Internal factors of motivation include everything except. The concept of motivation and motivational factors in the activities of a manager. Motives: the driving force behind people's behavior
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.
Motivation is a set of motivating factors that cause the activity of a person and determine the direction of his activity. Labor behavior is determined by the interaction of various internal and external incentive forces. Internal incentive forces - needs, interests, desires, aspirations, values, value orientations, ideals and motives
Psychologists have identified two classes of motives: internal (procedural-content) and external. External motivation is called the determination of behavior by physiological needs and stimulation of the environment, and internal (procedural - meaningful) motivation is the conditioning of behavior by factors that are not directly related to the influence of the environment and the physiological needs of the organism. Intrinsically motivated behavior is carried out for its own sake and cannot be written as a means of achieving an external goal. And the external motive is actualized when the main reason for behavior is to receive something that is outside this behavior, outside of this activity.
When a person receives satisfaction directly from the process itself or the content of the activity, from the behavior itself, then the motive that prompted it can be considered internal, procedurally meaningful.
An internal motive is always a state of joy, pleasure in what you do. And if the activity (or behavior) was sponted by material benefits, social factors (status, prestige, power, external requirements), then it is externally motivated.
Only those forms of activity that are carried out for the sake of the activity itself (that is, the activity itself was prompted by the process itself or the content of this activity) are procedurally-substantively motivated. In this case, the motive is a sense of efficiency, and the result of activity is the growth of various kinds of competence. Intrinsically motivated forms of activity give the impression of a lack of purpose; motivates the process, not the result of the activity (for example, children's games, aesthetic experiences, the activity itself is attractive - a hobby). Therefore, this motivation is sometimes called procedural.
The initial condition, objective basis and constructive tool of internal motivation is the process of the emergence, formation and development of the individual's consciousness as the formation of the potential of his self-organization. In this sense, the self-organization of an individual can be qualified as a purposeful and conscious systematization of his perception, carried out on the basis of analytical mental activity to order ideas and mastering actions. This means research and the formation of an individual's ideas aimed at himself, understanding and ensuring the satisfaction of his own needs, the accumulation and development of the necessary knowledge, the assessment of personal qualities and the development of organizational skills, the enrichment of the culture of society, the achievement of a certain level of personality development, the acquisition and consolidation of social status. ...
As a rule, each activity in an organization is always motivated by a complex, a combination of procedural - substantive and external motives. Moreover, in some situations, external motives are predominantly at work, and in others, procedural ones.
Everything that is aimed at achieving some final result or goal is considered to be outwardly motivated. Any activity that is prompted by achievements, power, status, requirements, should be considered as externally motivated. When activity is prompted by the desire to demonstrate (or achieve) power or social status, then it is externally motivated.
All stimuli that affect activation and cause process-content motivation have the following characteristics:
Novelty and change;
Surprise;
Complexity;
Uncertainty.
Some permissible (optimal) inconsistency, inconsistency of new information with the known and expected arouses interest, stimulates search activity, encourages and directs behavior. Children's games, manipulative behavior, and orientation-research activities are obviously motivated by just such conditions.
Complexity and deviations from the expected are also determinants of procedural motivation. It is the unexpected changes in the known object that cause the state of strong activation. Everything unusual, non-standard stimulates search activity and arouses positive emotions.
Intrinsic motivation arises when the discrepancy, inconsistency between the current information and some internal standard (expectations) is not very large.
Studies of the state of people who enjoy the very process of study or work, studying their experiences and feelings in the process of internally motivated activity, made it possible to single out the following indicators of procedural and meaningful motivation:
1. Feeling of complete (mental and physical) involvement in the activity.
2. Full concentration of attention, thoughts and feelings in practice.
3. The feeling that you clearly know how to act at this or that moment of work, a clear awareness of goals.
4. Lack of fear for possible mistakes and failures.
5. Loss of the usual feeling of a clear awareness of oneself and one's surroundings, as if "dissolving" in one's business.
Procedural and substantive motivation in this concept means that a person is happy to devote himself to work, with pleasure to immerse himself in activity. Intrinsic motivation is a certain emotional state - the joy of being active. To describe the state of a person in the process of internally motivated activity, the concept of "flow" is introduced.
The concept of "flow" defines a complete dedication to one's work, a joyful feeling of activity, when an individual seems to completely dissolve in the subject of activity, when attention is completely focused on an occupation that makes one forget about one's own "I". "Stream" is a kind of state of joy, inspiration, delight.
For the emergence of the experience of "flow", it is important to balance the capabilities of the subject and the complexity of the task. If the possibilities significantly exceed the complexity of the task, then the person experiences boredom, and otherwise - anxiety. If the complexity of the task does not exceed the subject's capabilities by much, then conditions arise for experiencing the "flow".
The feeling of "flow" arises in a person when she begins to enjoy the activity itself (for example, from solving math problems, playing sports, writing poetry, etc.).
The feeling of "flow" makes activity akin to play, because in play the joyful enthusiasm for action is most vividly represented.
The experience of "flow" is not an exceptional event; it also manifests itself in the form of minor everyday episodes (in dreams, fantasies, play).
To characterize intrinsic motivation, two types of experiences are used:
1) a sense of their capabilities;
2) self-affirmation.
The more these two experiences are expressed, the higher the level of intrinsic motivation. In this case, the activity turns out to be the stronger internally motivated, the more it is associated with testing their capabilities and does not require reinforcement. External motivation becomes when the result is achieved by the subject ascribes to external reasons (and not to his own capabilities) and when he acts not so much of his own free will, but as a result of external influences (for example, reward and punishment).
The pressure and demands of the environment, promised rewards and possible punishments - all this can reduce the level of experience of self-affirmation up to the emergence of a feeling of complete dependence (feeling like a "pawn"). The more a person feels himself master of the situation, the more she gets pleasure from her activities and the higher is HIS intrinsic motivation; and the worse she succeeds, the more he feels himself to be a toy of external circumstances, the more she perceives her activity as devalued and motivated from the outside.
The peculiarities of procedural and substantive motivation are to feel their effectiveness, to feel themselves as a source of changes in the world around them, to strive to be the cause of their own actions (and not to fall under the influence of other people). People's experience of their own independence, feeling that they are a source of changes in the surrounding world is an important indicator of internal (procedural) motivation.
For example, when an employee feels himself to be the subject of his activity (that is, he feels that a lot depends on him), it can be argued that his activity is internally motivated. And when work perceives is defined as due to external factors and circumstances (the presence of control, reward, punishment, etc.), that is, it is externally motivated. When these external factors disappear or weaken, then the motivation for activity also disappears and, of course, a person is not inclined to engage in it on his own.
Another factor - the feeling of one's own competence, one's own capabilities - is also an important motivation (reason) for any activity and characterizes the procedural-meaningful motivation.
Assessment of their abilities and their competence, confidence in their ability to complete a certain task is an important motivating factor in many types of activities.
Confidence in one's competence is an opinion about one's capabilities (abilities) to complete a specific task.
You can also highlight the so-called sense of group effectiveness, the group's confidence in the success of the task ahead. In cooperative activities, group members express their confidence in the ability of the group as a whole to be successful. Effective groups have a strong belief in group effectiveness.
Individuals with a strong sense of competence, when faced with difficulties, overcome them more persistently. A person's confidence in their capabilities determines the motivation and effectiveness of activities.
Performance can be poor for two reasons:
People are lacking in ability;
With sufficient ability, they lack self-confidence.
It should be noted that the subjective assessment of one's competence determines to a greater extent a positive attitude towards activities than the level of development of abilities. Abilities themselves also play a big role. However, one person of average ability may be quite confident and another may not feel confident enough. Thus, it is the subjective perception of one's abilities, the assessment of one's competence that determine motivation and persistence in activity.
Thus, a significant motivational factor is not the level of abilities, but a subjective assessment of one's capabilities and confidence in the effectiveness of activities.
Employees with a strong sense of their own effectiveness set challenging goals and put more effort into achieving them.
Confidence in one's own competence increases when certain successes are observed in the process of activity. Successful experience has a positive effect on the sense of one's own competence.
There are three factors that affect a person's confidence in their abilities:
Successful completion of previous assignments (experience of success and failure);
Observing others;
Verbal persuasion.
Let's take a closer look at each of these factors in order of their importance for the development of self-confidence.
Successful experience in the past is one of the most important sources of confidence in your sipahis. After a series of successes, self-confidence rises, and setbacks diminish it. Initial failure has an extremely negative impact on such beliefs.
But if failures are attributed to such an unstable internal factor as a lack of effort (that is, when a person explains the reason for his failure by the fact that he did not work enough, did not make the necessary efforts), then the negative impact of failures decreases and failures practically do not affect her perception of her own competence and self-esteem. ... This explanation of the reasons for failure mitigates the influence of negative experiences, feelings of competence and confidence in their abilities. Explaining their failure by insufficient efforts does not lead to the formation of a feeling of helplessness and does not diminish the assessment of their own competence.
Observing others' accomplishments is another source of confidence in your own capabilities. When a person sees that a colleague has successfully dealt with a problem, it adds self-confidence.
It is essential that the model (another person) demonstrate not only skills, but also a successful strategy, perseverance, the desire to try several ways and options in solving a problem. A person adopts from others, in addition to skills and abilities, perseverance, the desire to overcome obstacles and difficulties. Watching over a different person the subject can imitate, borrow and use a similar strategy in his actions.
The most powerful influence, as a rule, is made by people from the immediate environment. However, it is possible to imitate models of television, literary, etc.
If employees receive feedback on their success (positive information about successful tasks), their confidence in their ability to complete the next task increases. By pointing out to employees that their own efforts are conducive to the success of the organization, managers encourage persistence. Under the influence of this feedback, subordinates will continue to be inclined to put in effort and work hard to achieve success.
But information alone about the successful or unsuccessful completion of the task is not sufficient to develop a sense of one's own competence. In order for the subordinate to feel more competent, important information (feedback) about which skills of the subordinate have improved and how this will help him in the future.
To obtain successful results of activity, it is equally important for a person to master a strategy for overcoming difficulties and show perseverance.
Showing that the beginning of any activity is always accompanied by many disadvantages, the first option for completing a difficult task, in most cases, is imperfect, and that through efforts, persistence and change in strategy can significantly improve performance, the leader demonstrates a strategy for overcoming difficulties. Such modeling has a stronger effect on motivation than the habitual demonstration of certain skills. It is important to point out to subordinates to improve specific skills, that is, what exactly ensured the successful performance of the activity.
Competitions undermine procedural content motivation. Evaluation of the performance results of each employee, based on a comparison of his achievements with the achievements of others, should be considered as undesirable actions that significantly affect a person's self-esteem. It is more prudent to compare the performance of each individual worker with their previous efforts to achieve success. People, as a rule, are not inclined to give special importance to the efforts in achieving success. Overestimating the role of ability, they usually do not perceive effort as a significant factor in ensuring success.
Explaining the reasons for failure is also an important motivating factor. When a person attributes failure to a lack of effort, it helps build a positive image and self-esteem, while admitting that the performer has failed due to lack of ability reduces self-esteem, self-esteem and self-confidence.
The desire of people to maintain self-esteem and high self-esteem is an important motivating factor in any activity. The individual often believes that ability is the main factor in achieving success, and the lack of it is the main reason for failure. This attitude can create an undesirable tendency to avoid failure in order to maintain a positive image, self-esteem, and high self-esteem.
Trying to avoid failure leads to other negative consequences. Trying to avoid failure, a person sets himself either very low or very high goals. Low goals and easy assignments tend to guarantee success. By choosing them, a person maintains self-respect and stable self-esteem. Some people set themselves high (often unattainable) goals so that later they can more easily survive the failure and justify themselves, referring to the complexity of the task.
Thus, the employees' sense of their own competence is an essential feature and factor in the development of procedural and substantive motivation. The nature of the feedback between the manager and the subordinate significantly affects the motivation of the subordinate's work. So, for example, when in the process of work there are positive feedbacks (approval, positive assessment), then the procedural-meaningful motivation increases. If negative feedbacks prevail (unsatisfactory reviews, which indicate unprofessionalism or incompetence of employees), then the internal motivation of employees decreases.
However, it should be noted that the assessment of the results can be perceived in two ways:
As evidence of competence, it grows, thereby increasing the procedural-content motivation;
As a manifestation of external control, it weakens, in this case, the procedural motivation.
For example, a manager assessed the work of a subordinate as follows: "You worked well." This approval can be perceived by subordinates, on the one hand, as evidence of their own competence. But, on the other hand, perhaps the subordinate will perceive him as a kind of psychological control (i.e., as confirmation that he has fulfilled all the manager's requirements). The psychological effects of these two subjective interpretations of the same circumstance, the procedural-content motivation will be opposite. In the first case, the subordinate's internal motivation will grow, in the second, it will decrease.
So each managerial action can have a different meaning and content for subordinates. If the controlling influence is perceived by subordinates as feedback (information about success), then it enhances the feeling of personal involvement, autonomy, competence, contributing to an increase in the internal motivation of the subordinate. If the managerial action acquires the meaning of control over behavior (that is, it is perceived by the subordinate as external pressure and control), this reduces the procedural-meaningful motivation.
Thus, responsible for the increase or decrease in the internal motivation of subordinates is not only the managerial action itself, but also its meaning (informative or controlling) for the subordinates.
The factors that have a positive impact on the procedural and substantive motivation of employees include situations of free choice. The choice, which is carried out by the workers themselves (for example, the choice of tasks or approaches to their solution), gives them the opportunity to feel freedom and self-determination in their work. And the employees' feeling of constant regulation and control on the part of the manager significantly reduces the procedural and substantive motivation. Naturally, under such conditions, they begin to perceive their activity as forced, conditioned from the outside, that is, externally motivated.
Of course, work can be carried out under the influence of external factors. However, as soon as approval and punishment weaken and external control is removed, the very motivation of the employee weakens.
If external motivation is added to the internal motivation sufficient to induce activity, then the propensity for activity and, accordingly, the level of procedural-meaningful motivation decreases. In other words, persistent rewards (external stimuli) reduce intrinsic motivation for interesting activities. It is important to pay attention to the fact that only intrinsic motivation decreases, that is, interest in the process and content, which are primarily attractive for human activity. In the process of receiving regular rewards (that is, external reinforcement) over a period of time, the overall level of motivation will be quite large. However, after the abolition of the reward, interest in the activity itself (namely, in its process and content) will be weaker than before the start of external reinforcement.
It was found that material reward reduces the indicators of procedural-content motivation more than symbolic or verbal (verbal). Expected rewards weaken process-content motivation more than unexpected ones.
All of these data are valid, provided that the activity first aroused significant interest in people. The reward reduced the pleasure of an interesting task, but increased the pleasure of an uninteresting one, and so much so that the work on the latter began to bring more joy than the completion of the first.
The promise of rewards leads to an awareness of possible pleasure. If at the same time there is a feeling of a decrease in competence and a decrease in self-affirmation, then intrinsic motivation is weakened.
Thus, circumstances that provide employees with autonomy and maintain their competence and self-confidence increase the procedural-meaningful motivation. And the circumstances that exert pressure on employees, control them, emphasize their incompetence, do not provide clear and adequate information regarding progress in the work process, only weaken the procedural-meaningful motivation.
In psychology, there are two types of motivation - positive and negative. Positive motivation is seen as an attempt to succeed in one's own activities. This presupposes the manifestation of conscious activity in achieving success in their work. This state is associated with the manifestation of positive emotions and feelings. But negative motivation includes everything that is associated with punishment not only material, but also moral, that is, what is associated with condemnation.
Motivation should be in directing staff towards an organizational goal. Effective, as already noted, it will be only in the case of motivation through individual needs or understanding of the ability to satisfy individual needs through the implementation of organizational tasks. And the closer this relationship is, the more effective the motivation will be.
According to I. Murashko, the motivation model is formed from successive stages, namely:
Determination of human needs and incentives.
Failure to meet needs creates tension.
Tension is influenced by external circumstances, opportunity and purpose.
It takes effort to meet the needs.
Efforts lead to the achievement of a certain level of indicators, which are based on weaknesses.
For the indicators achieved, rewards are provided that satisfy the initial needs and incentives.
This scheme is implemented cyclically: the satisfaction of some needs causes others, the satisfaction of which will again require certain efforts.
In addition to needs, human labor is motivated by other factors, such as abilities, environment, etc.
When creating their own systems of motivation, each organization is given preference to individual factors of motivation. It depends on the size of the organization, the state of the life cycle in which it is located, the ability to attract resources, personal perception and the appropriateness of using certain factors by management.
As a rule, external factors initially have a stronger influence, but their effect is limited in time. Internal factors are considered longer in duration and deeper motivators, but they require an individual approach to each member of the organization and the creation of appropriate working conditions, communication outside of work, changes in the psychology of the manager-subordinate relationship, changes in the philosophy of managing the organization, understanding that the highest value the organization is a proactive, creative, highly motivated staff.
at the same time, it is necessary to understand that internal and external factors do not act as antagonists - they are complementary, and human behavior is determined by the simultaneous action of many motives.
To effectively motivate members of the organization, it is necessary:
Determine the level of remuneration that would satisfy the employees;
Set the desired level of labor productivity, which should be achievable;
Determine a fair balance: results-reward;
Outline the fair use of penalties and incentives;
Create appropriate conditions for the self-realization of employees;
Form clear and achievable goals of the organization, the achievement of which will make work even more motivated;
To create conditions for the balanced use of internal and external factors to motivate the work of members of the organization.
External, in relation to the employees of the system, motivation, can work with more or less efficiency in the organization, but no motivational event will be successful if a person does not have internal motivation.
Intrinsic motivation - This is a psychological state of a person, which is characterized by positive emotions caused by the attitude to the work performed, to the team in which the person works, and to the environment. A feature of internal motivation is that the impact on it from the organization in a positive direction is very difficult, while somewhere the motivation through the fault of the organization is very common.
Demotivation - partial or complete loss of a person's intrinsic motivation to perform their duties.
When a person comes to a new place of work or study, her internal motivation works strongly, as new tasks, new perspectives, new horizons appear.
Since, according to experts, the organization cannot influence internal motivation in a positive direction, it is necessary to make every effort to mitigate the possible factors of demotivation.
The main factors of employee demotivation are:
Violation of agreements that were reached when hiring or changing positions;
Failure to implement any of the employee's skills that he himself values;
Ignoring Ideas and Initiatives;
Lack of a sense of belonging to the organization;
Lack of a sense of achievement, which is manifested in the absence of one's own professional growth and visible results;
Lack of recognition of achievements and results from management and colleagues;
No changes in the employee's status.
Taking into account possible factors of demotivation when determining the range of tasks for an employee, attracting him to various projects and creating an atmosphere of involvement in the life of the organization will keep a high level of internal motivation of a person, which will contribute to the effective use of its potential.
Organizations can choose one of two HR strategies using known motivational forces based on knowledge of intrinsic motivation.
Situational Advantage Strategy. This strategy is based on exploiting the situation of a surplus of cheap labor. At the same time, the material and incentive base for employees is minimized by: establishing an overall low level of wages; the establishment of a low level of wages for the so-called probationary period, when a person tries to work with maximum efficiency in order to gain a foothold in the workplace; constant rotation of personnel, etc.
The second strategy is based on continuous improvement of intrinsic motivation, using the tactics of attracting and retaining highly qualified workers.
Extrinsic motivation is some of the pleasant consequences or results of an activity (reward, praise, success) for a person, which prompt him to perform any activity.
After performing a certain activity, a person can receive approval, a positive assessment, material reward, that is, positive reinforcement. Satisfaction due to positive reinforcement is associated with activity, thus establishing an activity-pleasure relationship. A person has a desire to get pleasure in the future (praise, material reward, etc.), which motivates her to perform the activity that was associated with pleasure.
If the process of activity or its result is not supported (i.e. when there was neither approval, nor reward and, accordingly, pleasure), then in this case it is less likely that in the future a person will strive to perform this activity at a high or sufficient level for the organization. level.
Positive experiences that are associated with certain activities serve as emotional reinforcement of what happened before or during the experience. As a result, a person will strive to do what caused satisfaction or what provided an opportunity to avoid discontent. If some action was combined with a pleasant experience, then the combination of positive emotions with activity increases the motivation for this activity.
Certain behaviors fixed and repeated in the future when they are accompanied by positive consequences (reward, approval, the opportunity to assert themselves). And the likelihood of their repetition, as a rule, decreases if these actions are not associated with pleasant emotions, or, conversely, are accompanied by something negative (punishment, disapproval, etc.).
If a person receives positive reinforcement (approval, reward) for certain forms of behavior, then such actions are fixed and reproduced in the future, and resorting to punishment, the person is forced to avoid certain actions. Receiving punishment for certain actions or inaction, a person will further act "as needed" not because she wants to, but because she is afraid of punishment. And when the threat of punishment disappears, the previous undesirable forms of behavior are restored.
By resorting exclusively to punishment, according to many psychologists, it is impossible to form internally motivated activity. If punishment is used, it is advisable to combine it with positive reinforcement.
To shape the necessary organizational behavior, it is necessary to highlight those actions of employees that are socially desirable, and support them with approval, rewards and other types of reinforcement. Various types of positive reinforcement of organizational behavior can be distinguished.
Praise (approval): The manager approves of the actions of his subordinate for high performance. Positive reinforcement (praise) depends to a certain extent on the relationship between the leader and the subordinate. Praise from leaders with whom the subject (subordinate) is on good terms tends to have a lot of influence. The uniformity of forms of approval and their systematic use reduces the effect of such reinforcement.
Privileges and status increase. Raising formal or informal status has a positive reinforcement effect. The expectation of an increase in status has a noticeable effect on the personality (stimulates to activity).
Progressive firms are adept at using this motivational factor in management. A sufficiently ramified management system (the presence of many departments, groups) has a significant impact on the motivation of both the management team and ordinary employees. A person has an incentive to become the leader of even a small structural unit or group, and by achieving the desired status, he tries to climb even higher up the hierarchical ladder.
The ability to receive certain privileges, higher wages, the ability to manage and thereby satisfy their need for power are significant motivational factors. This encourages a person to achieve a position, make great efforts to get it. It naturally strives to rise higher in the management hierarchy. The ability to influence people and be a subject of changes ("source"), and not an object and passive executor of someone else's will, is quite attractive. After all, a person seeks to independently influence, determine, decide, and not be the object of the influence of other people.
Trust, attention, assessment of your abilities, the ability to demonstrate yourself as a leader (leader) - all this encourages a person to work even harder.
Grades, points, test indicators. Good and excellent scores, high ratings, and high test scores have a significant incentive effect. It should be noted that a more differentiated assessment system has more motivational value. In this case, the subordinate can compare his own achievements not only with the results of other people, but also with his previous achievements. Not only a positive assessment stimulates to work, but also a vision of prospects, a desire to surpass their achievements.
Material reward. Prizes, gifts, bonuses, monetary rewards have a great influence on the motivation of any activity. But with a systematic application, these forms of positive reinforcement can negatively affect the procedural content motivation.
The main thing in reinforcement is the presence of positive emotions, with which we associate a certain activity, in which we strive to form interest. For reinforcement, to a certain extent, it does not matter where the source of positive emotions is: in approval, in symbolic reward, or in material incentives. The most important thing is the combination of pleasure with certain activities. If, when performing an activity, you learn to cause pleasure, then in this way you can form an interest (or procedural-meaningful motivation) in this activity. If you praise yourself, reward yourself with chocolate or other sweets for the successful completion of an activity, then this can have the effect of self-determination (and contributes to the formation of interest, motivation for the activity).
The stronger the pleasure that a person received from the reinforcement or self-determination of a certain form of organizational behavior, the stronger the behavior (or activity) will be consolidated.
It is very important to know what exactly will cause the greatest pleasure in a particular person, what form of reinforcement will be effective. Information about the hierarchy of needs and motives of the individual for choosing the appropriate form of reinforcement is important.
Motivation is the motivation for an activity due to the prediction of pleasure associated with that activity. Receiving satisfaction after completing a certain work, a person assumes the possibility of such pleasure in the future, which will prompt him to perform this activity. Thus, the power of pleasure, the intensity of positive emotions is an important factor in the formation of motivation for activity.
External reinforcement is more effective when combined with quick and adequate feedback on success or failure. At the same time, the result of the activity, progress or deterioration of the important components of the activity, is recorded and noted. This allows a person to monitor the effectiveness of their activities.
Reinforcement has the greatest impact when it is combined with a phased program, that is, when the desired forms of human organizational behavior are achieved and reinforced gradually.
In the organizational behavior of the employee, it is necessary to isolate small fragments and create such conditions that would make it possible to achieve maximum success and minimize failure. Each piece should be small and uncomplicated. A person proceeds to the next task only when he succeeds in completing the previous one. All elements are small and simple, their execution is accompanied by positive emotions, pleasure as a result of the successful completion of the task, the required number of points, verbal and symbolic approval, material reward, etc.
In such a situation, a person struggles with himself, and not with others, and this approach, on the one hand, has all the advantages that competition gives, and on the other hand, failure does not cause any negative consequences.
Any behavior is reinforced by positive reinforcement, and repetition of such behavior without positive reinforcement contributes to its extinction. This also applies to socially undesirable organizational forms of behavior (theft, violence, deception, etc.). The strategy of psychocorrection is to stop reinforcing socially undesirable behaviors.
If a person has a certain interest in the process and content of the activity, then by providing more external reinforcement, the general level of motivation can increase.
Providing external reinforcement, for a certain time, it is possible to maintain a sufficiently high general level of motivation, since external reinforcement in the form of material reward, symbolic or verbal approval is also added to the procedural-meaningful motivation. After the termination of regular reinforcement, there is a decrease in procedural content motivation (interest in the content of the activity).
Positive reinforcement reduces the procedural content motivation in such cases:
If external reinforcement creates the feeling that you are being manipulated;
If a person does not have a sense of pride in their achievements;
When activities are reinforced that the person has already performed with interest (i.e. good and without rewards);
When reinforcement does not depend on achievements (that is, when it is the performance of the activity that is reinforced, regardless of how the person performed it);
When both good and satisfactory results are reinforced;
If rewards are used very often, there is a threat of satiety, rewards are ineffective if they become routine procedures.
Thus, we can say that motivation is one of the factors that ensure the effective performance of work.
Introduction
How to improve the efficiency of the company? How to motivate staff to work with high efficiency? How to interest employees in the end result, a creative approach to work? Each leader will confirm the relevance of these questions. In modern conditions, the problem of employee motivation occupies one of the key positions in the management of the company. The complexity of building a motivation system in companies is that implementing a “standard” motivation system or a development borrowed from others does not bring the desired result, and may even harm. The specifics of work, the quantitative and qualitative composition of employees - all this affects the construction of a motivational scheme. The subject of my research is the factors of motivation identified by F. Herzberg in the two-factor theory of motivation developed by him on the example of a commercial organization (hereinafter referred to as the Company). The object of the research is the staff of the Company with an established motivation system. Identification of the most significant factors for the Company's employees is the goal of this work. Forming groups requiring a different motivational approach is one of the tasks.
1. Foundations of the theory of motivation
Motivation is the process of encouraging oneself and others to act in order to achieve personal goals or the goals of an organization, as well as a process of a person's conscious choice of a particular type of behavior, determined by the complex influence of external and internal factors. The study of motivation is an analysis of the causes and factors that initiate a person's activity, as well as direct, support and lead to completion of a certain behavioral act. The essence of motivation lies in the fact that the personnel of the company effectively perform work in accordance with the delegated rights and responsibilities, in accordance with the adopted management decisions. There are various theories of motivation, based on which the management of the company can stimulate the employee to the best work results. According to the prevailing stereotypes, most company leaders believe that the basis of motivation is the material component. But there are other factors that affect employee performance. When developing motivation systems, one can rely on the theories of A. Maslow, D. McClelland, F. Herzberg. The theory of Frederick Herzberg is interesting for its two-factor nature and one might say "parallelism". F. Herzberg developed a model in which there are hygienic and motivational factors. Moreover, the whole process of obtaining satisfaction or dissatisfaction was divided by him into independent processes: “satisfaction-lack of satisfaction” and “dissatisfaction-lack of dissatisfaction”. Hygienic factors (health factors) affect "dissatisfaction - lack of dissatisfaction", they can be conventionally called external factors, motivating factors (motivators) affect "satisfaction - lack of satisfaction". (see Table 1)
Table 1. Factors of motivation according to the theory of F. Herzberg
In my work, I will use this motivation model.
2.Brief description of the Company and the system of motivation in it
2.1 External factors affecting the qualitative composition of personnel
The company was founded in 1994. The main activity is a professional participant in the securities market... Specializes in servicing individuals. Has more than 100,000 regular customers. It has been holding a leading position in its field since 2002.
A factor influencing the company's personnel policy is the presence of FFMS licenses: most of the employees must have certificates that allow them to work in the securities market, which, in turn, can only be obtained by passing a specialized exam. Despite the large number of companies working in this area, there are few real professionals on the market.
Companies have a question: how to get a professional and how not to lose it, let alone give it to competitors. The social circle, the core of which for a long time was the FSFM and NAUFOR, allowed the "bounty hunters" to know by name everyone who stands at least something on the market.
The second question is how to stimulate an employee for creative, effective work?
The third question is the question of loyalty. The transfer of a middle or top-level employee to another company can lead to the transfer of a part of clients with him, the transfer of information and technologies.
Therefore, employee motivation is one of the most significant tasks of the HR department of the company's management
2.2 Internal structure of the company and its features
For this study, only the part of the Company responsible for work on the securities market was taken. Bank, Management Company, Training Center, IT-companies and foreign companies are not involved in this study. The number of this part of the company is 414 employees. Of these, according to the HR department, 75% have higher education and about 10% will receive it in the coming year. More than 40% of employees have two higher educations.
Analyzing the staffing table of the Company, I conditionally identified the so-called “earning” and “serving” divisions of the company. “Earning” divisions - employees directly work with clients, sell the Company's services, advise clients, and manage their assets.
"Serving" divisions - provide legal, analytical, accounting and technical support (see Table 2)
Table 2.Division of departments of the Company into two groups
According to the staffing table, the number of employees is distributed as follows (see Table 3)
Table 3. The quantitative composition of departments
| Subdivision type | Subdivision | No. of employees |
| Earning | 1.Department of direct client solutions | 115 |
| 2.MIDL-office | 15 | |
| 3.Department of customized customer solutions | 60 | |
| 4.Sales department | 40 | |
| 5.Regional department | 62 | |
| TOTAL | 292 | |
| Serving | 1.General Secretariat | 15 |
| 2.Back office | 12 | |
| 3.Accounting | 20 | |
| 4.Depositary | 10 | |
| 5.HR department | 8 | |
| 6.Legal Department | 12 | |
| 7.Finance department | 10 | |
| 8.Department of Marketing and Advertising | 20 | |
| 9.Analytical department | 15 | |
| TOTAL | 122 |
Also, each "earning" and "service" division has its own staff of secretaries-employees involved in the processing and systematization of the documents of the department. These employees, most often undergraduates or university graduates, are regarded as a talent pool.
According to the HR department, you can create such a table (see Table 4)
Table 4. Average length of service in the Company
2.3 Brief description of the existing system of motivation
Wages (a fixed part of wages) in the company are paid on time, in full and are fully taxable. All employees of the company have the following motivation package:
Food subsidy (lunch)
Free training at the Company's Training Center
For employees who have worked for more than a year, the following is added:
Payment for the sports club
Annual annual bonus of 30-50% of salary
For department heads:
Payment of vacation expenses
Partial payment of transportation costs
Employees of "earning" divisions have an additional bonus: a variable part of wages. Each of these divisions has a developed and approved "Regulations on wages", according to which the monetary remuneration of department managers consists of two parts: a permanent part and a variable part:
DV = Obaz + Per, where
DV is the total cash remuneration of an employee at the end of the month,
Obaz - Official (base) salary,
Per - Variable (premium) part of the reward.
Since the Company receives its main income in the form of:
1.Brokerage fee
2.Additional reward for successful management of client assets
3.Income from dealer operations
The variable part of the remuneration is tied precisely to these incomes. A manager is “attached” to each client of the Company, who receives additional income from the commission brought by the client.
3. Analysis of hygienic factors of motivation
The survey of the Company's employees was carried out taking into account the division of the Company into “earning” - “serving” and taking into account the length of service in the company.
The employees evaluated the stabilizing factors on a 10-point scale. 10 points were assigned to the factor most important of the listed for the employee. The level of the factor itself was also assessed, similarly on a 10-point system (the higher the score, the lower the level of “dissatisfaction”). The table shows the average score. (see Table 5)
Table 5. Assessment of the significance and level of hygienic motivation factors for the Company's employees
| Hygiene factors | Earning | Serving | ||
| Significance | Level | Significance | Level | |
| Organization and management policies | 4 | 3 | 6 | 2 |
| Working conditions | 8 | 9 | 5 | 9 |
| Wage | 9 | 8 | 9 | 5 |
| Social status | 8 | 8 | 7 | 8 |
| Interpersonal relationships with the boss, colleagues and subordinates | 7 | 8 | 8 | 7 |
| 6 | 5 | 8 | 6 | |
The employee's work experience also influenced the assessment of the significance and level of factors.
For example, working conditions are highly appreciated by all employees, but at the same time, employees who came to the company before 2009 (52%) rate this factor higher, and the importance of this factor is put in last place, and this does not surprise anyone: the company only moved to a new one in 2010 , a modern building, and before that rented a room in disrepair. The Company has always had standardized working hours and flexible hours.
Grade organizational and management policies caused difficulties for all respondents, since employees do not equally assess the policy of the management. The company has always positioned itself as customer-centric. The management created the most favorable conditions for the divisions working with clients, that is, "earning". This is one of the reasons for the internal conflict in the Company. “We bring money - we are the main ones” - “And without us you could not earn and save anything”: the eternal dispute between employees. It draws attention to the fact that the “earning” department feels more comfortable, since they have a lever of pressure when solving work issues “it is necessary for the client”. Concerning interpersonal relationships with the boss, colleagues and subordinates , then this factor is more significant for the second group, and the level of the factor is quite high. Employees who have been working in the Company for more than 3 years rate the significance and level of this factor higher than “newcomers”.
The degree of direct control over the work has the same significance for the respondents, but at a different level. All employees admit that the control in the Company is weak, and this is annoying, but employees of the accounting department, the depository, the back office have “additional” control in the form of the Federal Financial Markets Service, the Central Bank, the tax office, which, according to them, is a mobilizing factor.
Social status - the personnel of the Company are typical “white collars”. The level of wages in the Company is quite high, which raises the level of social status. All interviewed employees have an unambiguous opinion “Our Company is a name in a professional environment”. HR department statistics show that when moving to another similar company, an employee most often increases his job status and the level of remuneration. The significance of this factor is highest among young employees (under 28 years of age)
Wage- the analysis of this factor causes the greatest difficulty. According to the theory of F. Herzberg, this factor is hygienic. Its presence should not induce better work, but simply affects the level of "dissatisfaction", but the assessment of its significance for employees is the highest, and the assessment of the level is very different. Since the employee is accustomed to his salary, annual bonus, social package, he takes it for granted - earned, so they are not a motivator for better work. The variable part is another matter - what factor is it for the employee? An additional survey showed that for many it is a motivating factor and it can be related to the factor of "recognition and approval of work results"
4.Analysis of motivational factors
When assessing motivational factors, a survey was used according to similar criteria listed in the previous chapter. Only in this table, 10 points correspond to the greatest satisfaction (see Table 6)
Table 6. Assessment of the significance and level of motivational factors for employees
| Motivational factors | Earning | Serving | ||
| Significance | Level | Significance | Level | |
| Success | 8 | 8 | 8 | 8 |
| Career advancement | 5 | 8 | 7 | 8 |
| 9 | 8 | 9 | 5 | |
| 7 | 8 | 6 | 8 | |
| Opportunity for creative and professional growth | 8 | 8 | 8 | 8 |
Analyzing the staffing table of the company for several years, we can conclude that promotion , as a motivating factor, the Company pays great attention to. Most of the employees who came to the positions of secretaries, couriers, assistant specialists, regardless of divisions, reached the positions of middle and top management. Out of 9 employees who came to work before 1999, 5 people went up the career ladder from courier to head of a large department, and the accounting secretary in 1999 now holds the position of Chief Operating Officer. The low significance of the factor for “earning” divisions is surprising. But after considering the provisions on remuneration in these divisions, it becomes clear that the manager's salary may be less than that of a specialist. The specialist is more popular with clients and counterparties, since he is in constant contact with them, and often he is better known in the professional community than his boss. A high level of factor also contributes to promotion. opportunity for creative and professional growth - the company not only supports new projects, ideas that everyone can offer, but also partially pays for a second education, organizes various seminars, trainings.
Factor success employees associate with the success of the Company as a whole - ratings, awards, press citations - all this positively motivates employees.
High degree of responsibility arises from the publicity of the Company and work online. And according to the employees, many people like this feeling of drive.
Recognition and approval of work results - a factor whose level is differently assessed by representatives of the two groups. This follows from the following: the "earning" group judges the results of work and its recognition by the variable part of the salary, the results of the work of the "service" group in the company are not evaluated or encouraged.
5. Conclusion
Any theory colliding with practice is subject to criticism and correction. A survey in the company showed that employees differently divide factors into hygienic and motivating ones. An additional survey revealed that for the majority of those who do not receive a “variable part of the remuneration”, salary is a motivating factor. It also cannot be ruled out that, under certain circumstances, factors can move from motivating to hygienic and vice versa. This is the case with the factor "success": experienced employees are accustomed to the fact that the Company has been holding a leading position in the market for more than 10 years and the factor for them has become "hygienic".
Analyzing the factors of motivation in the Company, we can conclude that the Company has pronounced “groups for motivation”. This is natural, since different people have different needs and will be motivated by different factors.
Let's try to highlight the factors in relation to which the Company is “homogeneous”, that is, it equally qualifies them as hygienic and motivational. (see Table 7)
Table 7. Distribution of factors by groups for all employees of the Company
This Table 7 does not include two health factors - wages, work control and three motivational factors - success, recognition and approval, the possibility of growth. By conventionally dividing employees into groups according to work experience in the Company, one can understand the reasons for this statistics. 25% of employees (who came before 2005) attribute success and the possibility of growth to hygienic factors, while employees under 28 consider the opportunity to grow as one of the important motivating factors. Young employees recognize that control over their work is a motivating factor for them, and it becomes clear that it becomes impossible to build a unified model of motivation for a given Company.
The Company's management is aware of this, constantly working to lower the “level of displeasure”, trying to increase the motivational component by “enriching” labor (expanding responsibilities, additional work on short-term projects), trying to implement an individual approach to each employee, because “someone and he can work in the corridor, but someone has a separate office with a sign - the main reward "
Developed a new version of the employee satisfaction questionnaire. Now the questionnaire includes 40 factors (motives) that can affect work motivation, or, on the contrary, demotivation of people. All factors are conventionally divided into six groups: monetary, natural, moral, organizational, paternalistic, and managerial.
- Cash motives are anything related to getting and making money in an organization.
- Natural motives are a variety of material benefits and benefits that a person is guaranteed to receive or achieves with his labor in an organization.
- Moral motives are anything related to recognition of merit, the growth of status and respect, and the creation of a positive emotional climate in the organization.
- Organizational motives are factors associated with the work itself, its nature and content, the organization of labor at the enterprise.
- Paternalistic motives - stability, guarantees, attention, concern for employees.
- Managerial motives - the ability to influence the results of their work and the work of the organization, participation in the management of the enterprise.
To assess employee satisfaction, each respondent is asked to complete the following table:
Filling instructions:
- Read carefully the list of work motives (job characteristics).
- Specify the content of the unclear characteristics (if necessary).
- Rate (in points from 0 to 10) how important each job characteristic is to you - to what extent it generally affects your satisfaction (from 0 - "not at all important" to 10 - "critically important").
- Next, rate your satisfaction on a ten-point scale for each job characteristic by putting any sign in the appropriate cell of the table.
The evaluation results are processed according to the following algorithm:
1. Let's summarize the assessments of the importance of all motives (second column of the table).
2. The assessment of the importance of each motive is divided by the sum obtained and we obtain the weights of the characteristics (their sum should be equal to 1).
3. We multiply the weights of the motives by the assessment of satisfaction for each motive and add them up.
4. The resulting score - the satisfaction index (from 0 to 10) - shows the level of employee satisfaction.
6. We determine the local indices of employee satisfaction by individual factors (by categories of personnel, departments and the organization as a whole).
7. We present the assessment results (in the form of tables or diagrams).
This methodology makes it possible to assess employee satisfaction, taking into account a wider list of factors and the structure of employees' labor motivation, since each factor in the final assessment is taken into account with a certain relative weight, reflecting the importance of this factor for a given person. This gives more accurate results compared to known techniques. You can use this questionnaire in your work.
The article was first published on Executive.ru on March 13, 2012 under the heading “Creativity without cuts”. Re-announced in the content block withinspecial project edition
Motivation is an important component of any individual's activity. From Latin, this term, which is found in many scientific fields, is translated as "what moves forward." Correct internal and external motivation allows a person to fully realize their natural abilities and achieve their goals.
Peculiarities
Currently, psychologists, sociologists and educators are studying the deep essence of motivation. But, despite this, there is still no single definition of the concept itself. In psychology, motivation is defined as a physiological process that controls a person's behavior and determines his reactions in a certain life situation. You can use other definitions for this concept, namely:
- Motivation of a person to a certain action.
- The ability of an individual to satisfy his own needs through any activity.
It follows from this that if a person is motivated, then he is active, organized, distinguished by purposefulness and character stability. Many scientists who study the influence of motivation on a person's success in society associate it with the presence of motives.
The motive can be conditionally considered the meaning of the activity, but this concept should not be confused with the goal or need. The motive is expressed in the form of specific human experiences that cause positive or negative emotions associated with satisfaction or dissatisfaction with the state of affairs. For example, if hunger is a need, then food can be considered the goal. The motive in this case is the desire to eat. In the real world, it sometimes takes a lot of inner tension to become aware of motives.
Internal and external motivation
Depending on the source of the motivation for action, the following types of motivation are distinguished:
- Internal or intrinsic. In this case, there are no connections between vigorous human activity and any external circumstances. The motive for this or that action is thoughts, emotions and feelings.
- External or extreme. It arises when external circumstances push a person to certain actions. If you exclude them, then the activity can drop to zero.
Intrinsic motivation is always associated with pleasure. In this case, for a person, the result itself is already a reward. With this type of motivation, the individual:
- Easily maintains a high level of concentration while completing the assigned task, which eliminates the risk of accidental errors.
- Performs the assigned tasks as clearly and efficiently as possible, without unnecessary exhausting overvoltage.
To increase intrinsic motivation, a person must convince himself that he likes to do the work that is assigned to him. In other words, you need to turn work into a hobby. A feature of intrinsic motivation is that it can, to a certain extent, depend on the emotional state of a person. For example, a person can enjoy work only if he is doing well in his personal life.
It is in this case that external motivation, which is often associated with material or moral reward, should keep a person from wrong actions. This type of inducement to action is less effective. Under the influence of external stimulating factors in humans:
- It may be difficult to concentrate, which will lead to a slowdown in action.
- There will be no genuine interest in the problem, which can significantly reduce the quality of the result.
It is optimal when the internal and external factors of motivation are in balance. It is in this case that the likelihood of becoming a successful person increases significantly. Extrinsic motivation is more changeable, which is associated with changes in the conditions of the surrounding world. With constant internal motivation, despair is not characteristic of a person, therefore he always finds ways out of the most difficult life situations.
Classification of motivation by other factors
Depending on other factors, other types of motivations can be distinguished. So, by their constancy, they can be classified into:
- Persistent, who are distinguished by the maximum reinforcement of some kind of external influence or internal belief. In this case, it is not required to create additional motives for the person to successfully move towards the goal. Such motivations can work wonders, as they support a person in a creative state for a long time.
- Unstable, requiring mandatory external support in order to ensure the advancement of the individual forward.
In addition, motivations are classified according to their effect:
- Positive involves the use of exclusively positive incentives. For example, parents promise a child to buy something for the fact that he successfully completes the school year.
- Negative is based on an understanding of what not to do. For example, students need to attend lectures so that they are not expelled. This type also includes material penalties for uncompleted work.
For the successful work of any team, competent external and internal staff motivation is required. As a rule, this issue is dealt with by experienced personnel officers with a psychological education. Setting the right motivation always requires an individual approach. It is necessary to understand what is the motive and incentive for a specific employee to perform high-quality work. Of course, it is important to arouse internal motivation, but, nevertheless, the most effective is external positive motivation (WPM) of personnel.
External motivation of personnel is divided into types in terms of obtaining benefits:
- Material involves receiving material rewards, for example, in the form of cash. This method is considered effective only in relation to the encouragement of an individual employee, a small team working on a specific topic or a group of people engaged in narrowly focused work.
- Intangible provides for the receipt of emotional benefits by personnel. This method works effectively when applied to the entire team. With its help, you can raise the self-esteem of all employees at once and inspire them with self-confidence. This is the case when a person begins to consider the work collective as his family.
Non-financial motivation of personnel requires a professional approach. It is conventionally divided into:
- Labor. For this, the personnel are provided with comfortable working conditions, as well as the opportunity to work on a flexible schedule and get time off if necessary.
- Status. In this case, high-quality work should become a guarantee of promotion up the career ladder, which in itself entails an improvement in well-being.
Staff motivation is divided according to the methods used. It happens:
- Normative, when in relation to a specific employee, psychological methods of influence are applied, prompting the qualitative performance of the assigned tasks. Most often, persuasive informative conversations are held.
- Coercive, this method involves the use of the power that leaders have. This method of motivation is permissible only if the employee does not perform his work properly.
It should be understood that for every working person, the main motivating factor is a competent work-life balance. When it is violated, life discomfort is observed, and this, in general, negatively affects a person, and, therefore, does not allow him to perform his work with high quality.
In order to correctly determine the motivation for personnel, you need to take into account the vital needs of employees. The main ones are as follows:
- Maintaining your own health in good condition, which, of course, does not allow you to do work for wear and tear.
- Having free time to pay attention to your loved ones.
- Getting the opportunity to solve personal problems if necessary.
- Understanding the management in the event of force majeure.
In order to motivate staff for quality work, you can use the following examples:
- Provide one or two paid extra days off per month. On this day, a person will be able to solve any personal problems, and while completing the assigned tasks, he will not be distracted by them.
- Establish a shorter working day for certain categories of employees. For example, this is often needed by valuable professionals in old age.
- If possible, allow employees to work remotely for objective reasons.
- Organize the correct work schedule, providing food and preventive rest breaks.
An effective motivation is to support the personal growth of employees. It is necessary to create all conditions for those who strive to move up the career ladder. To improve the qualifications of employees, it is necessary to conduct trainings, coaching, seminars during working hours.
The strongest motivation is recognition of success. The honor roll should not be considered a relic of the past. It is a very powerful intangible positive motivation. In addition, at general meetings, managers should not forget to list the distinguished employees. Traditions must be created in a prosperous, successful team. To do this, you need to hold corporate events, but the main thing is that they are not forced. Periodic informal communication between management and employees should also become a rule.
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