Factors are motivators. Non-material motivation of employees: factors, reasons and rules of application. Benefits of remote and flexible employment

What factors make an employee interested in work, motivate to achieve? (10+)

Principles of personnel motivation - Motivating, stimulating factors, working conditions

The main motivating factor for an employee is a good leader. Read about a good, successful leader here.

The employee must understand the tasks, see that the management knows how to solve these tasks, and systematically solves them. At the same time, everyone in the company does his job, and everyone's work will be noticed and appreciated.

Let's dwell on each motivating factor:

Understanding the prospects of the company and its place in its development... The basic human need is the need for security. Understanding the prospects and plans for development, as well as their role in this process, serves to meet this basic need. Having a clear plan, understanding by all employees where we are going, where we will be in a year, three years, five years, orients and stimulates to the high-quality performance of their duties. A career plan is another effective motivation mechanism, as it connects personal and company plans.

It is important that the plans not only exist on paper, but are also understandable to all employees, so that employees link their personal achievements, career growth, and income growth with the company's plans. Plans should be a guide to action for all employees, from the director to the secretary. Adjustment of plans is possible, but there must be grounds for it that are clear to everyone (very important). Chaotic changes in landmarks undermine the credibility of the plans, and indeed of the leadership.

Plan. Involve employees in planning. Encourage responsible grassroots participation in strategy formation. Follow the plans.

Involvement in the company's achievements, responsibility for failures... The realization that the overall result depends on me is in itself an important motivating factor. The optimal thing is a general understanding that the result of the work depends on everyone: success depends on the fact that the management has chosen the right strategy, the mechanic screwed the nut well, and the accountant issued invoices, and failure - from the fact that everyone together did not complete it. Our experience has shown that a slight delay in salary due to the fact that they did not work well and did not receive payment from the client on time, only stimulates the team spirit and improves the quality of work.

Often the management of the company attributes all the victories to itself, and blames all the defeats on the employees. Nothing good will come of it. This attitude breeds disunity and mistrust. It's better to admit your mistakes directly and work to correct them than to keep a good face on a bad game.

Don't be afraid to share your success, it doesn't diminish. Let the failures also be common, and their consequences are felt by everyone.

Trust relationship with management... In the modern world, despite the abundance of business and personal contacts, a person often feels lonely, needs understanding and attention. A leader in a team is perceived as a leader, a strong, powerful individual. Communication with him energizes, creates involvement in a big cause. In addition, personal communication allows you to discuss issues that concern the employee, allay doubts and fears. The employee gets a real idea of how much the management is satisfied with his business qualities and work. In order for personal communication to be most effective, information about employees must be accumulated and analyzed. Keeping a dossier allows, on the one hand, to keep abreast of the life of employees (everyone will appreciate if the manager accidentally congratulates him on the birthday of his beloved daughter), and on the other hand, to evaluate and influence the change in the personal and business qualities of employees. Having scrolled through the dossier, the manager can start a conversation with the employee from the place where the previous one ended, thereby creating the impression of constant, uninterrupted contact.

The employees appreciate the attention from the management. But attention shouldn't be intrusive.

Clear objectives and requirements... Nothing is more disorienting than an order like "go there, I don't know where, bring that, I don't know what." The employee must clearly know what he should do, what he will be praised for, what he will be scolded for. Never say: "you are responsible for everything," it is better to be silent. Determine the set of factors by which the performance will be assessed, and keep a close eye on these factors. If an employee has shown the required result, then he is worthy of praise, even if in fact this result was not needed (these are already your problems). But if the employee himself noticed the additional requirements and restrictions necessary to achieve a high-quality result, offered them to you and turned out to be right, then he deserves special encouragement - this is your personnel reserve.

Everyone should clearly know what he should do and what he should be responsible for.

Timely assessment and management appreciation... The key word here is "timely". It is better to just thank the person on time than to pay the bonus with a delay and difficulties. What do you convey to the person, celebrating his successes? You celebrate his value, his contribution.

By creating conditions under which an employee is forced to beg for his bonus, you humiliate people, reduce the feeling of the importance of their work and their contribution.

The award is one of the possible ways of expressing gratitude, but it is far from the only way.

Give thanks to your employees in a timely manner.

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Motivation is the phenomenon of internal generation of a person's motivation for certain actions and results. Motivation -it is the process of creating a system of conditions or motives that affect the behavior of a person, changing his (behavior) in the direction necessary for the organization.

The main elements of motivation are:

need- as a conscious lack of goods;

motive- an incentive that causes certain human actions;

stimulus- a kind of leverage that causes the action of certain motives.

Motivation, considered as a process, can theoretically be represented in the form of stages following one after another, making it possible to understand the logic of the process.

However, it must be remembered that in real life there are no such isolated stages as shown in the diagram.

In addition, there are factors that complicate the motivation process. These primarily include:

 non-obviousness of motives;

 variability of the motivational process;

 differences in the motivational structures of individuals; different degrees of influence of the same motives on different people.

Due to the ambiguity of the motivational process, today there are many theories of motivation, in which an attempt is made to explain this phenomenon. All of them are systematized into 2 groups: meaningful and procedural theories motivation.

Meaningful theories are based on the analysis of the content of motivation factors, namely, on the elucidation of those internal needs that force a person to act in a certain way, and are aimed at determining how and in what proportions it is necessary to apply internal and external rewards in order to induce a person to effective work. To meaningful theories primarily include:

 Hierarchy of needs A. Maslow;

 K. Alderfer's theory of existence, connectedness and growth;

 D. McClelland's theory of acquired needs;

 F. Herzberg's two-factor theory.

Hierarchy of needs A. Maslow... Maslow defined motivation as "the study of a person's ultimate goals." Although all people have the same goals, different cultures influence the ways in which these goals are achieved. An important part of Maslow's theory is that humans cannot fully achieve their goals. If one need or goal is satisfied, another need or goal replaces them. The entire set of needs for A. Maslow is systematized into the "Maslow's pyramid" (Fig. 7). Maslow divided the needs in his hierarchy into two broad categories. Deficient needs cover needs at lower levels, including physiological, safety and ownership needs. Growth and development needs there is a need for respect and self-realization. Note that the deficit needs are met by factors external to the personality, while the growth needs are inherent in the personality, its internal characteristics.

in the sa-

expression

Needs for respect

Needs for involvement

Security needs and

confidence in the future

Physiological needs

Fig.7 "Pyramid" A. Maslow

Most of the book by A. Maslow "Motivation and Personality" is devoted to

discussion of a self-fulfilling personality. An essential feature of such a person is her individual attitude towards life.

The main drawback of the theory of needs is the inability for ordinary employees to recognize different levels of the hierarchy, and if they cannot be identified, then it is difficult for managers to individualize and specifically address incentive programs.

Clayton Alderfer's theory of existence, connectedness and growth.

According to this theory, human needs are divided into three categories: existence, belonging, and growth.

Alderfer, unlike Maslow, does not define needs within a hierarchical structure and claims that all needs can be active at any time. In addition, Alderfer believes that when needs are satisfied, the movement goes in both directions: the process of moving up the levels of needs Alderfer called satisfaction process needs, the process of moving down - frustration process(state of spontaneous aggression). The main achievement of the theory was the presence of two directions of movement, opening up additional opportunities in the direction of motivating people.

Acquired Needs Theory by David McClelland. This theory focuses on one need: the need to achieve, which manifests itself in the desire of a person to achieve his goals more effectively than he did before.

The fundamental theme in McClelland's research was the theme that the motive to achieve is, to a certain extent, decisive for the economic growth of society, for the reason that the motive to achieve generates more energetic entrepreneurs who accelerate economic growth.

Frederick Herzberg's two-factor theory. In the book Motivation to Work, F. Herzberg, together with his associates, emphasized that studies that examined the factors influencing workers' attitudes toward work only rarely covered the consequences of these attitudes. Investigations into the consequences of attitudes toward work have scarcely dealt with their origins. There was a lack of research on the attitude of staff to work, in general, in which factors, attitudes and consequences would be considered at the same time. In the book it was called the complex Setting factors-consequence ". Herzberg showed that in practice, motivation is not only satisfaction, but also dissatisfaction with certain needs.

Herzberg emphasized that certain aspects of work (hygienic factors) are "necessary but not sufficient conditions for motivation." The company's policy, control, production conditions form only basic needs, but if they are absent, then this sharply reduces the incentives to be active.

Motivating factors, however, contain opportunities for achievement, recognition of a job well done, allow one to take on more responsibility, and provide for career growth.

Herzberg's great merit lies in the fact that he undoubtedly gave the idea enrichment of labor , which plays an important role in the latest practice of motivation. One company’s approach, using Herzberg’s ideas, was based on three fundamental principles arising from the theory:

Distribution of work orders so that natural areas of responsibility and logical tasks are established for workers.

Giving workers greater control and responsibility for work... This provides for the performance of certain managerial functions by workers in their workplace.

Organizing productivity feedback to the worker, which implies a sense of responsibility, achievement and recognition.

According to procedural theories (intentional choice theories), the specific type of behavior and the distribution of efforts by each person at a certain point in time depends on his perceptions and expectations associated with this situation. Today the following theories exist:

 Theory of expectations.

 Theory of justice.

 Theory of goal setting.

 Participatory management theory .

The most indicative, in our opinion, are the first two theories.

Expectation theoryprovides for an assessment by the employee himself of the results that will be obtained in the process of choosing one of the behavioral options, when the simple goal of maximizing returns is set... A person is considered here as a rational agent, focused on finding the maximum benefit from limited energy costs. The essence of the theory allows us to understand three elements:

expectation- “the belief that a certain action will be followed by a certain result”;

valence- the attractiveness of each specific result;

result - a means of obtaining something of value;

For example, a worker wants to work harder, believing that such work will be better paid. In turn, high wages will make it possible to use the money received to buy a new car or apartment that his family needs.

Expectation theory gives four important findings that managers should be guided by:

1. The expectation of reward is more meaningful than is often assumed. People make choices based on what will happen in the future rather than on the basis of past events;

2. The remuneration should be linked to the actions required for the organization.

3 People value remuneration differently, therefore, when distributing remuneration according to the results obtained by the organization, the wishes of each individual employee should be taken into account.

4 The reward should be equivalent to the effort expended on the assignment.

Expectation theory is not easy to apply in practice. It is abstract and complex in one respect and quite specific and simple in another: we all recognize the importance of the expected result for the formation of our behavior, and the theory of expectations allows us to apply everything we know about ourselves to the motivation of those with whom we work.

The theory of justiceemphasizes that a person's motivation is largely influenced by the fairness of the assessment of his current activity and its results, both in comparison with the previous period and, and this is the main thing in it, with the achievements of other people. Based on this comparison, the person modifies their behavior.

Allocate six possible responses to inequality:

1 .Decrease in the intensity and quality of labor;

2 .Demand for pay rise, promotion;

3 .Reassessing your capabilities;

4 .An individual's attempt to influence the organization and the persons being compared;

5 .Changing the comparison object for yourself;

6 .Attempt to transfer to another organization.

Of course, even the most responsive manager cannot create a motivation program that would suit all employees. Yet managers must treat their people as individuals who have unique abilities and potential in order to contribute to the achievement of the organization's objectives.

Goal Setting Theory E. Loka proceeds from the fact that people perceive the goal of the organization as their own and do everything possible to fulfill it, while enjoying its achievement. The effectiveness of work is largely determined by the employee's commitment to the goals of the organization, attainability, acceptability, and the complexity of the goals. According to the logic of this theory, the more complex the goals, the more results a person achieves in the process of achieving them, otherwise they cease to be a means of motivation. The result obtained also plays an important role here: if it is positive, then the performer remains satisfied with himself and his motivation increases.

Participatory governance theory states that a person receives satisfaction from various intra-organizational activities, which contributes to more efficient work. Participatory management assumes that if an employee is given the right to independently make decisions regarding the means and methods of performing tasks, independently exercise control, advise on special issues, then he will maximize his abilities and capabilities.

The practice of today has shown that it is impossible to use only one of the listed theories of motivation, each has an element that most vividly represents one of the aspects of human activity. Hence, it is not surprising to try to create a theory that combines all known approaches to motivating an employee.

Complex theory of motivation L. Porter and E. Lawler emphasize that the results achieved by each employee depend on his abilities, characteristics, awareness of his role in the organization and the efforts made, which, in turn, are conditioned by the value of reward and confidence that results will be achieved, and reward received.

The last theory in our study convincingly shows that nowhere is change more evident than in the views of scientists about human nature and motivation. Practice shows that achieving an effect in influencing a person is possible with the use of all known tools of motivation.

In August-September 2012, specialists from the international recruiting agency Kelly Services conducted an annual survey “Personnel Motivation in the Russian Labor Market”. According to the results obtained, the main motivating factor for employees in Russia is money, for the sake of which they are willing to put up with many inconveniences in the work process.

The main motivating factors for the majority of Russian employees are still: the level of remuneration (76% of the survey participants) and the Opportunities for career growth (45%).

Comfortable atmosphere in the company (35%), Large-scale and interesting tasks (35%), Official employment and “white” salary (34%) and Training opportunities (22%) also have a significant impact on motivation.

Less significant incentives are the company's Image (18%), Overseas projects / business trips (16%), Professionalism of colleagues (16%), Flexible hours (11%) and Convenient office location (10%) (Fig. 1).

Rice. one. What are the factors that motivate you to work the most? (%)

It should be noted that career growth as a motivating factor for employees in Russia is also associated with higher income levels. Thus, 70% of the respondents indicated that if they decided to leave the company, then only a pay increase can keep them. 34% of respondents will stay if they are offered new interesting tasks. But career growth without a salary increase is interesting only for 17% of the study participants. In addition, 13% of the respondents said that in this case nothing can keep them.

Since the factor of money is the dominant factor for motivation, it is interesting to assess what employees in Russia are willing to put up with if they are completely satisfied with the salary. Most of the survey participants said they were willing to agree with Routine at work (38%) and Regular overwork (37%). For 21% of respondents in this case, it does not matter Lack of career growth. 16% will turn a blind eye to informal employment, and 15% to Lack of social guarantees. 6% of respondents will tolerate Bad relationships in the team, and 4% - Bad relationships with management. Another 4% are ready to put up with any negative phenomena at work for the sake of money. At the same time, 19% of respondents are not ready to tolerate any of these factors, stating that money, in this case, is not a motivator (Fig. 2).

Rice. 2. If you are completely satisfied with the salary, what are you willing to put up with in your work? (%)

From the point of view of non-financial incentives, employers should pay attention to the content of the social package, and, first of all, to the presence of Personal Health Insurance and Corporate Trainings there. The majority of survey participants (64% and 60%, respectively) noted that these options have a positive effect on their overall work motivation. Among other incentives, respondents noted Payment of transport costs (32%), Med. insurance for family members (29%), Food Compensation (26%), Preferential Loan Programs (24%) and Mobile Phone Payments (23%).

Assessing the impact of not personal, but corporate incentives on motivation, survey participants named Corporate trainings (34%) as the main motivators, as well as Public recognition of personal success (34%). Corporate events (New Years, company birthdays, etc.) have a positive effect on 14% of employees, and developed internal communications (intranet, corporate media) - only by 6%. At the same time, for 12% of the respondents, none of the above factors provides any additional motivation.

Employer status as a motivational factor

The overall level of employee satisfaction with the current employer has increased slightly compared to 2011. If last year 87% of respondents were employed, but at the same time 72% stated that they were interested in a new job, then in 2012, at the time of the survey, 90% were working, and 62% expressed a desire to change jobs (Fig. 3).

Fig. 3.

The most attractive employers in the eyes of an employee are international companies - 62% of respondents would like to work in an international company - an industry leader or market participant. At the same time, the rating of Russian employers is low: only 23% would like to work in domestic companies, while 47% of survey participants work for them (Fig. 4).

Rice. 4.

The rating of the ratio between the number of employees in a particular industry and the number of those wishing to work in it shows that the leaders in terms of the number of people dissatisfied with their profession are Retail, Production and sale of consumer goods, Medicine and pharmaceuticals and IT. The most attractive industries are Oil & Gas, Entertainment & Mass Media and Public Sector.

Employer status is an important motivating factor when deciding whether to go to work. 94% of respondents indicated that they consider the company's image / reputation when choosing a job offer.

47% are looking for information about a potential employer in open sources on the Internet (social networks, reviews of employers), 25% turn to the official website of the company, 20% make inquiries with colleagues and acquaintances, another 8% visit specialized communities.

In general, just over half of the respondents indicated that their employer pays more or less attention to employee motivation issues: 25% of respondents agree that their companies have a clear and understandable motivation system, 29% noted that they participate in motivation programs occasionally. At the same time, 31% of the respondents believe that in their companies attention to this issue exists only in words, and 17% answered that their employer, in principle, does not pay attention to this factor.

Ekaterina Gorokhova, CEO of Kelly Services:
“Money, as before, remains the strongest incentive for Russian workers, and even the crisis could not significantly affect this state of affairs. The reasons for this are varied. On the one hand, the market is experiencing a serious staff shortage. Skilled professionals are in short supply in almost any industry. They perfectly understand that they are in demand and that they can dictate their terms to the employer. Another, more global aspect - we live in a society of active consumption, especially young people. They do not think about long-term prospects in life, do not believe in social guarantees, but simply want to be able to earn and spend money here and now. Therefore, the best employer for them is not the one who estimates their real value as specialists, but the one who can satisfy their needs.

It should be noted that employers themselves should invest more actively in the development of their employees, offer them various opportunities to improve their qualifications. This will help them find additional incentives in their work, as well as increase competition among qualified specialists in the market. "

Study Information:

The data is the result of a detailed survey conducted by the Kelly Services survey service in Russia in August - September 2012;

More than 6,300 people took part in the study, mostly white-collar workers from Moscow (45%), St. Petersburg (15%) and regions (40%);

Women - 53% of the respondents, men - 47%;

Specialists - 57%, line managers - 27%, senior managers - 12%, no work experience - 4%;

Respondents with higher education - 72%, several higher education - 16%, incomplete higher education - 7%, secondary education - 4%, MBA - 2%, Candidate / Doctor of Science - 2%.

Motivating factors in the workplace

The social package today is one of the most effective methods of attracting and retaining personnel and, of course, many companies today offer an extended list of benefits and compensations. Nevertheless, the question of the relevance of these privileges and the popularity of certain components of the social package is open. Answering this question, respondents could choose no more than 3 proposed options or indicate their own.

The most popular for the respondents were training events and white wages, which testifies to an increase in the civilization of the labor market. The leading position in this issue was taken by the indicator of the need for personnel in delivery to the place of work and back. 56% of respondents noted it as one of the most valuable components of the compensation package - quite possibly, this is due to the remoteness of most large enterprises from the city center.

Very relevant for the respondents is such an indicator as white wages (47%). 45% of the respondents are interested in organizing meals at the expense of the enterprise. Despite the popularity of such benefits as voluntary medical insurance, only 16% of respondents noted it as one of the most valuable.

Interest in such benefits as pension insurance programs should be noted - of course, while it is still in little demand, but the number of companies providing it is also small. Perhaps in the future we will see an increase in the popularity of pension programs and employers should take into account the possibility of including them in the social package.

Reasons for looking for a new job are important for understanding the key values of personnel. To the question: "For what reason will you decide to change your place of work?" the majority of respondents chose the answer option “Difficult situation at the enterprise, uncertainty about the future”. Of course, given the unstable economic situation in the growing Russian market and the high liquidity of its main indicators, this answer prevails. The second place is occupied by such a material indicator as the offer of higher wages.

For 16% of respondents, an important indicator for changing jobs is the lack of career prospects.

So what is the ideal job for the people of Russia?

Among all the answer options, stability and confidence in the future are leading, we talked about these factors above. By a significant margin - 12% of respondents - value the level of income and the ability to afford a lot. Team cohesion was in third place in terms of importance - it was chosen by 10% of respondents. 2% of respondents appreciate the flexibility of the schedule and the opportunities for recreation.

Study Information:

The research was conducted in August - September 2012. More than 9000 respondents took part in it. The survey was conducted in the format of a written questionnaire.

The main purpose of the study was to identify the key factors in motivating residents of Russian regions and the attitude of the economically active population to labor market trends (development of international business in Russia, increasing market mobility and relocation).

Non-standard staff motivation in Russia

During the traditional HR-meeting "Family and Business" online service Recruitnet.ru, several studies were conducted among directors and HR managers of leading Russian and foreign companies. Their goal was to identify the most important and relevant for Russia methods of personnel motivation, focused on supporting employees and their family members, and the importance that these programs have on the formation of loyalty to the employer's brand.

Main problems

As part of the preparation of two HR-meetings "Family and Business", a range of key problems were identified that arise when employers lack attention to caring for employees and supporting their families. Three key components were identified: "health", "time" and " comfort".

Motivational programs: present and future

The solution of these problems is today the main priority for companies operating in Russia. Despite the relevance of this topic, only 19% of the companies we surveyed regularly hold events aimed at supporting employees and their families. 43% of companies do it sporadically, and another 38% are now planning to implement such initiatives.

We studied the most popular motivation programs today and the leading areas of employee support included medical insurance (81%) and partial compensation for the cost of insurance programs that employees open on their own for their families (62%), as well as the company's willingness to change the schedule according to needs employees (62%) and catering in the office (53%).

Question: What incentive programs does your company use?

If we talk about the prospects for expanding the care of companies about their employees, the study made it possible to identify several key priority areas in which companies plan to implement employee support programs. We asked to rate the programs on a 5-point scale, where 5 points is “very relevant”.

The undisputed leaders were such topics as "healthy eating" and "health care" (43% of respondents gave each of these points the highest score), as well as "travel and recreation of employees" (38% of respondents gave the highest score). There is also quite a lot of interest in programs for the formation of "good habits" among employees (57% of respondents put 4 and 5 in this item), the ability to find a "balance of work and life" (42.3% put 4 and 5 in this item) and help employees “in the development of children” (47.6% of responses in the range of 4-5).

The widest range of opinions would be in such areas as "beauty care", "style and image of employees", "family psychology" and "help in parent-child relationships" - here the opinions were almost equally divided. Half of the respondents categorized this as quite important, and the other half identified them as completely irrelevant.

It is interesting to note that, in general, employers also consider the ability to cook and the availability of “useful hobbies” to be useful for employees and, in general, do not mind supporting them in this (although they do not consider it a priority). And among outsiders, as the least relevant topics were assistance to non-family employees in building a family hearth (71.2% consider this not relevant) and support for practicing oriental practices (71.4%) (although yoga in the office today is one of the most popular endeavors) ...

The importance of different ways to motivate

HR professionals highlighted practices they see as key in building and maintaining a family-centered employer brand. Thus, 62% of respondents gave the highest rating on the scale of importance to health insurance, 42% - flexible working hours and catering, 35% - insurance of employees' children. 20% of HR professionals noted support for hobbies as one of the factors affecting loyalty, and 15% believe that it makes sense to consider compensating for the cost of training in a fitness room.

Question: How do you assess the importance of various motivational tools?

We also asked the company what innovations in the field of caring for employees and their families would be most interesting for them. Interestingly, the option “holding children's parties” received the highest priority (61.9% of the respondents). The second place was shared by corporate discounts on travel, air tickets and hotels (52.4%) and the introduction of the “doctor in the office” service, which is very popular today in developed countries and allows you to significantly save time.

Quite popular was the answer that companies are ready to maintain the health of their employees (53.4%). By the way, a group of American researchers from the Health Enhancement Research Organization, Brigham Young University and the Center for Health Research conducted a study among 20,000 employees and found a connection between the nature of the diet and the achievement of high results at work. It turned out that:

the quality of work of employees who eat healthy food is 25% higher;
employees who consume at least 5 servings of fruits and vegetables daily for 4 or more days a week are 20% more efficient at work;
and employees who exercise for 30 minutes at least 3 times a week perform at work 15% higher than their colleagues.

Almost half of the respondents (47.6%) are ready to distribute vitamins to their employees, and almost a third of the respondents (33.3%) are ready to provide beauty services and organize psychological consultations right in the office.

In terms of employee value, Careerbuilder analysts surveyed 3,900 employees across organizations around the world. And here's the list:

"Short" Fridays - 40%
Fitness center on the territory of the office - 20%
Opportunity to wear jeans in the office - 18%
Corporate food - 17%
Massage sessions - 16%
Day room - 12%
Transportation to / from the place of work - 12%
Snacks and drinks available in the office during the day - 8%
Personal lounges - 7%
Kindergarten on the territory of the office - 6%

So many companies have room to develop their incentive programs. We will talk about this at the next HR-meeting "e" Family and Business ", which will be held on April 17, 2013 in Moscow.

Tatiana Ananyeva, CEO of the online service Recruitnet.ru:
About three or four years ago, for the first time, we faced changes in key trends in employee care, which were reflected in the company's motivation system. If earlier the company mainly relied on material motivation or the provision of such benefits, which were a "copy" of Western social packages, today it is becoming more and more popular not only and so much an orientation towards the outside world (and what they have there), as a willingness to pay attention to needs its employees, as well as corporate values and how to implement them through the benefits that the company can give its employees. In my opinion, this is a more adequate approach that allows a company to create its own unique set of benefits, aimed at attracting and retaining the employees it needs, at solving those tasks that are relevant specifically for it.

That is why today the interpretation of family values and care for employees is so broad and includes many opportunities, and the willingness of companies to go beyond traditional sets of goods is an important step towards understanding that work is part of the employee's life and it is important not to oppose it to the family and life, and help to harmoniously unite them. This is how you can create a culture that really becomes a reflection of its values and the values of the people who work in it. And in fact, it is often much more efficient and promising in terms of organizing business, allocating and investing the company's resources, and, in our opinion, this allows the company to be ultimately more successful and attractive in the labor market.

Employers' attitudes towards teleworking and flexible employment

According to research firm IDC, by 2015, about 1.3 billion employees worldwide will be working remotely, and the BYOD (Bring Your Own Device) trend, which is characterized by the abandonment of desktop computers, provides employees with greater flexibility in work. , according to British analysts from Juniper Research in 2013 will gain momentum.

Another study "Work 2.0" was carried out by Recruitnet together with Megaplan in the 4th quarter of 2012, several dozen of the largest Russian and foreign companies took part in it.

Many of the companies that took part in the survey are generally supporters or are already actively using telecommuting (work outside the office) or flexible employment (free schedule, the ability to work both in the office and at home). This, of course, does not provide an opportunity to see a complete picture of the entire market, but it reveals the key problems and opportunities for using these forms of work organization much better.

So, among the companies that took part in the survey, 64% already have employees working remotely on their staff, and 67% have a flexible employment system (for all or for some categories of personnel) and almost all of the respondents plan to continue practicing this an approach.

It should be noted that according to research, today, providing employees with flexible working hours is considered one of the key motivational tools and one of the factors in increasing the attractiveness of a company as an employer in the labor market.

If we talk about what categories of personnel today work in companies remotely, then, first of all, these are project managers (40% of the surveyed companies that have a remote employment system provide such an opportunity for these employees). Also, often (in 25% of cases) this opportunity is received by specialists in the field of marketing, sales and HR. But the rest of the divisions were somewhat less fortunate - their employers still prefer to see them in the office.

Key concerns and barriers to a remote and flexible employment system

To assess the key obstacles that businesses face in the implementation of remote and flexible employment systems, we used a seven-point Likert scale, where 1 is absolutely irrelevant, and 7 is very relevant. In order to analyze the data, we will introduce two concepts at once.

Median Is a variant located in the middle of an ordered data series, which divides the population into two equal parts, so that one half of the value is less than the median, the other half has more than it.

We also introduce the concept “ fashion "- this is the meaning of the trait, most often found in the studied population.

We got such interesting data. Let's try to analyze them. There are several main obstacles to the implementation of remote and flexible employment in companies. Firstly, this is the lack of readiness of managers to effectively manage remote employees - the largest number of participants chose the number 6 (i.e., they rated it as a very urgent problem). Secondly, this is the fear of losing control over the business (average score 4.2, and fashion - 5), over employees and a possible general weakening of discipline, as well as the risk of reduced business security (here the highest average score is 4.8). Difficulties can also arise in the operational use of a remote employee, and in general in the effective organization of teamwork (there is a rather high average score of 4.5).

Reasons for making it difficult to use telecommuting and flexible employment	Fashion	Median	The average
Legal restrictions (TC) complicating work with remote employees
Loose discipline, fear of losing control over business and employees
Insufficient level of development of the company's IT infrastructure (it is difficult to ensure the joint work of remote employees)
Managers are not ready to effectively manage remote employees
Decreased employee performance
Unreadiness of employees to work from home (low level of self-organization of employees)
Risk of non-performance of work by employees
Business security risks
The risk of demotivating employees, reducing loyalty
Difficulties in organizing teamwork (from technical to moral)
Impossibility of operational use of a remote worker

Interestingly, the problems of readiness and ability of employees to work effectively from home are assessed as less significant (average score - 4) in comparison with the reluctance of managers to implement these forms of personnel management. It is also confirmed by the fact that when asked where employees work more efficiently - in the office or at home - 56% of the respondents believed that the quality of work is the same regardless of where they are. But the managers of the future, in order to be effective in the new business realities, will need to specifically learn new skills.

But such factors as the risk of demotivation and a decrease in employee loyalty, legal restrictions or a low level of technological development are generally not relevant when considering this issue.

For our part, we also asked companies why the use of telecommuting and flexible employment is not spreading so actively in business. Our respondents saw two key reasons, again, in the managerial level. This is a reluctance to change the established practice on the part of managers and a mistrust of management towards remote and flexible employment. At the same time, the respondents believe that the introduction of these systems does not require a radical restructuring of the business and, in general, the employees of the companies will accept these changes quite well.

Cause	Fashion	Median	The average
Management distrust of telecommuting and flexible employment
Reluctance on the part of managers to change established practices
Unwillingness of employees to change the work system
The need for major organizational and technological changes
The need to retrain managers and employees to work in remote and flexible employment mode

Benefits of remote and flexible employment

When we make a decision in business or in life, we must weigh all the pros and cons. To end our review on a positive note, we would like to highlight the benefits of remote and flexible employment in a company. After all, this is exactly what people are ready to change the system for, change themselves and introduce these innovations.

There are several possible advantages, and all of them are assessed as quite significant. The leader by a small margin (in terms of the average score) was the ability to hire qualified employees regardless of where they live. This is important given the geography of Russia, and it is also doubly important for those companies that are competing for the global market. Also, a significant advantage is considered the ability to pay for the results, and not the process of work. For a business that, in fact, should be results-oriented, this is certainly important. We would also highlight the economic advantages of this model, both by reducing costs and by differentiating salaries in the case of inviting specialists from other cities. It is worth noting that the highlighted advantages lie precisely in the plane of business results, which serves as an important argument for owners and business managers.

But the following group of advantages can be attributed to the field of personnel management - increased motivation, satisfaction and loyalty of employees, reduced turnover.

But the least significant were the possible flexibility in managing the number of employees and ensuring the ability to work 24 hours a day (this is probably not very relevant for many companies). Also, many doubt that this will enable people to work more efficiently (efficiency, as can be judged from the previously given answers, presumably remains the same).

Advantage	Fashion	Median	The average
Reducing costs (saving on office costs, etc.)
Increased employee motivation
Greater flexibility in headcount management
The ability to hire qualified employees regardless of where they live
The ability to attract professionals at a lower cost (for example, from other cities)
Providing business opportunities 24 hours a day
Improving the efficiency of employees
The ability to pay for the results, not the work process
Increased employee satisfaction and loyalty
Reduced staff turnover

As a conclusion, we would like to refer to data from the McKinsey Global Institute, whose consultants believe that the Internet has recently enabled executives to innovate more aggressively and even influence business models to improve business performance and productivity. For this reason, companies, regardless of the industry, should pay closer attention to the global network and actively take advantage of its benefits. Leaders should play a special role in this process, according to consultants from the McKinsey Global Institute. To maximize the impact, according to McKinsey experts, company leaders should monitor Internet trends, which can, in particular, improve labor efficiency and increase production capacity. In addition, according to McKinsey, only small businesses are able to increase productivity by 10% thanks to the Internet. (research data Internet matters: The Net "s sweeping impact on growth, jobs and prosperity(published May 2011))

Tatiana Ananyeva, CEO of the online service and agency Recruitnet.ru:
“Today the topic of innovations is very popular, but do not forget that they are not only in the invention of a fundamentally new thing, but also in the change of company management systems, business processes. Other approaches to business management, based on the use of modern technologies, are capable of giving a unique qualitative change to the entire business. There are many examples of this - from the banking sector (Tinkoff Credit Systems) to insurance (InTouch), from the reporting and accounting system (SKB Kontur) to finding nannies (Pomogatel.ru). Understanding the possibilities of technologies and their application in a new environment can give a completely different level of efficiency, reduce costs and give customers a different level of service or lower cost. Actually, we were convinced of this by our own example, making professional recruiting more affordable at the expense of online technologies and removing territorial restrictions on the search for a performer.

In my opinion, any company that has the desire and is ready for change, is aimed at development and leadership, can and should try new approaches. In the case of remote and flexible employment, everything has already been proven by the largest companies that have implemented this approach - Microsoft, Philips, ABBYY. These are very attractive employers on the one hand, and at the same time a highly effective business on the other. Given the global nature of this trend, I consider it important to think about it today. "

Introduction 3

1 Motivation and motivational states 4

2 Theories of motivation 7

2.2 Procedural theories of motivation 9

3 Building a balanced motivational program 11

4 Typical ways to motivate personnel 18

Conclusion 22

List of used literature 24

Introduction

Leaders have always recognized that motivational aspects are becoming increasingly important in modern management. Personnel motivation is the main means of ensuring optimal use of resources, mobilizing available human resources. The main goal of the motivation process is to get the most out of the use of available labor resources, which helps to increase the overall performance and profitability of the enterprise.

A feature of personnel management during the transition to the market is the increasing role of the employee's personality. Accordingly, the ratio of motives and needs changes, on which the motivation system can rely. To motivate employees, companies today use both financial and non-financial methods of remuneration. Meanwhile, neither the theory of management, nor the practice of personnel management gives a definite picture of the relationship between individual aspects of the motivational sphere of employees today and the most effective methods of managing them.

The relevance of the topic under consideration is due to the fact that the transition to a socially oriented market presupposes the need to create an adequate mechanism of labor motivation. Without this, it is impossible to consider in practice the objective prerequisites for increasing production efficiency - the basis for the growth of real incomes and living standards of the population. In this case, the final point of the implementation of all reforms is the organization, where the labor force is directly connected with the means of production, the process of labor activity is carried out. Recognition of the decisive role of the motivational mechanism in the context of ongoing reforms makes addressing the topic of intra-firm personnel motivation especially relevant.

The purpose of this work is to study the basics of personnel motivation in an organization and to consider the application of employee motivation in practice.

Study the methods of staff motivation;

1 Motivation and motivational states

Motivation- this is due to an actualized need, the excitation of certain nervous structures (functional systems), causing the directed activity of the body.

All motivational states are modifications of need states. Motivational states include:

Interests;

Desires;

Aspirations;

Intentions;

Attractions;

Installations.

Interest- emotionally rich focus on objects associated with stable human needs. Interest is manifested in increased attention to an object of lasting importance. Interest as a mental state significantly affects mental processes, activates them.

According to the needs, interests are subdivided:

Latitude (limited and versatile);

By sustainability (short-term and stable)

The breadth and depth of a person's interests determine the usefulness of his life. The interests of a person are closely related to his desires, passions and attractions.

Wish- a motivational state in which needs are correlated with a specific object of their satisfaction. Desire represents a certain stage in the maturation of the need, correlating it with the goal and plan of action. Epicurus divided all desires into 3 groups:

1) natural and necessary (desire for food, drink, sleep, rest);

2) natural, but not necessary (sexual desires);

3) desires are neither natural nor necessary (desires associated with ambition, thirst for glory, sweetness).

The first two groups of desires can be hypertrophied, not knowing the boundaries of their satisfaction.

Passion- this is a very persistent affective striving for a certain object, the need for which dominates over all other needs and gives the appropriate direction to the entire life of a person.

Passion can be positive and negative depending on the social value of what a person is striving for. Many negative passions (eg gambling) lead to personality degradation. Positive passions mobilize human strength to achieve socially significant goals (passion for art, science). Science and art owe their passions to discoveries, and their souls owe their nobility.

Attraction- a state of obsessive gravitation towards a certain group of objects. Attractions can be natural and formed in social conditions. Natural drives are not always conscious. They are associated with organic processes and only slightly can be regulated by consciousness.

Instinctive organic drives:

Indicative reactions;

Sexual attraction;

Hunger (food cravings);

The attraction of motherhood.

A person's motivation can be conscious and subconscious. Conscious motivation is about intention.

Intention- a consciously made decision to achieve a certain chain with a clear idea of the means and methods of action. Intentions have dynamic properties - strength, intensity. The conscious justification for intention is motive.

Motive- This is a conscious urge to achieve a specific goal, understood by the individual as a personal necessity.

Motive, in contrast to motivation, is what belongs to the object of behavior itself, is its stable personal property, which from the inside prompts to perform certain actions.

All unconscious impulsive actions are performed on the basis of an attitude. Installation- the state of readiness for a certain way of behavior in certain situations.

The idea of motivation arises when trying to explain, rather than describe, behavior. This is a search for answers to questions like:

For what purpose?

For what?

What's the point?

Finding and describing the causes of persistent changes in behavior is the answer to the question of the motivation of the actions that contain it.

Motivation is an ongoing process of selection and decision-making based on weighing behavioral alternatives.

Motivational factors (internal factors) - cause a feeling of job satisfaction, these are internal factors of satisfaction aimed at:

Success, achievement (the fact of achieving the goal),

Career advancement,

Recognition and approval of work results,

A high degree of responsibility for the work performed,

Opportunity for creative and business growth,

The work itself (how interesting, meaningful it is)

They are responsible for increasing employee motivation or satisfaction. Their absence does not cause a feeling of dissatisfaction. The formula reads:

[work environment] + [motivational factors] = state of satisfaction;

[work environment] - [motivational factors] = zero effect

This group of factors assumes that each individual person can work motivatedly when he sees a goal and considers it possible to achieve it. The absence or inadequacy of motivational factors does not lead to job dissatisfaction, but their presence brings satisfaction and motivates workers to work more productively.

2 Theories of motivation

Motivational theories

Abraham Maslow's hierarchy of needs. The famous pyramid includes five groups of needs: physiological needs; the need for security; the need for love, affection and belonging to a certain group of people; the need to satisfy self-esteem; the need for self-actualization. The emergence of a new need is preceded by the satisfaction of another, lower level.

Frederick Herzberg's two-factor concept... Assumes that the factors affecting a person's satisfaction and dissatisfaction are different. In other words, the absence of dissatisfaction does not mean that the person is satisfied. There are two groups of factors:

1) internal - the need for recognition, respect, career growth;

2) external - financial, working conditions.

Douglas McGregor's theory Y... Contrasts the traditional approach to management (Theory X, which states that leadership should defeat the human tendency to avoid work), the new one based on the fact that work for a person is a natural occupation (Theory Y). And if you remove the contradictions between working conditions and a person's desire to work, work will become much more efficient.

ERG concept by Clayton Alderfer. It includes three main groups of needs: existential (E-existence), social (R-relatedness), development (G-growth). In contrast to Maslow's concept, ERG's theory rejected the need for consistent satisfaction of needs. That is, if high-level needs are not met, a person can return to lower ones. In addition, according to Alderfer, a person in general can have several dominant needs at the same time.

The essence of motivation is to give people what they most want to get out of their work. The more fully the management can satisfy the desires of employees, the more chances of getting what the management needs, namely: productivity, quality, efficiency.

There are various factors of motivation that determine what is most valuable, important for a person. As a rule, this is not one factor, but several, and together they form a map of motivators. All factors can be divided into external and internal.

Internal factors include the following:

Dream, self-realization;

Ideas, creativity;

Self-affirmation;

Conviction;

Curiosity;

Health;

Need for someone;

Personal growth;

The need for communication.

TO external factors of motivation include:

Career;

Confession;

Prestigious things;

Life aesthetics;

The ability to travel.

Internal factors are due to the desire of a person to get satisfaction from an object that he already has, which he therefore wants to preserve, or get rid of an object that brings him dissatisfaction. External factors are aimed at acquiring the missing object or, conversely, avoiding it. Thus, factors also differ in nature: they can be positive (acquire, keep) or negative (get rid of, avoid).

Knowledge of the employee's motivation factors is fundamental for the manager, since it is the ratio of internal and external motivation factors that is the basis for reconciling the interests of the employee and the company, developing a motivation system for him.

From this we can conclude that the key factor in the effectiveness of motivation will be not only knowledge of all existing factors, but the identification and knowledge of the main motivating factors of a particular employee.

The next most important factor is associated with the identification and diagnosis of motivators in employees - the factor of consistency and complexity. This factor lies in the fact that motives can change during a person's life: with the development of a person's career, both under the influence of external, objective factors, and in connection with the development and change of personality. This means that the diagnosis of motivation systems must be repeated periodically. A one-time implementation of the motivation system is not enough, since over time, some motivators may be replaced by other motivators, then the question arises about the timely identification of the corresponding new motivators from the employee.

A systematic and comprehensive approach to an effective motivation system can be divided into three main stages:

Diagnostics of the motivational environment of the company.

Development of a segmented motivation system, in which material and moral means of motivation are comprehensively applied.

Regular monitoring and correction of the motivation system.

The third stage should be periodically repeated and, based on the monitoring results, it is necessary either to correct the motivation system, or to start the whole process anew. It depends on analyzes of the performance and effectiveness of the entire organization, individual departments or its employees.

Thus, the key factor in the effectiveness of motivation is not the knowledge and identification of motivation factors per se, but a systematic and integrated approach that manifests itself in diagnosing the company's motivational environment, identifying personal motivators of employees, developing a segmented motivation system and regular monitoring and correcting the motivational system.

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