Modern methods of motivation. Methods of motivating personnel in the organization Economic or material

Russian State Trade and Economic University

Abstract on General and Customs Management

On the topic: Modern methods of staff motivation.

Completed by: Khokhlova Ksenia

Faculty: MEIT

Specialty: "Customs"

Group: 27

Received by: K.O. Staroverova

INTRODUCTION 3

1.System of staff motivation. 6

2. Incentives for staff. eleven

3. Model of the modern system of material motivation. fourteen

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

CONCLUSION 25

LIST OF USED LITERATURE 28

INTRODUCTION

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

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

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

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

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

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

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

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

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

1.System of staff motivation.

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

Motive formation

Let us recall the main driving motives of employees:

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

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

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

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

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

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

Optimal labor incentive mechanism

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

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

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

Main groups of regulatory requirements

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

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

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

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

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

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

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

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

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

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

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

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

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

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

As 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 factors of the external and internal environment. All of them, forming a kind of causal chain, have a positive or, on the contrary, a negative impact on the behavior of personnel.

Control a person- it means to control the motives of his behavior. This type of impact, i.e. impact on motives is recognized as the most effective in comparison with direct impact. But at the same time, this is a more complex path of influence, since it requires the choice of incentives, not only exactly corresponding to the goals that it sets for itself control system, but also the motives of employee behavior.

If the subject of management does not have the necessary incentives, then the object of management, i.e. the staff 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 is the most important principle effective management motivation. This is especially important to take into account at various levels of 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 organization's personnel. Even strong and significant incentives, given their uniformity, are not able to really 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 qualitative characteristics of the control action.

In this regard, consider the following structures of motivation.

The structure of motivation is associated with the classification of needs and the corresponding motives of behavior. According to this view, the structure of motivation can be built on the basis of the classification of needs according to their vital importance. As an example, we can refer to A. Maslow's classification of needs. However, this approach presupposes a consistent actualization of needs: as material needs are satisfied, needs of a higher order are included, which limits the scope of its application to the extreme conditions of the organization's development.

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

• - to 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;
• - build motivation for the future (motivation through the future);
• - to take a differentiated approach to the motivation of personnel in connection with their qualifications and other professional qualities;
• - to develop motivation through the inclusion of new areas of satisfaction of the central need.

The next type of structure of motivation provides for the construction of a polycentric structure of motivation. It is this approach that most satisfies modern management, since organized structures are multipurpose.

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

The polycentric principle of building the structure of motivation is based on the compliance of personnel with certain goals arising from the mission of the organization at certain periods of its development. In this regard, the first place is given to the task of recruiting personnel with certain specified complexes of needs, which can form the necessary structure of motivation. 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 motivation process 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 The system of value orientations and norms common for all personnel of the enterprise	Charter of the enterprise, basic principles of management and style of management of the enterprise	Understanding and recognizing the goals of the enterprise. Perspective orientation. Reconciliation of mutual interests
Participation system Participation of employees in the distribution of the overall economic result, in the ownership of the enterprise and the development of cooperation	Forms and methods of distribution of the result, participation in property, development of partnership relations	The attitude towards cooperative behavior. Orientation on the correlation of costs and benefits, willingness to take risks. Interested in information useful to the enterprise
Principles of Leadership Regulations and regulations for regulating the relationship between managers and employees within the framework of the operating concept of management within the organization	Basic principles of management, management by example, management training	Joint and constructive cooperation. Positive attitude towards employees. Responsibility and independence of leaders
Personnel care. All forms of social benefits, services provided to employees, regardless of their position in production and the results of their work	Ensuring labor safety, health protection, creating conditions for rest and unloading, playing sports, caring for workers in need of help	Social security and integration with the enterprise. Social responsibility in relation to others. Increasing labor activity
Involvement in decision making Coordination with the employee of certain decisions made at the workplace, in a work group or in a non-production area	Delegation of responsibility, determination of forms of responsibility, voluntary participation in decision-making	Participation in decision making in the workplace. Involvement in the business of the enterprise. Taking responsibility
Organization of the workplace Equipping workplaces with technical, ergonomic and organizational aids, taking into account the needs of workers	Technical and organizational aids, physiological and psychological elements of working conditions (ergonomics, aesthetics, etc.)	Satisfaction with the state of the workplace. Identification with the work task Pleasure in the work and better performance of the task
Personnel policy Planning of measures for professional development and intra-production mobility, taking into account the needs, desires and professional abilities of employees	Training and professional development of personnel, trainings and seminars, career planning, promising programs forming the structure of personnel	Intra-production mobility and flexibility in the application of professional qualifications. Independence and initiative. Creative innovation
Regulation of working hours Flexible adjustment of working time to the needs of the employee and the company	Reduction of working hours, flexible working hours, staggered hours, part-time working hours, days off associated with religious holidays, flexible distribution of the annual fund of working hours	Responsible and conscientious use of working time. The attractiveness of labor associated with the flexibility of working hours. Working time efficiency
Information for the employee Bringing to employees the necessary information about the affairs of the enterprise	Enterprise newspapers, shop leaflets, enterprise directories, team meetings, work reports	Informed about the affairs of the enterprise. Interest in information outside 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 the work of the potential of the employee, the assessment of behavior	Satisfaction of the employee with the attitude of the management to him and the assessment of the results of his work
Note - Source

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

• 1) Material incentives: an increase in the official salary: for an increase in the volume of work; for the growth of qualifications: for combining positions, performing the amount of work with a smaller number of employees; for an increase in sales. Bonuses: for the introduction of new developments and new technology; for the manufacture of products for export; for improving product quality; 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 significance; interstate significance; international moral incentives.
• 3) Incentives to work career: striving to be recognized in your team; continuous improvement of their knowledge after graduation from university, college; long-term provision of cash income; expanding the scope of authority in decision-making; full realization of its creativity; steady promotion; election to the governing bodies of management (the entire hierarchy from bottom to top); participation in the work of interstate bodies and joint ventures; election: the head of the organization or to the state governing bodies.
• 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 increasing the share capital; one-time payments from savings funds; preferential sale of shares and bonds to their employees; one-time payments at the end of the year; payment of dividends on shares.
• 5) Social and natural incentives: allocation of goods produced by the enterprise to employees for wages; purchase for employees of products of wide demand from other enterprises (cars, televisions and other household appliances); construction and allocation for the use of employees on a free basis or with partial payment of summer cottages, garages, etc .; preferential purchase of the above goods, including food; allocation of soft loans; provision of deferred payments for a certain period.
• 6) Social incentives: free use of preschool institutions; free meals at work; free medical care; loans for free education; payment of transportation 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 workers; decrease in production rates due to deteriorating health; discount on the purchase of goods; allocation of interest-free loans.

In the course of work, human energy is transformed into certain behavior, the expected result of which is effective joint actions of employees, implementing the plans of the organization. Organizational mechanisms come into play that induce workers (an individual, a group of people or a team) to take action to achieve the specific goals of the organization and the given results of work.

These actions (incentives) are carried out by the subject of management (the state, the management bodies of the enterprise, the immediate manager, etc.), triggering the process of the formation of labor motives - the motivation of labor activity.

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

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

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

Thus , the purpose of stimulation- not only to induce a person to work, but to induce him to do better and more of what is conditioned by labor relations. In this case, the incentive system acts as a set of requirements, rewards and punishments aimed at establishing cause-and-effect relationships between the employee's action, the assessment of its result and reward. The formation of the 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, educational level, personal situation, specific social conditions, in which there is a person, with a socio-psychological climate and leadership style in the work collective.

The main directions of incentives- material (organization of remuneration, development of a social package, a system of participation in profit and capital, etc.) and non-material (moral, incentives 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 makes it possible to highlight various areas of material incentives.

The diagram 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 (sequence) 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 satisfying the basic needs of the employee and his family members, ensures the formation of a sense of stability, confidence in the future, employee security, etc .; variable - focuses on the achievement of predetermined organizational goals, reflects the individual contribution of the employee to the final results of the division, the enterprise as a whole.

Figure 3. - Types and structure of material incentives

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

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

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

• 1) Economic management methods due to economic incentives. They imply material motivation, that is, an orientation towards the fulfillment of certain indicators or tasks, and the implementation, after their fulfillment, of economic reward for the results of work. 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 wage system that provides for rewards for a certain amount and quality of work, and the application of sanctions for inappropriate quantity and insufficient quality.
• 2) Organizational and administrative methods based on policy guidelines. These methods are based on imperious motivation based on obedience to the law, rule of law, senior officer, etc., and based on the possibility of coercion. They cover organizational planning, organizational regulation, instruction, management, control. In management, power motivation plays a very significant role: it presupposes not only unconditional observance of laws and regulations adopted at the state level, but also a clear definition of the rights and responsibilities of managers and subordinates, in which the execution of the order of management is mandatory for subordinates. Powerful motivation creates the necessary conditions for organization and interaction, and the organizational and administrative methods themselves are designed to ensure the effective management of 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, on the social, aesthetic, religious and other interests of people and carry out social stimulation of labor activity. This group of methods includes a diverse arsenal of methods and techniques developed by sociology, psychology and other sciences that study humans. These methods include questioning, testing, polling, interviewing, etc. The application of socio-psychological methods in management in trade is considered in two aspects: in the traditional aspect of their application in personnel management and from the point of view of managing customer behavior (when choosing a social target by a trading company, in advertising activities and 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 focusing on economic incentive methods often leads to a decrease in attention to the social and psychological aspects of motivation, which determine the internal motivation of personnel.

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

Most executives believe that if they fail to offer solid salaries or impressive bonuses, people will be lazy and feel less incentivized. But you should worry more not about where to pay high salaries, but about providing your employees with fair remuneration. Fairness is the observance of the principles of correctness, impartiality, honesty.

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

Material remuneration: salaries, bonuses, profit sharing, equity participation, additional payments, deferred payments. As well as additional incentives such as: payment for transport services, medical care, educational assistance, pensions and savings, vacations and weekends.

Every leader would like his subordinates to strive for good work with full dedication, 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 incentive, 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 effective management of material incentives should include the study of its motivational aspects both in the practice of managing the organization of labor, and in particular in labor rationing, and from the point of view of the conformity of the forms of wages to production conditions, and the very level of wages. Money is a strong enough motivator only if the employee considers his or her wages to be fair and sees the connection between the results of their work and wages. And since the organization under consideration uses piecework wages, this factor is very important.

In the economic literature, there are different approaches to determining the economic essence of wages. From the point of view of wages as the main form of distribution according to work, it appears as the employee's personal labor income, 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.

This approach to wages in relation to our economy has arisen a long time ago, but has not been established. And only in the conditions of the transition to market relations, when labor acts as a commodity, have they returned to this definition. The value of labor power is essentially the value of the means of subsistence necessary for the reproduction of labor power. It includes, first, the cost of funds that meet the needs of the employee himself; second, the cost of the funds needed to support the employee's family; third, the cost of teaching aids. The cost of labor is influenced by historical and national characteristics of a particular country, as well as climatic conditions.

In a market economy, wages perform stimulating, reproduction and regulating functions.

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

The reproduction function determines the absolute level of remuneration required to meet the vital needs of the worker and his family. The regulating purpose of wages lies in its impact on the relationship between demand and supply of labor, on the formation of personnel, the number of employees and their level of 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 in comparison with other sources. Since it is wages that are directly related to the labor expended, its stimulating effect on the development of social production is decisive. Skillful use of this function turns wages into one of the most important levers for increasing production efficiency and economic growth.

To ensure that workers perceive the payment and reward system as fair, the following measures can be taken:

• 1) identification through sociological polls of factors that reduce employee satisfaction with the system of labor incentives 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 labor.

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

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

The problem of labor incentives is very urgent. A modern manager must constantly note the value of the employee for the team, the presence of his creative potential, positive aspects, good qualities, and the results achieved. 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 of company management, it should be remembered that material factors do not always come to the fore and cannot be the only form of remuneration for labor. The main thing is the attractiveness of labor, its creative nature. It is precisely this attractiveness that the manager should create, 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 incentives) affect the assessment and self-esteem of the employee, thereby satisfying his needs for recognition, respect for others, self-esteem, self-affirmation, i.e. material incentive acts simultaneously as 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 perform its inherent functions in full, which will lead to the predominance of economic incentives to the detriment of social, moral, psychological and moral incentives.

Introduction

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

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

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

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

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

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

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

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

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

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

The purpose of this course work is to analyze the features of incentive and motivation systems for personnel in modern conditions and consideration of motivation and incentive systems on the example of a specific organization.

To achieve this goal, the following tasks were developed:

1. Give theoretical justification for staff motivation;

2. Review the main scientific approaches to motivating and stimulating work.

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

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

Research object: modern incentive and motivation systems.

Subject of study:

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

Chapter 1 Motivation and incentives for personnel in the organization:

the basics of building an incentive system

1.1. The concepts of need, motive and incentive

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

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

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

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

Motivation is:

A set of arguments, motives in favor of something;

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

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

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

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

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

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

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

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

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

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

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

Motivation is:

use of motives of behavior;

motivation to be active;

incentive process; action of any incentives;

a state of predisposition and readiness;

a set of stable motives;

a set of internal stimuli.

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

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

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

material and not.

There are three levels of satisfaction of needs:

Minimal - ensures survival;

Normal maintains the ability of the employee with due dedication

to work (reflected in a rational consumer budget);

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

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

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

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

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

There are the following main types of motives:

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

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

2) motive as an unconscious need (desire);

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

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

4) motive as an intention that induces behavior;

5) motive as a complex of the listed factors.

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

due to many factors: gender, age, education,

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

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

Motivation is at the core and foundation of human governance.

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

There are the following types of motivation:

1) labor (focus on earnings);

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

2) domineering (acquiring a high position);

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

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

wealth);

5) creative (search for something new);

6) collectivist, focusing on teamwork

(typical for oriental cultures);

7) lumpenized (emphasis on equalization).

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

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

which also leads to a change in behavior.

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

Motivational mechanism

The mechanism by which conditions are formed that induce people to

activity is called motivational. It consists of two

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

The principles of building a motivational mechanism are:

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

Simplicity, clarity, fairness;

Availability of the necessary conditions for implementation;

Possibility of adjustment;

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

Rationality, interconnectedness of elements with their isolation

(elements of the motivational mechanism should have different duration

life cycle, up to eternal).

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

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

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

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

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

the assumption that the result of the activity will have certain

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

become a demotivating factor;

3) attitudes - psychological predisposition, human readiness

to certain actions in a specific situation;

4) assessments - characteristics of the degree of possible achievement

result or satisfaction of needs;

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

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

The action of the motivation mechanism looks like this:

1) the emergence of needs;

2) the perception of impulses coming from them;

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

I can be rejected or accepted at the same time;

4) actualization (inclusion) of motives;

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

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

preserved or rejected.

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

determining the required intensity of its actions

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

6) determination and implementation of specific actions.

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

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

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

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

stimulus + need = motive.

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

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

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

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

1.2. Basic theories of motivation

Different countries have different models of motivation and incentives for work. For example, in Japan, it is based on a hierarchy of ranks. In the United States, the system of incentives for labor activity involves the substantiation of the strategic and tactical goals of the organization, the establishment on this basis of the goals of the unit and each employee, the choice of means to achieve goals, the coordination of general, private and individual goals.

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

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

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

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

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

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

Rice. 1.2. Maslow's pyramid of needs

According to Maslow, among physiological needs, the need for safety comes to the fore, when a person seeks to protect himself from possible bodily harm, as well as from adverse economic conditions or threatening human behavior. The next need is the need for spiritual closeness and love. Satisfying it requires a person to establish companionship and determine his place in the group. Meeting these needs brings forward the need for respect and self-esteem. Often these needs are important for a person, he needs to feel his own significance, confirmed by the recognition of others. The hierarchy of Maslow's needs ends with the needs of a person to realize himself, to translate into activity the stock of his forces, abilities, to fulfill his destiny.

As the needs at one level are partially satisfied, the needs of the next level become dominant. It is important to keep in mind that only those incentives that satisfy the dominant need are motivating. For example, the opinion is very widespread that the main factor of effective work is money: the more a person gets, the better he / she works. This belief is not true, because if a person is dominated by, for example, the need for close relationships or the need for self-realization, then he will prefer a place where he can satisfy this need over money.

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

1.2. The essence of labor incentives

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

Incentives have the following main functions:

Economic - improves production efficiency;

Moral - creates the necessary moral and psychological climate;

Social - forms the income and expenses of employees.

The principles of incentives are:

Complexity, assuming an optimal combination of all its types;

Individualized approach;

Comprehensibility;

Sensibility;

Constant search for new methods;

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

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

There are two types of stimulation - soft and hard.

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

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

Soft stimulation is based on the incentive to take action in

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

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

The ideal version of the motivational mechanism assumes that internal

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

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

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

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

Ideal work should:

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

evaluated by peers as important and deserving to be done;

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

provide feedback with the employee, evaluated depending on the efficiency of his work;

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

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

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

1.4 Methods of motivation and incentives

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

1.4.1. Economic methods

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

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

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

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

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

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

Additional payment for seniority and bonuses.

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

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

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

An additional payment for work experience in the company can partially solve this problem. Especially if it is accompanied by a change in the name of the position, for example, "manager", "senior manager", "leading manager", etc. places is decreasing.

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

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

Free lunches.

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

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

1.4.2. Socio-psychological methods

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

Sharing success.

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

Participation in innovation.

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

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

Workplace.

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

Music at work.

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

Party

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

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

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

First, creating conditions under which people would experience

professional pride in being involved in the assigned work, personal

responsibility for its results.

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

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

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

The essence of personal assessment is that the most distinguished employees

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

The public assessment suggests the possibility of announcing gratitude,

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

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

Sixth, they morally stimulate such psychological moments as

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

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

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

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

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

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

1.4.3. Organizational and administrative methods

Career.

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

Professional growth.

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

Flexible working hours.

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

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

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

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

2) Allows employees to allocate working hours themselves.

Creation of a team.

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

Make employees feel that their contribution is appreciated;

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

Create an atmosphere of respect and trust between team members;

Provide better communication between workers.

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

1.5 The essence of remuneration as a factor in personnel motivation

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

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

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

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

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

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

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

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

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

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

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

Additional payments for working conditions.

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

Allowances.

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

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

intercompany benefits:

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

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

1.6 System building methodology and practice

stimulation and formation of staff motivation

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

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

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

Fulfillment of undertaken obligations,

Quality of work,

Independence in work,

Competence,

Reliability,

Attitude to work,

Attitude to the profession,

Discipline,

Striving for professional development,

Relationship with colleagues,

Relationship with customers.

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

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

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

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

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

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

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

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

Staff assessments must be public.

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

at the enterprise

2.1 Brief description of the enterprise

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

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

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

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

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

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

2.2. Assessment of the personnel motivation and incentive system

at the enterprise

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

planning and improving work with personnel;

support and development of the abilities and qualifications of employees.

The main task of the personnel department at the enterprise is:

pursuing an active personnel policy

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

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

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

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

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

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

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

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

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

* production and technical courses;

* targeted courses;

* training of workers in the second and related professions;

* economic training.

The lump sum is paid:

* women at the birth of a child;

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

* low-income and large families, etc.

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

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

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

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

motivation of the personnel of the enterprise.

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

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

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

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

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

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

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

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

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

complexity;

consistency;

regulation;

specialization;

stability;

purposeful creativity.

Let us dwell on the essence of these principles.

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Conclusion

The theoretical and practical analysis of the problem of stimulating personnel at enterprises has shown that the process of loss of interest of the employee in work, his passivity, which is imperceptible to the untrained eye, brings such negative results as staff turnover, low labor productivity, increased conflict in the team, etc. The leader suddenly discovers that he has to delve into all the details of any business performed by subordinates, who, in turn, do not show the slightest initiative. The effectiveness of the organization falls as a whole.

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

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

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

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

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

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

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

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

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

Good workers have every right to material and moral recognition;

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

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

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

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

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

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

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

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

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

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

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

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

complexity;

consistency;

regulation;

specialization;

stability;

purposeful creativity.

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

List of used literature:

1. Normative legal acts and normative documents

Labor Code of the Russian Federation. - M .: OOO "VITREM", 2002. - 192 p.

Big economic vocabulary/ Ed. A.N. Azrilyan. - M .: Institute of New Economy, 1997. - P.344

Big commercial dictionary / ed. T.F. Ryabova. - M .: War and Peace, 1996.

Dictionary of the modern Russian literary language. T. 6 L-M, Moscow-Leningrad: Publishing house of the Academy of Sciences of the USSR, 1957. - p. 1295

Manager's dictionary. - M .: INFRA-M, 1996. - P.270

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Application.

Application form

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

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

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

How satisfied are you with:

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

1. Amount of earnings

2. Mode of operation

3. Variety of work

4. Independence in work

5. Matching work to personal abilities

6. Opportunity for promotion

7. Sanitary and hygienic conditions

8. Relations with colleagues

9. Relationship with line manager

10. Level of technical equipment

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

I am completely dissatisfied with my job

0 10 20 30 40 50 60 70 820 90 100

Completely satisfied with the work

1 2 3 4 5 6 7 8 9 10

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

continue to work in the previous position;

move to the next position;

go to work in another structural unit;

go to work in another organization without changing your specialty;

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

what else (write).

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

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

\ 1. Material incentives

2. Moral stimulation

H. Measures of administrative influence

4. Labor mood of the team

5. Economic innovations in the company

6. General socio-economic situation in the country

7 fear of losing your job

8 adversarial elements

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

Yes No Difficult to answer.

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

Yes No Don't know

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

Work characteristic:

1... Provision with office equipment

2. Opportunity for professional growth

3. Opportunity for promotion

4. Variety of work

5. Complexity of work

6. High wages

7. Independence in the performance of work

8. The prestige of the profession

9. Favorable working conditions

10. Low labor intensity

11. Favorable psychological climate

12. Opportunity to communicate during work

13. Participation in the management of the company

Extremely low level of labor activity and dedication

0 10 20 30 40 50 60 70 80 90 100

High level of labor activity and dedication

1 2 3 4 5 6 7 8 9 10

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

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

Yes No Don't know .

11. Your position ..________________________________

12. Gender (underline): male female

13. Age (underline):

up to 20 years

20 - 30 years old;

31 - 40 years old;

41-50 years old;

14. Education (underline):

Specialized secondary;

Unfinished higher education;

Higher.

15. Work experience:

general ___________________________________________________________

by specialty _________________________________________________

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

17. Amount of bonus, allowances received by you:

In the past year______________________________________

this year ______________________________________

We thank you for your help in our work.

Introduction 3

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

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

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

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

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

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

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

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

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

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

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

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

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

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

2.2. Assessment of the personnel motivation and incentive system

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

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

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

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

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

Modern methods stimulating sales

Abstract >> Marketing

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

Methods stimulating staff (2)

Abstract >> Management

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

In modern management, the issue of personnel motivation is gaining the greatest relevance. Any manager who wants to achieve high labor productivity through the effective activities of his subordinates must take care of the availability of incentives for them to work, therefore the main task of modern management is to create such working conditions in which the potential of employees will be used in the best possible way.

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

Today there is a conditional division of incentives into material and non-material. However, the ratio of these incentives differs significantly from company to 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 intangible incentives. While a significant number Russian enterprises and firms is characterized by the fact that the policy of managers is aimed at reducing the share of social consumption funds in family incomes and increasing the share of material remuneration in income.

The forms of material motivation of personnel include:

· Official salary, its size and compliance with the complexity of the work.

· Prospects for increasing the salary.

· Constant premiums 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; the opportunity not to receive, but to earn.

· Participation in the property of the enterprise (percentage of profit, dividends on shares).

Additional income in the organization (participation in projects, economic contracts, grants, etc.)

Today, wages are the most important element of the remuneration system, with the help of which it is possible to stimulate the activities of personnel, as well as to influence the efficiency of the employee's work. Taking into account the fact that Labor Code The Russian Federation prohibits disciplinary sanctions in the form of a deduction from the employee's salary; it is beneficial for the employer that the salary is not fixed, that is, it depends on working hours, sales volume, products manufactured, and so on. In this case, the employee will strive to fulfill the responsibilities assigned to him as carefully as possible, since the size of his salary will depend on this. In some companies, a mixed wage system is used, that is, in addition to a fixed salary, they receive bonuses if the set rate is reached. 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 official occupied. Each company develops its own bonus system, taking into account the specifics of its activities.

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

Since for effective motivation, the employee's salary must be perceived as fair, for this purpose it is the responsibility of department heads to inform employees about what their salaries consist of and what the motivation is. The bank even organizes inspections of its staff, which are aimed at revealing how aware the employees are about their motivation, because only in this way it is possible to achieve high productivity from the employee.

Another way of materially motivating initiative employees is payments in the amount of 25,000-50,000 rubles, depending on the area 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 and etc. to the "Exchange of Ideas", and whose ideas were 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 the NPF receives a fixed monetary remuneration, which is subsequently divided among the employees.

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

Intangible (non-monetary) staff motivation includes: social benefits, additional retirement benefits, medical insurance, fare, meals, mobile communications, a subscription to the pool, etc. traditionally referred to as methods of non-material incentives, since the employee does not receive "real" money in his hands, 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 comfortable work. For example, Google is setting up its offices so that employees want to work there. This is evident in everything: from the color scheme of the cabinets to the buffet and free schedule work.

2. Corporate culture. An important motivation is a sense of the importance of your person in front of your superiors. At LandsEnd, management wrote on the tiles next to the pool the names of all 1,300 employees who owned the firm, Gary Comer, said to have made the firm flourishing.

3. Social support. Confidence in the future is another motivational force. On the Far Eastern Railway, the introduction of a compensated social package (KSP) has officially begun. The employee is set a certain limit of funds, within which he has the right to independently choose the social services he needs during the year, as if he were making his choice from the menu in a cafe. PCB is additional compensation. For example, corporate social support does not provide a benefit for paying for the Internet and cellular communications, but the individual package contains this service. Another important advantage is the payment for kindergarten, even if it is not departmental, but municipal or private. Russian Railways also pays summer vacations for the children of their employees, spa treatment, travel to the place of work on public transport, services of sports and cultural institutions, medical services in excess of the basic VHI policy, additional personal contributions to the NPF "Blagosostoyanie", etc. Attractive, and therefore, increasing motivation employees, there may be kindergartens created at enterprises. This is especially important for a company, a significant part of whose employees are mothers with preschool children. In such cases, the cost of supporting children is lower, and parents are always aware of how their child is developing. Among those who have successfully launched their own child support centers are such large corporations as Wang Laboratories, Corning Glass Works and others.

4. The ability to self-actualize, climb the career ladder. BOSCH offers its employees three types of career development: vertical (manager's career), in related fields (project manager's career) and narrowly professional (super-specialist's career). Each employee undergoes an assessment interview annually, on the basis of which individual planning his career. In addition to the career plan in the company, for many positions there are plans for replacement for several years in advance: for a manager - for 8 years, for a specialist - for 3 years.

5. Competitions. Sberbank periodically hosts competitions for the sale of banking services among consultants, SOCHLs or promoters. For example, the employees who have connected the largest number of Mobile Banks are given gift cards to cosmetics stores or bowling; the first five promoters, depending on the number of connected Sberbanks Online, 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 of flexible working hours for an employee is the most common way of motivation. This method is a working time planning system in which employees must work a certain number of hours per week, and they can independently distribute their working time. In the past few years, the idea of ​​creating a "floating" schedule has become popular. So in "Sberbank" specialists in servicing individuals 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 working time for themselves.

7. Division of the work order. That is, work covering 40 hours a week is split 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. In addition, the system enables the organization to hire qualified employees who are unwilling or unable to work full time. So in the bank "Primorye" students are offered 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 most powerful motivational tools. The employer can insure himself with a special contract, according to which trained the specialist is obliged to work at the same place for a 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, actively involving personnel in development programs. A special section "Training" has been created on the corporate intranet portal, in which every Sberbank employee can receive all the necessary information about certain training programs, register and complete distance learning... There is also a Sberbank virtual library with free access for all employees. The corporate portal has an internet store where every Sberbank employee can order a book from his workplace with corporate discounts. This is especially true for remote and rural areas, where large players in the book market do not work, and new business literature is often difficult to acquire. The Bank's goal is to provide maximum coverage of management with 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 2010, about 165 thousand employees of regional banks and 2.7 thousand employees of the central office (about 70% of employees) underwent training. The corresponding costs amounted to about 515 million rubles.

9. Measures of moral appreciation, such as basic compliments to employees for their work, mentions and photographs in the media, in corporate publications. At Sberbank, the corporate website displays photographs of those employees who have achieved high results in the sale of banking goods and services and a description of their merits to the bank and a story of employees about how they managed to achieve such results. This is done in order to compliment a distinguished employee and show other employees what to strive for. Also, all branches of Sberbank have honor boards where the names of the best employees are written in terms of service quality, speed and number of sales at the end of each month.

10. Another pretty effective method stimulation is the issuance of discount cards to encouraged employees for the purchase of goods in their own store. This form of intangible motivation is at work in many large store chains. For example, in "Ile de Beauté", L "Etoile, Gloria Jeans, Adidas and Reebok discounts are provided for store employees. own products from 10-25%.

11. Loans at preferential interest rates and discounts for 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 "ARKADA" all corporate events for employees are paid for by the company, this is a good motivation, as it often happens that in some companies employees do not attend corporate events simply because they do not want to spend their money on it. And the organization of informal communication between 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. Travel at the expense of the company. Olga Prilepina, an employee of the St. Petersburg IT company, says: “Every year our whole team travels along the route Petersburg-Helsinki-Stockholm-Petersburg. We do part of the way by 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 tours, and I think it greatly enhances their loyalty to the firm. ”

14. Paid centralized meals. 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, the management believes that it is necessary to ensure that their employees are well fed.

15. Paid vacation.

16. Participation in the discussion and solution of problems of the organization, consideration of the opinions of employees, support for reasonable initiative.

17. Clear requirements for work, clearly formulated service functions, goals and objectives of 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 at 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 prompting a specialist to work. Important role non-material motivation also plays in personnel management, which, undoubtedly, is a powerful incentive to work.

The most important factor in the professional development of personnel is a variety of forms of labor stimulation, its conditions, maintenance and remuneration. An employee is only interested in his professional development, constant professional development, when he sees that this work meets his interests, is paid adequately to his efforts, contributes to the satisfaction of the maximum number of his needs.

The incentive systems used in modern economic practice are quite diverse and depend on many conditions both of an objective nature (the economic situation in the country, the unemployment rate, prices, the state of social insurance, etc.), and on more private 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 specific person to intense work, tomorrow may contribute to the "shutdown" of the same person. Nobody knows exactly how the mechanism of motivation works, what force the motivating factor should be and when it will work, not to mention why it works. " 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 publicistic literature today there are many developments that consider in detail the subjects, processes and methods of stimulation.

So, for example, in the article by V. Verkhoglazenko, a variant of labor positionality 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 scope 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.

In modern conditions, according to experts, special attention should be paid to such a factor of employee behavior as internal motivation, although today it is he who often remains on the sidelines. Such inattention leads to negative consequences, hindering the effective work of employees.

There are no universal models for stimulating personnel, the perfection of incentive mechanisms for employees of an enterprise is achieved by harmonizing the interests of all participants in the organizational system of this class in conditions of restrictions that regulate the activities of subjects by law, moral and ethical norms 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 incentives includes: the study of behavior in the absence of motivation, analysis of possible reactions to certain influences, the search for permissible influences that ensure the performance of the required actions, which corresponds to control, understood as an effect 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) models of incentives are studied within the framework of such sections of management of socio-economic systems as: theory of active systems, theory of hierarchical games, theory of contracts, etc. The need to use models is due to the complexity, and often the impossibility of conducting socially -economic systems of a natural experiment. The use of mathematical models in a number of cases makes it possible to assess the effectiveness of various control mechanisms, to conduct a game and / or simulation research, 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 real forms and systems of remuneration used in practice, and 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 all economic systems.

The solution of the macro-tasks of incentives covering socio-economic systems as a whole should be associated with the principles of aggregation by a systematic approach based on multi-model, and the methodology of structural stability, when the impact on the interests and preferences of controlled entities by the governing bodies, that is, a change in their preferences (through incentives and / or penalties) in such a way as to make the choice of actions and the achievement of the results required by the center profitable for the agents, is combined with the impact on the set of admissible actions and resources of the agents, that is, with the management of the constraints and resources that determine these constraints.

Depending on the peculiarities of the functioning of enterprises, solutions should be found within the framework of certain game-theoretic models: dynamic (repeated 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 specialists in relation to the management team. First, the work of managers is almost impossible to standardize. Second, independence, which means freedom in the use of labor for senior managers, is significant. Third, it is assumed that the effectiveness of top managers' motivation wholly depends 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 the job description for specialists. Therefore, relatively less important is how motivated or unmotivated the employee is. The administration has some idea of ​​how much it needs to pay, that is, it works classic scheme"for the rate of work - the rate of payment." And this labor rate is easy enough to calculate. For managers, especially those of a high level, labor cannot be rationed, so they can be managed mainly through motivation and incentives.

Many Russian companies are engaged in the development and implementation of various personnel motivation systems. 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 personnel motivation if:

Employees assess their work as insignificant for the company,

Employees have a pronounced dissatisfaction with career growth and wages,

· They talk about a lack of independence in work;

· There are unclear requirements from the management of the company or division;

The work of other employees is underutilized and, as a result, large specific gravity informal conversations, tea parties, smoke breaks, etc.

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

1) Increase in the official salary. If an 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 confident that his merits and loyalty to the company and management should be rewarded.

2) One-time payments of monetary remuneration for six months. If the employee has performed well for 6 months, then he needs to be praised. He should take this as compensation for his righteous labors. Young employees who have not yet deserved such benefits will reach out for old-timers, wanting praise.

3) Cash payments for the year. This is a rather tricky way. Firstly, the manager motivates employees to work well and fruitfully all year round, and secondly, the likelihood that the employee will stay in the company all year long (even if he is not satisfied with everything) increases.

4) Increase in the size of premiums depending on any final indicators. This method motivates the employee to achieve the greatest possible results, which contributes to the prosperity of the company.

5) Increase in contributions to Pension Fund employee. Reduces the urge to look sideways. Evokes devotion and loyalty.

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

Moral incentives in motivation models are provided by:

1) Awarding a diploma or diploma for high professional skill (endurance, courage, personal qualities).

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

3) Representation for trips abroad.

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

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

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

3) Construction and allocation for the use of employees on a free basis or with partial payment of summer cottages, garages, etc.

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

5) Allocation of soft 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) Loans for education.

5) Payment of transportation costs.

6) Free use of sports facilities.

7) Early retirement at the expense of the enterprise.

8) Advanced training at the expense of the enterprise.

9) Material guarantees for unemployment.

10) Purchase of housing for workers.

11) Decrease in production rates due to deterioration in health.

12) Discount on the purchase of goods.

13) Allocation of interest-free loans.

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

Having examined 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 in their basis, which reflects a certain commonality in motivating a person to action. Content theories of motivation focus on how different groups of needs influence human behavior. In procedural theories, it is said about the distribution of the efforts of workers and the choice of a certain type of behavior to achieve specific goals.

In conclusion, it can be emphasized once again that motivation directly affects the results of work. But whatever the factors of motivation, it is important that their combination is correct. And what motivates a person today will cease to attract tomorrow, because it becomes habitual.

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

The most important, first-priority task now is to find those factors that are really important for the staff. It is necessary to work out quite definite goals and objectives, to identify values, to find out who wants to do what and what does not.

Let's consider some methods of non-monetary motivation, they were used in our country in the not too distant past, they are also well known to everyone: this is the awarding of various certificates, the assignment of any titles (for example, "Drummer of Labor"), the placement of portraits of production leaders on the boards of honor, the presentation of commemorative souvenirs, valuable gifts and more.

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

The factor of "transparency" of the institution also plays a significant role in increasing the efficiency of the company. The more fully the employees are informed 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 the duties assigned to them. There are many more different and well-proven methods of non-monetary incentives for staff. These, for example, may be:

Simple words of gratitude.

Happy birthday greetings to employees and presenting gifts.

Organization of various educational processes.

Organization of sports competitions.

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

Official congratulations to the employee with an increase in his seniority for one more year.

Competently organized professional adaptation of new employees.

The role of social benefits and payments as part of the total income of employees has been growing noticeably in recent years. Experts note that benefits and payments are no longer 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 holidays;

Paid vacations;

Paid days of temporary disability;

Paid rest break time;

Paid time for lunch;

Medical insurance at the enterprise;

Supplementary pension insurance at the enterprise;

Accident insurance;

Long-term disability insurance;

Providing free parking for cars;

Accident insurance for tourists;

Help in improving education, vocational training and retraining;

Participation in the distribution of profits;

Purchase of shares by employees;

Provision of recreation and entertainment facilities for employees;

Providing assistance in moving to a new place of work.

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 set 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 additionally take a day (or several days) for his needs, he can use the stock of days from the vacation bank, "buy back" a certain number of them against future vacation pay, or take in exchange for other benefits.

Benefits and payments social plan do not appear directly on payrolls, but have a significant impact on workers' income levels. They not only serve as social protection for workers, but also enable firms to attract and retain skilled workers, and foster a spirit of loyalty to the firm.

Compensation packages should be developed. This includes free or reduced staff meals, gym, pool or sauna rentals, and employee health insurance. Things like paid sabbatical leave (American practice) are not provided. Study at the expense of the institution. Based on the results of surveys (organizational diagnostics), it is possible to make a confident conclusion about the low significance for the motivation of the listed measures.

Thus, having studied the theoretical aspects of personnel motivation, one can come to the following conclusions. One of the most important elements of personnel management is motivation - motivation for effective activity of people working in the organization in order to achieve the set goals. Motivational actions include economic and moral stimulation, creating conditions for the manifestation of the creative potential of employees and their self-development. In general, the process of motivation includes: the identification of unmet needs of employees, the formulation of goals aimed at meeting the needs.