the law of the rise of needs, stimulates to perform more complex work. On the basis of these principles, a model of work characteristics in terms of motivation of Heckman and Oldham was developed /27/.

Let's take a look at each of these basic job parameters and define what they mean and how they affect the "psychological state" that determines people's attitudes towards work.

Variety of skills and abilities. This term characterizes the extent to which the work requires a variety of actions in its performance and which involves the use of various skills and talents of personnel.

If the employee feels that someone else can do the job just as well, then it is unlikely to be of value to him and it is unlikely that he will feel proud of the task. A job that does not use the employee's valuable skills does not cause the need for further training.

There is also an optimal level of diversity. It is individual for each employee. So the same work may be considered by one as boring, and for another it seems that it has an unstable and intermittent character, and therefore it is impossible to establish any specific mode of its implementation.

Work integrity. This parameter refers to the completion of the work operation as a whole and a specific part of the work, i.e. work from start to finish with visible results. Closely related to this concept is the certainty of the task on the part of the manager.

Importance of work. This parameter refers to the degree to which the work performed affects the lives or work of other people in the organization or in the external environment. Workers tightening aircraft brake nuts regard their work as very important, unlike workers filling paper boxes with paper clips. At the same time, the level of skills is approximately the same.

The concept of importance is closely related to the performer's value system.

Work can be interesting and exciting, but people will remain dissatisfied until they feel that their work is important and needs to be done.

Autonomy. Autonomy characterizes the extent to which the work provides the freedom and independence of the employee in developing a work schedule and actions used to achieve the desired result. If decisions are made by other people, good job performance is unlikely to be seen as a reward. The person will feel that the quality of the work done depends on the correctness of these decisions, and not on his own efforts. There will be no sense of “ownership” of the work.

In the absence (for some reason, for example, the use of a conveyor) of integrity, autonomy is also impossible, because there may be a violation of the overall coordination of the implementation of individual actions.

The amount of autonomy depends on the individual. For any employee, there is an optimal level of autonomy that gives him a real sense of personal responsibility and does not lead to stress.

Feedback. Feedback provides employees with information about the quality of their work. The effectiveness of feedback depends on the integrity of the work. It is much easier to provide feedback on the results of a “finished work” than on a single piece of work.

By expanding the scope of each job so that the employee is responsible for several interconnected operations, we increase autonomy. At the same time, this increases the integrity of the work, which means it provides fast and effective feedback. At the same time, the employee intensively uses self-examination, i.e. personal feedback. He has the opportunity to discover the shortcomings himself, which is perceived much easier than if someone else pointed out this mistake to him.

The importance of feedback is obvious. People need to know how well they are doing their job. Managers are an important source of such feedback. However, the best feedback occurs when employees control the quality of their own work.

The first three factors discussed above contribute to the assessment of the work in terms of its complexity, value and necessity. If a job does not have these parameters, it will not be intrinsically motivated. The good quality of its performance will not create a sense of accomplishment, nor a sense of novelty or the acquisition of anything useful.

A job that satisfies all the factors described internally motivates employees, provides good quality job done brings satisfaction. It creates a sense of personal contribution to the products or services provided, gives employees a sense of ownership. Only such work enables a person to express himself, inherent in his sociality.

Managers must constantly consider possible ways improving the work and motivation of people working with them. It is important to highlight possible simple changes in work that could lead to stimulation of the internal motivation of subordinates, cause cooperation and enthusiasm on their part. Methods for improving performance parameters are based on the principles outlined above.

Increasing the diversity of skills and abilities. It is important to remember here that it is the diversity of skills, and not just the diversity itself, that is fundamental. If team members use a limited number of skills, then it is necessary to find a way to stimulate the need to increase their number.

However, employees will not always be enthusiastic about the increase in diversity.

So monotonous work allows workers to talk in the process of doing it, but if you add an element of variety, conversations will become difficult, at the same time there will be no compensation from the work itself.

Employees also need to be given a sense of recognition for the skills they use. That is, you need to strive to pay attention to employees in order to publicly announce the exceptional value of this skill in an employee.

This approach usually encourages the employee to improve skills, expand the range of his abilities.

Improving the integrity of work. As already noted, employees experience greater satisfaction from work that has some visible result. Increasing the integrity of a job can be achieved by adding tasks associated with it. These are, as a rule, some preparatory or final operations that are performed by different people. Even the process of quality control of work significantly increases the integrity.

It should also be kept in mind that adding lower level work steps that do not make the job more coherent usually reduces the level of motivation and creates a feeling of dislike on the part of workers.

If there are difficulties in providing the “content” of the work, it is better this operation automate. However, even here some changes are possible. Thus, the work of producing identical parts can be given integrity if the parts are put into a box, and then the box is carried away to its destination. The worker becomes responsible for the preparation of raw materials.

Consolidation of several operations into one completed work will improve many performance indicators - from temporary to stimulating. However, it is important to stop in time and not entrust all the work to one performer.

Increasing the importance of work. If the employee knows exactly how the results of his work will be used, he begins to feel the importance of his own work, which stimulates him to complete the work as soon as possible with its good quality.

The employee always wants to know why he does this or that work. Even if he is asked to collect data for a report, he wants to know what the purpose of this report is. Therefore, when formulating absolutely any task, it is necessary to mention the goals, that will really depend on the speed and quality of the performance of this work, how this work “flows” into the work of the company as a whole. After the work is completed, the performer will wait for the result.

Increasing autonomy. The work of a manager consists of solving problems of different levels of importance. The transfer of some low-level managerial functions to subordinates has a double effect - the manager's efforts are concentrated on solving problems of a higher level and, at the same time, has a positive effect on employee motivation.

Delegating low-level decision-making to subordinates can be seen as a boon, provided they are trained and properly understand all the details of the job, including where to get the necessary information and when to make a decision.

Provided that subordinates know all the requirements and instructions in force in the organization, the manager can provide them with the opportunity to independently set goals for their work. Even if they are partially involved in the decision-making process, they are much more likely to feel responsible for the work and feel a sense of success when it is successfully completed.

This is done through a system of qualified interviews. During such interviews, it is necessary to prevent a situation where a subordinate sets unrealistic goals for himself, which obviously cannot be realized for any reason, depending, among other things, on current state company affairs.

Tools, materials, and equipment, and how they are used, form another area where autonomy can be increased. Very often, workers do not have the right to refuse even low-quality materials. It is not difficult to imagine what this can lead to if further down the line technological process quality control is provided.

After all, the duty of controllers is to complain to those whose components do not meet the standard.

In the case when the manager determines how and what equipment to use by employees, he will not be able to take into account the individual characteristics of each employee. Experiencing even minor inconveniences, and, at the same time, deprived of freedom of choice, workers will soon lose motivation to perform work. Ideally, they should also be responsible for maintaining and repairing the equipment they use.

Time is an extremely important factor in all types of work. If a person does not have enough time to do quality work, he will consider that it is not worth the effort. Delegating work in advance gives workers considerable autonomy in choosing their work hours. He has the opportunity to prioritize, plan work taking into account his inclinations, and, therefore, get more satisfaction.

The pace of work also has a significant impact on motivation. Therefore, the manager should strive to reduce the monotony of semi-automatic processes, giving workers the freedom to choose the pace. If this is not possible and the pace is entirely set by the machine, it is necessary to introduce a system of buffer drives.

Strengthening feedback. Feedback can be internal - that is, coming from the work itself and external - in the case when the consumer of the results of the work speaks about their quality, as well as in the case of public praise.

Internal feedback is more reliable because acts directly on the employee during the execution of the task. The surest way to stimulate this connection is to set clear and specific goals, without specifying the path to achieve them. Another way is to introduce quality checks into the manufacturing process. This will allow the employee to immediately correct the shortcomings, and accordingly adjust the process of performing work, bringing it closer to the most efficient. So, as a result, such failures will not be repeated in the future.

Very often there is a situation of exclusively negative feedback, that is, when employees learn only about the shortcomings of their work. Thus, they are deprived of the reward for Good work. It is known that people almost do not respond to critical feedback. An employee will not accept negative ratings for more than two or three parameters. However, if the manager alternates between positive and negative criticism, then information about failures will be more fully perceived.

The other extreme is when the boss is not able to criticize his subordinates. In this case, failures seem to be fixed and the employee does not get the opportunity to correct his mistakes, and often does not even know whether it is necessary to do so.

Often people resist the introduction of feedback, because they were not prepared for this, they do not know how to provide it. For external feedback to be effective, it must be truthful, accurate, detailed, and prompt. Reporting poor performance only demotivates the employee. If you point out exactly what was done wrong, why it happened, how to correct the situation, and at the same time remember to touch on the positive aspects of the work, the effectiveness of such feedback will undoubtedly increase. It can be even higher if the employee finds out these questions himself.

According to Theory X, people work primarily to satisfy their economic needs.

The manager's task, in the case of applying economic motivation, is to develop a performance bonus scheme, a piecework system, or labor agreements. This task is by no means easy, since the situation in each firm is unique and, therefore, the bonus system must be unique for each case. It also depends on the specialization of the staff. So it is completely inefficient to introduce a piecework bonus system for production workers in firms with a dynamic production process, oriented mainly to work on order.

Not all methods of economic incentives can have a motivational effect on employees, however, there are several basic provisions on bonuses that do not affect the specifics of the company and are universal.

The manager should be guided by them when introducing methods of economic motivation:

Bonuses should not be too general and widespread, otherwise they will be perceived simply as part of the normal salary under normal circumstances;

The bonus must be related to the employee's personal contribution to production, whether it is individual or group work;

There must be some acceptable method to measure this increase in performance;

Employees should feel that the bonus is dependent on additional, not normative, effort;

Additional efforts of employees stimulated by the bonus should cover the costs of paying these bonuses.

As already noted, the methods of economic incentives should depend not only on the specifics of the company as a whole, but also vary depending on the specialization of employees (Table 2.2).

The above list is not exhaustive (for the reasons noted above, it is almost impossible to compile such a list). However, it demonstrates the fundamental difference in the approach to the development of economic incentive systems for groups of personnel. It shows that, for example, an overtime pay system is much more versatile than a business equity scheme.

Table 2.2

Ways of economic incentives for various groups of personnel

Staff	Rewards
trade group	Individual commissions on sales volumes
	Individual premium for contribution to the total profit
	Group commissions from increased volumes
	sales last year
	Group Profit Sharing System
	Promotion to more prestigious positions
	higher salary
Production	Group piecework wage system
	Early Completion Bonuses
	Overtime bonuses
Secretary
	General Profit Sharing Scheme
	Promotion to office manager
Manager	Overtime pay
production	Part of the group production bonus
	General Profit Sharing Scheme
	Business equity offer

Methods and means effective motivation personnel (1)

A GUIDE FOR PERSONNEL MANAGEMENT

Sosnovy A.P., Ratnikov P.V.

“Money and a kind word from an employee can achieve much more than just a kind word”

Attributed to G. Ford

Foreword

Obviously, one of the most pressing topics in modern management today is the problem of labor motivation. Indeed, when an organization is trying to achieve its goals and objectives, it is not enough to create modern technology production of goods and services, recruit qualified personnel and develop an effective structure for their interaction. It is necessary to organize work in such a way that each employee makes every effort to fulfill the assigned tasks, works efficiently, with interest, completely devoting himself to work activities.

To solve the problems of professional work with personnel, personnel management units are created and function. Behind Lately the need for specialists in human resource management has increased significantly, the requirements for their professional level, knowledge, skills and competencies are increasing. Now HR managers must master the technologies and methods of “setting up” the employees of the organization for effective work, i.e. be able to use the entire arsenal of motivation and stimulation of labor.

This manual, devoted to the topic of labor motivation, is focused mainly on methodological and technological aspects in the field of motivating and stimulating the work of personnel. Short review theoretical foundations motivation is the foundation on which specific methods are built for creating systems of remuneration, social benefits and benefits, as well as the use of non-monetary, moral and psychological motivation of employees.

The methods and technologies of motivation described in this manual are a generalization of a large practical experience the author on the creation and optimization of systems of material and non-financial incentives at enterprises and organizations in various sectors of the economy. Descriptions of the methods are illustrated with case studies - examples from the practice of personnel management and solving problems associated with insufficient motivation of employees.

The manual is intended for specialists and managers not only of personnel departments, but also for managers of any level who are interested in the issues of motivating their employees. However, students and trainees studying personnel management will also find a lot of interesting and useful things in this book.

1. Motivation of labor activity as an element and function of personnel management

Keywords of the section: main functions of personnel management, motivation and stimulation of effective work as a strategic task in the practice of personnel management, structure and elements of the motivation system at the enterprise, compensation package: monetary remuneration, benefits, non-material motivation personnel.

1.1 Tasks and functions of personnel management

characteristic feature modern management is the recognition of the growing role of the human factor and the development of new forms and methods of personnel management.

The main potential of an enterprise (organization) lies in its employees. What great ideas Newest technologies, the most favorable external conditions did not exist, it is impossible to achieve high efficiency without well-trained personnel. It is the people who do the work, provide the ideas, and allow the enterprise to exist.

Without people, there can be no organization; without qualified personnel, no organization can achieve its goals. Human resource management is concerned with people and their relationships within an organization.

The implementation of both strategic tasks and goals, and short-term plans of any organization involves the performance of certain actions by its personnel, the totality of which can be called production behavior. The main meaning and purpose of personnel management of an enterprise (organization) is to ensure the behavior of each employee required to achieve organizational goals. The effectiveness of the use of human resources in an organization depends both on the ability or potential of employees, and on their desire to work, i.e. on the level of labor motivation. (See Fig. 1.1.).

In working with human resources, each organization solves the following main tasks in managing its personnel:

1. Each organization attracts the required number of employees according to certain quality requirements for them. The methods and methods of personnel search and selection may be different, but the essence remains the same - the conclusion of an agreement between the organization and the individual, according to which a person provides the organization with his physical and intellectual capabilities and professional skills (competencies) for a certain time in exchange for various kinds of remuneration from the organization.

2. All organizations conduct adaptation, training and development of their employees, i.e. align the skills and abilities of employees with the goals and objectives of the organization. The methods and forms of such learning may be different, but they are always present.

3. The organization evaluates the production behavior of its employees, their contribution to the achievement of the organization's goals. Forms of assessment are varied - from simple praise to complex systems of certification.

4. Every organization rewards its employees -- ie. compensates them for the time, energy, intelligence spent by employees to achieve the goals of the organization, motivating them for the "correct" production behavior.

5. Each organization has its own corporate culture, which it strives to develop in one way or another, ensuring the interest of employees in working in this organization.

Thus, the motivation of work activity is a central, strategic function in personnel management, and any head of an organization knows from his own experience that for the long-term success of any enterprise, the most important thing is the desire of the organization's employees to work productively, with full dedication of energy. What do I need to do? What working conditions to create, what monetary remuneration to pay employees? How to encourage and stimulate the effective work of staff? Why do people work? What needs to be done to ensure that employees work better and more efficiently? How can you make your work attractive? What makes a person want to work? - All these issues relate to the system of management of labor motivation of employees.

1.2 Problems associated with low staff motivation

Personnel motivation lies at the crossroads of both problems and achievements of the organization. In a sense, the development of motivation increases the efficiency of work no less than technological re-equipment and financial management. Moreover, there are examples in history when the advantage was achieved not through advanced technology, and just contrary to it - on the basis of an effectively operating system of moral and material incentives.

On the other hand, the problems of the organization associated with the low motivation of staff to work can be very diverse and manifest themselves as consequences in other, seemingly unrelated areas of the organization. Let's take it far full list typical difficulties and problems related to staff motivation.

Violation of work efficiency (quality, volumes, time parameters).

Falling productivity -- stagnation or decline in sales; non-fulfillment of production plans and standards, reduction in production volumes, etc.

Decrease in the quality of work - marriage, customer complaints about the quality of service; non-compliance with technological standards.

Violations of the time parameters of work - intentional or habitual slowdown in the pace of work, delaying work; disruption of planned deadlines; increased percentage of overtime and unscheduled work.

Violations of organizational norms and rules.

Labor discipline - absenteeism, lateness; low performance; conflicts between leaders and subordinates;

Laziness of the “second level” is the performance of simpler and psychologically pleasant work.

"Shamanism" - avoiding work by making it more difficult. Generic model communication: self-justification (explanations why it is difficult or impossible to do ...), abuse of qualifications.

Breaking the rules business communication with clients and colleagues.

Theft (time, material values, equipment resource, etc.).

High staff turnover;

What is wrong with the employee?

Work on improving the motivation system cannot be complete if the moods and wishes of, if not all employees, then at least key specialists, the brightest representatives of the team, and informal leaders are not taken into account. Based on the experience of working with companies, one can single out a typical list of problems that concern employees to one degree or another. So, what does not suit the majority of employees in the field of motivation?

The amount of monetary reward.

Low salary compared to the average market and related companies.

Injustice and irrationality of the wage system.

Unreasonable gap in the level of payment of the upper, middle and lower staff; increased salaries of "particularly close" employees.

Equalization in wages at different levels of employee performance.

Lack of connection between the salary system and the results of the company's work and the profit it receives.

Unilateral revision of the terms of payment and incentives.

Lack of criteria for evaluating the performance of employees, subjective approach to remuneration.

Ignoring professional skills and knowledge, the complexity of the work performed.

Lack of awareness, lack of clear and well-known rules for monetary rewards.

Primitiveness of the motivation system.

Lack of social benefits (benefits), even guaranteed by law.

Inattention to the processes of training and advanced training.

Demotivating management (humiliation of subordinates, rudeness, lack of praise and moral encouragement, harsh authoritarian style guides).

It can be concluded that these problems arise when both parties violate the terms of the "psychological contract" - the employee does not carry out the required production behavior (to achieve the goals of the enterprise), the employer, in turn, does not provide the necessary remuneration (both material and psychological) . Simply put - "you pretend to pay us, we pretend to work."

1.3 The main tasks of the motivation system

Let us designate the main tasks facing the HR manager when developing and improving the system of motivation and stimulation of effective production behavior:

Attracting staff to the organization. Organizations compete with each other in the labor market to attract the human resources they need to achieve strategic objectives. In this sense, the motivation system should be competitive in relation to the category of workers that the organization requires.

Retaining employees in the organization and ensuring their loyalty. When an organization's rewards don't match what the market offers, employees may start to leave the organization. To avoid losing employees, professional education and the development of which the organization has spent certain funds and which are a valuable resource, managers must ensure the competitiveness of the motivation system.

Stimulation of productive behavior. Remuneration should orient employees to those actions that are necessary for the organization. Productivity, creativity, experience, dedication to the philosophy of the organization should be encouraged through a system of motivation.

Controlling labor costs. A well-thought-out motivation system allows an organization to control and effectively manage labor costs, while ensuring that the required employees are available.

Administrative efficiency and simplicity. The motivation system should be well understood by each employee and easy to administer, that is, it should not require significant material and labor resources to ensure its smooth functioning.

1.4 The main elements of the motivation system at the enterprise

Compensation package. The compensation package or the system of material rewards that are used in the organization consists of a monetary reward or a remuneration system and social benefits (benefits) - a set of additional benefits provided by the organization, both legislatively and voluntarily and usually in kind ( see Figure 1.2.)

Rice. 1.2. The structure of the organization's compensation package

The base salary is a guaranteed compensation to the employee for his work in the organization or for the performance of duties in this position, in this workplace. The base salary (a constant part of the monetary remuneration) consists of the basic official salary (payment for hours worked) and allowances (additional payments).

The official salary of an employee is usually determined by the rank of the position held, its intracompany value, and allowances (surcharges) are introduced to take into account the individual characteristics of the employee. The base salary remains constant for a certain sufficiently long period of time and does not directly depend on the current performance of the employee. In fact, this is compensation to the employee for the constant performance of his job duties.

Bonuses or incentive payments are usually associated with additional remuneration for the performance of an employee. These include commission payments, performance bonuses, profit sharing, and so on. Everything that makes up the variable part of the monetary remuneration for work and is used to record the performance of employees, linking the level of monetary remuneration with the overall performance of the company, division or the employee himself.

The ratio of the fixed and variable parts of the monetary remuneration can be different and is determined by the dependence of the result obtained on the labor efforts of the employee himself. For example, for sales managers, the variable (bonus) part of the monetary remuneration can be 60, and 70, and 80 percent of the total monetary remuneration, and for the secretary, the variable part should not be more than 10-15 percent.

Benefits or social benefits are considered as remuneration not related to the quantity and quality of work, remuneration that employees receive for the fact of working in a given organization or enterprise. Benefits include health insurance, vacation pay, free meals, travel allowances, and more. social payments defined by law or inherent only to this organization.

The system of non-financial motivation is a moral and psychological reward that increases the level of satisfaction and loyalty of employees to a particular organization, influencing and shaping a certain organizational culture of the enterprise.

For a personnel management specialist, the development and use of motivational schemes and models allows solving the problems of ensuring the necessary production behavior of employees by constructing a compensation package, social benefits and moral incentives. Many methods of motivation necessarily require a change in organizational culture, which is a complex and lengthy process that does not guarantee quick success, but is often very effective. So, as an example, we can cite the principles on which the corporate system of remuneration and motivation adopted by the IBM Corporation is based:

“The reward system creates a sense of confidence and security in people. IBM wants its people to focus on getting things done when they interact with and act on behalf of the customer. They should not be distracted by pressing financial problems: how to feed and clothe the family, provide her with a roof over her head. All this they must ensure their wages, provided, of course, that they intelligently solve their problems ...

The remuneration system should not only create a feeling of confidence and security in a person, it should also include effective means of stimulation and motivation. IBM… gives preference to those employees who want something more than a fixed salary… and who seek to increase their income when they have the opportunity… IBM is always ready to reward success and excellence on its own.

In addition to salaries and commissions, IBM seeks to “sweeten” the lives of its most deserving employees with awards and rewards… They can be in the form of a sum of money, a valuable gift or a travel package. They are evidence of recognition by the company of a particularly high-quality work of an employee or the achievement of particularly important results by them. Whether pre-planned or spontaneous, the awarding of a reward or reward always remains dual in nature—objective and subjective at the same time.”

When developing a motivational policy, an HR specialist should not follow the myth of the profitability of cheap labor. So-called cheap labor is costly for both the enterprise and society. It is unproductive, reproduces an undeveloped worker, immune to the possibility of earning more by increasing labor productivity, kills initiative, preserves a low level of organization and working conditions. A cheap worker is dangerous to others. Cheap labor, which causes a low standard of living, leads the worker to the loss of responsibility not only to the enterprise, society, but also to himself. Such a person has nothing to lose.

...

Similar Documents

Motivation of labor activity as an element and function of personnel management. Problems associated with low staff motivation. Organization and conduct of research on the relationship between labor motivation and socio-professional adaptation of managers.

thesis, added 03/01/2012


Motivation labor relations. Modern theories of motivation. Human resource management strategy of the firm. Methods of motivation. employee passivity. Motivating factors, principles of influence on people's motivation. Methods for improving performance parameters.

term paper, added 11/25/2008


Motivation as a function of personnel management in organizations, the concept of motivation and stimulation of personnel. Methods for diagnosing work motivation in management consulting. Improving the motivation of the labor activity of managers.

thesis, added 01/11/2012


The concept of motivation, its essence and functions. Forms of motivation of the personnel of the organization. Theories of motivation in the personnel management system. The concept of internal and external rewards. Models of labor activity of the worker. Ways to improve labor motivation.

abstract, added 01/13/2011


The concept of motivation, its role in labor activity. The specifics of labor motivation management, the tasks of personnel management services in this area, the formation of the behavior of subordinates. The development of these categories at the personal, group and organizational levels.

term paper, added 06/17/2015


Development of theoretical approaches to the development of a system of motivation for the work of personnel. Identification of the features of the motivation management system within the framework of the organization's strategy. Analysis of personnel management at the enterprise "BaselCement-Pikalevo".

thesis, added 10/29/2014


Modern approaches to solving problems in the field of human resource management. Features of human resource management in Russia. Study of the problem of motivation in OOO "Parmalat MK". Solutions for improving the motivation system.

term paper, added 11/02/2014


Communication of personnel management with motivation, its essence, ways and methods of implementation at the enterprise in modern conditions of a market economy. Analysis of labor motivation of personnel in the institution of FKU OIU OUHD-4, its assessment and directions for improving efficiency.

thesis, added 04/11/2014


Essence and concept of procedural theories of motivation by J. Adams, V. Vroom. Motivation of labor relations as a set of incentives that encourage employees to work actively. Process theories of motivation. Problems of personnel management.

term paper, added 07/01/2014


Methods of labor motivation of personnel. Analysis of the management of labor motivation of personnel at the enterprise of the Ulyanovsk branch - structural unit Kuibyshev railway - a branch of Russian Railways. Material and non-material methods of motivation.

Idea of ​​motivation

Motivation is a variety of incentives for employees to implement effective and quality work performed in full. To achieve the set goals and objectives, a good incentive is needed. Let's consider a practical example.

Example 1

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

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

Example 2

The manager organizes a corporate event for the 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 it. The manager forces them to attend. In the event that an employee does not come to the event, he is threatened with punishment from the manager. All employees have gathered, but the atmosphere is quite tense. Therefore, the manager's plan did not materialize in full, and the potential of employees remained undiscovered.

Types of motivation

• material motivation
• Non-material motivation

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

Motivation on a material basis

Remark 1

Motivation on a material basis is associated with financial rewards and punishments. The system of financial punishments encourages the employee to work effectively. In Russian economic practice, this is a fairly common method. Part of the employee's finances is withdrawn in favor of the enterprise if his work is not effective enough in relation to other employees. Most often, this helps to work better and the employee corrects himself.

The financial incentive system works in the opposite way. If an employee shows good results, then the leader encourages him financially. Any employee knows that if he works effectively and achieves his goals, he will be able to count on financial incentives.

Non-material motivation of personnel

1. Verbal encouragement of the manager - public or personal praise of the manager is very effective in motivating the employee. Based on genetic memory, employees are prone to public promotion. Therefore, large enterprises still use rewards. the best employee month and year.
2. Possibilities career development– each employee strives to become part of a young and promising team. The prospect is to eventually take a worthy position among others, to assert your authority
3. Training and professional training at the expense of the enterprise
4. Presence of a friendly atmosphere in the enterprise
5. Formation

• MOTIVATION
• STAFF
• EFFICIENCY
• MATERIAL REMUNERATION
• INTANGIBLE INCENTIVES

• Analysis of the dynamics of the main indicators of banking activity in the Primorsky Territory
• Development of agribusiness in the agro-industrial complex of the municipality
• Improving the management of personnel motivation in a road repair and construction enterprise

In modern management, the issue of staff motivation is of the greatest relevance. Any leader who wants to high performance labor with the help of the effective activity of his subordinates, must take care of the availability of incentives for them to work, therefore main task modern management is to create such working conditions under which the potential of employees will be used in the best possible way.

It is worth noting that managers have always realized that it is necessary to encourage people to work for the organization, but most believed that simple material rewards were enough for this. But in modern conditions, priorities have changed, and now non-material motives also play a very important role in choosing a job.

To date, there is a conditional division of incentives into material and non-material. At the same time, the ratio of these incentives differs significantly depending on the company. Thus, in most Western European firms, there is a gradual reduction in the share of material rewards and an increase in the share of non-material incentives. While a significant number of Russian enterprises and firms are characterized by the fact that the policy of managers is aimed at reducing the share of public consumption funds in family income and increasing the share of material rewards in income.

The forms of material motivation of personnel include:

• Salary, its size and compliance with the complexity of the work.
• Prospects for salary increase.
• Permanent bonuses for qualifications, work experience, services to the organization.
• Transparency and clarity of the remuneration system; "white" salary.
• Absence of fines and deductions from the permanent part of earnings.
• Payment based on results, bonuses; opportunity not to receive, but to earn.
• Participation in the ownership of the enterprise (percentage of profits, dividends on shares).
• Additional earnings in the organization (participation in projects, economic agreements, grants, etc.)

To date, wages are the most important element of the remuneration system, with which you can stimulate the activities of staff, as well as influence the efficiency of the worker. Taking into account the fact that Labor Code Russian Federation prohibits disciplinary action in the form of a deduction from the employee's salary, it is beneficial for the employer that wages are not fixed, that is, they depend on working hours, sales volume, manufactured products, and so on. In this case, the employee will strive to fulfill the duties assigned to him as carefully as possible, since the size of his salary will depend on this. Some companies use a mixed remuneration system, that is, in addition to a fixed salary, they receive bonuses if they reach a given rate. The method of calculating the bonus also differs depending on the organization, in some companies the percentage is assigned depending on the total number of store sales, in others - on the personal contribution of an individual employee, and somewhere depending on the position held. Each company develops its own bonus system, taking into account the specifics of its activities.

Consider the system of material motivation in OJSC Sberbank of Russia. To improve the efficiency of employees, the bank uses a mixed remuneration system, that is, the salary consists of a fixed salary, which varies depending on the position held, as well as a bonus, which depends on the number of hours worked, the implementation of the plan for sales of banking goods and services and regional coefficient. That is, in this case, we are talking about individual motivation, when the higher the premium, the more deposits, credit cards, loans, coins, etc. sold individual employee jar. Such a system allows an employee to double his salary, and sometimes even more, which undoubtedly motivates the employee not only to fulfill sales plans, but even to overfulfill them. There is also collective motivation, it takes place when accruing a quarterly or annual bonus, then the employee's monetary remuneration depends on overall indicators bank branches, that is, from the implementation of sales plans for a certain period of time.

Since for effective motivation, remuneration must be perceived by the employee as fair, for this purpose it is the responsibility of the heads of departments to inform employees about what their salary consists of and what motivation is. The bank even organizes checks of its personnel, which are aimed at revealing how employees are aware of their motivation, because only in this way can high labor productivity be achieved from an employee.

Another way of material motivation enterprising employees is a payment in the amount of 25,000-50,000 rubles, depending on the territory of application, or 10% of the effect obtained, but within 1 million rubles, to those who sent their proposals to improve the efficiency of the bank, reduce costs, etc. to the Marketplace of Ideas, and whose ideas turned out to be really useful.

Also, in order to increase the motivation of employees, Sberbank periodically holds competitions among branches. For example, the branch that issued the largest number of credit cards or attracted the largest number of clients to NPFs receives a fixed cash reward, which is subsequently divided among employees.

In general, we can say that Sberbank, following the example foreign companies pays great attention to staff motivation and considers it an integral part of its production system.

The non-material (non-monetary) motivation of personnel includes: social benefits, additional pension provision, medical insurance, travel expenses, meals, mobile communications, subscription to the pool, etc. traditionally referred to as methods of non-material incentives, since the employee does not receive “live” money, although the company spends money on all this.

Among the methods of modern non-material motivation, the following can be distinguished:

1. Providing staff with a comfortable working environment. For example, Google equips its offices so that employees want to work there. This is manifested in everything: from the color scheme of the cabinets to the buffet and free work schedule.
2. Corporate culture. An important motivation is a sense of the importance of one's person in front of the authorities. At LandsEnd, management wrote on the tiles next to the pool the names of all 1,300 employees of the firm, who, according to the owner of the company, Gary Comer, made it possible to prosper.
3. Social support. Confidence in the future is another motivating force. The introduction of a compensated social package (CSP) has officially begun on the Far Eastern Railway. The employee is set a certain limit of funds, within which he has the right to independently choose the necessary social services throughout the year as if he were making his choice from a menu in a cafe. KSP is an additional compensation. For example, corporate social support does not provide for a benefit for Internet and cellular communications, but in individual package this service exists. Another important benefit is payment. kindergarten, even if it is not departmental, but municipal or private. Russian Railways also pays summer holidays for the children of their employees, sanatorium treatment, travel to the place of work by public transport, services of sports and cultural institutions, medical services in addition to the basic voluntary medical insurance policy, additional personal contributions to the NPF Blagosostoyanie, etc. Kindergartens created at enterprises may turn out to be attractive, and therefore increase the motivation of employees. This is especially important for a company where a significant part of the employees are mothers with children. preschool age. In such cases, the cost of maintaining children is lower, and parents are always aware of how their child is developing. Among those who have successfully launched their own centers for the maintenance of children of employees, such large corporations as Wang Laboratories, Corning Glass Works and others.
4. Opportunity to self-actualize, climb the career ladder. BOSCH offers employees three types of career growth: vertical (leader's career), in related fields (project manager's career) and highly professional (superspecialist's career). Each employee annually undergoes an assessment interview, on the basis of which individual career planning is carried out. In addition to the career plan in the company, for many positions there are replacement plans for several years in advance: for a manager - for 8 years, for a specialist - for 3 years.
5. Competitions. Sberbank periodically holds competitions for the sale of banking services among consultants, SOCHLs or promoters. So, for example, employees who have connected the largest number of Mobile Banks are given gift cards to cosmetics stores or going to bowling; the first five promoters, depending on the number of Sberbanks Online connected by them, are awarded an e-book for the first place, an MP3 player for the second and computer mice for the third, fourth and fifth places.
6. Organization flexible schedule employee work - the most common way to motivate. This method is a system of working time planning, in which employees have to work a certain number of hours per week, and they can independently distribute their working hours. In the last few years, the idea of ​​creating a "floating" chart has become popular. So in Sberbank, private service specialists have a work schedule of 3/2, 2/2 or 2/1, employees are also allowed to coordinate their work schedule with the manager in order to choose the most suitable work time for themselves.
7. Division of the work task. That is, a work spanning 40 hours per week is shared between two or more employees. Such a system provides an advantage both for individual employees and for the organization as a whole, since, thanks to this method, the experience of not one, but several employees can be used. Besides this system enables an organization to hire qualified employees who are unwilling or unable to work full-time. Thus, Primorye Bank offers students the job of a promoter with the opportunity to work from two to four hours a day, depending on the schedule of his classes.
8. Training at the expense of the company is one of the powerful motivational tools. An employer can insure himself with a special contract, according to which a trained specialist is obliged to work for same place certain time. You can also offer group training - for example, a foreign language. Sberbank strives to make continuous development an integral part of its corporate culture by actively involving staff in development programs. A special “Training” section has been created on the corporate intranet portal, in which each employee of Sberbank can get all the necessary information about various training programs, register and pass distance learning. There is also a Sberbank virtual library with free access for all employees. An intranet store operates on the corporate portal, where each Sberbank employee can order a book from their workplace with corporate discounts. This is especially true for remote and rural areas where major players do not operate. book market and new business literature is often difficult to obtain. The goal of the Bank is to ensure maximum coverage of management by intensive development programs, to give any manager a chance to reach a new level of efficiency and self-realization. Modern forms of education are actively used: business games, business cases, business simulations. In total, about 165 thousand employees of territorial banks and 2.7 thousand employees of the central office (about 70% of employees) were trained in 2010. The corresponding costs amounted to about 515 million rubles.
9. Measures of moral appreciation, such as elementary compliments to employees for their work, mentions and photographs in the media, in corporate publications. In Sberbank, on the corporate website, they post photos of those employees who have achieved high results in sales of banking goods and services and a description of their merits to the bank and the story of employees about how they managed to achieve such results. This is done in order to praise a distinguished employee and show other employees what to strive for. Also, in all branches of Sberbank there are honor boards where the names of employees who are the best in terms of service quality, speed, and the number of sales at the end of each month are written.
10. Another fairly effective incentive method is the issuance of incentive cards to employees to purchase goods in their own store. This form of non-material motivation operates in many large chain stores. For example, in "Ile de Beauté", L "Etoile,Gloria Jeans, AdidasAndReebokfor employees of stores there are discounts on their own products from 10-25%.
11. Loans at preferential interest rates and discounts on the purchase of other banking services. For example, in Sberbank, employees receive consumer loans at 17.9%, while the interest rate for ordinary customers starts at 20% per annum.
12. Organization of corporate events dedicated to significant events or holidays. For example, in and investment and construction company « ARCADE» All corporate holidays for employees, the company pays, this is a good motivation, since it often happens that in some companies employees do not attend company-wide events simply because they do not want to spend their money on it. And the organization informal communication employees is important for a good atmosphere in the team, as it allows people to get to know each other better and take a break from work.
13. Company trips. Olga Prilepina, an employee of a St. Petersburg IT company, says: « Every year we travel with the whole team along the route St. Petersburg-Helsinki-Stockholm-Petersburg. We do part of the way on buses, then we take a ferry. In the capitals of Scandinavia we visit museums, water parks, walk, take pictures. The atmosphere on these trips and in our office is very warm. Employees are looking forward to these excursions, and I think this greatly increases their loyalty to the company.”.
14. Paid centralized lunches. This method of non-material motivation is used, for example, in the Sotka supermarket, since employees usually have to work 10-12 hours a day, management believes that it is necessary to ensure that their employees are well fed.
15. Paid holiday.
16. Participation in the discussion and solution of problems of the organization, taking into account the opinions of employees, supporting a reasonable initiative.
17. Clear requirements for work, clearly formulated service functions, goals and objectives of the work.
18. Independence and independence in work, lack of strict control.
19. Opportunity for creativity and self-expression at work.
20. Remote presence at the workplace using a personal computer.
21. Stability in work, job security, confidence in the future.

In general, we can conclude that material and monetary incentives are the engine of "progress", but still not the only factor that encourages a specialist to work. An important role in personnel management is also played by non-material motivation, which, undoubtedly, is the most powerful incentive to work.

Bibliography

1. Karasyuk E. Elephant on the dance floor. How German Gref and his team teach Sberbank to dance: Banking, Business is popular; Mann, Ivanov & Ferber, 2013 - 280 pp.
2. Abashin, A. Kostya, sit down at the piano! Or where non-material motivation begins / Alexander Abashin // Kadrovik.ru, No. 1. - 2006. - p.39.
3. Oleg Kulagin: 40 factors of labor motivation [ Electronic resource]. URL: http://www.e-xecutive.ru/community/articles/1607197/
4. Stimulation and motivation of personnel [Electronic resource]. URL: http://www.znaytovar.ru/s/Stimulirovanie-i-motivaciya-per.html
5. Staff motivation techniques in the coolest companies [Electronic resource]. URL: http://blog.poligrafi.com/post_1483
6. Innovative methods of employee motivation [Electronic resource]. URL: http://gloobex.info/archives/10/3