Personnel motivation: basic types and methods. Personnel motivation system. External and internal motivation: definition, formation features and factors Long-term staff motivation, external or internal

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 at the same time it is impossible this concept confused with purpose 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. V real world, in order to realize the motives sometimes it takes a lot of inner tension.

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 probability 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. TO this kind also includes pecuniary penalties for outstanding work.

For successful work any team needs a competent external and intrinsic motivation staff. As a rule, this issue is dealt with by experienced personnel officers with a psychological education. For installation the right motivation an individual approach is always required. 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 Money... 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 be a guarantee of progress in career ladder, which by 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 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 to 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 remote work employees 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 advance in career ladder... To improve the qualifications of employees, it is necessary to conduct work time trainings, coaching, seminars.

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, on general meetings Leaders should remember to list employees who have distinguished themselves. 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.

In a general sense, motivation is a process encouraging oneself and others to take action to achieve certain goals.

There are various factors of personnel motivation, which determine what is the most valuable and important for a person. As a rule, this is not one factor, but several, and together they make up a map or a set of personnel motivational factors. Personnel motivation factors are divided into external and internal.

Internal personnel motivation factors:

Dream, self-realization
Ideas, creativity
Self-affirmation
Conviction
Curiosity
Health
Personal growth
The need for communication

External personnel motivation factors:

Money
Career
Status
Prestigious things
Life aesthetics
The ability to travel

In addition, the motives of human behavior also differ in nature: they can be positive(purchase, save) or negative(get rid of, avoid). So, a positive external motive for behavior is a bonus that a person can receive for Good work, and negative - punishment for its failure; a positive internal motive is the fascination of the business in which he is engaged, and the negative is his routine nature, as a result of which a person, on the contrary, seeks to get rid of the occupation.

All possible motivation tools can be divided into two large groups: material and non-material motivators.

Material motivators of staff

The remuneration received by an employee depends on individual and group differences in the performance of the activity. This is expressed specifically in flexible pay system, variable pay system.

1. Commission... This is perhaps the simplest and at the same time the oldest motivational scheme. The essence of this motivational scheme is that the employee receives a certain percentage of the amounts that customers pay to him when buying goods from him. Commissions can be used both in conjunction with the base salary, and independently of it, completely constituting the employee's salary. Although commissions are the most “straightforward” motivational scheme, their peak is certainly a thing of the past.

2. Cash payments for the fulfillment of the set goals... This is the most common type of motivation plan. Such payments (it would be appropriate to call them bonuses) are generally made when the employee meets certain predetermined criteria. Among them there may be economic indicators, quality indicators, assessment of the employee by other persons. Each company sets its own goals of this kind, and sometimes they are quite unusual.

3. Special individual rewards as a recognition of the value of an employee. First, it can be special bonuses paid to employees for the possession of skills, acutely necessary for the company at present. Secondly, it can be awards for loyalty to the company, which are received by employees who have worked in the organization for a certain amount of time. Such bonuses can also be paid to specialists whose departure is highly undesirable for the company. Thirdly, it can be awards to the "stars" of the company.

Intangible staff motivators

Intangible, or rather, non-financial motivation of personnel means all methods not directly related to remuneration that companies use to reward their employees for good work and increase their motivation and commitment to the company.

1. Benefits associated with work schedule... First of all, these are measures related to the payment of an employee's non-working time. In addition, it is providing the employee flexible schedule work.

2. Material non-financial motivation of personnel. This block includes all material motivators that the company uses. First of all, these are various gifts that the company makes to its employees. These can be small souvenirs, larger gifts as a symbol of the employee's importance to the company, family gifts. In addition, this also includes various financial "concessions" to employees. This is, first of all, payment for health insurance, as well as loans under a preferential program and discounts on the purchase of the company's products.

3. Various company-wide events not directly related to work. These are internal company holidays dedicated to significant events. In addition, various events to which employees have the right to invite their families, country and sightseeing trips arranged by the company. We would also include paid centralized meals in the same category.

4. "Rewards-Appreciation"... This category intangible motivation the staff is the most important. These are elementary compliments to employees for their work, photos best employees in prominent places, mention of achievements in the company's newspaper.

5. Rewards associated with change of the employee's status. This block includes not only promotion, but also training an employee at the expense of the company, inviting an employee as a speaker or lecturer, offering to participate in something more interesting or financially profitable project, as well as the possibility of using the company's equipment for the implementation of their own projects.

6. Staff motivation associated with change of workplace... This block includes all those measures that lead to a change in the technical equipment of the employee's workplace and its ergonomics, as well as the provision of a company car to the employee.

Personnel motivation directly affects the increase in the company's income. Therefore, the motivation of personnel in the company should be regularly analyzed. A successful leader needs to be aware of symptoms and weak signals lack of motivational management at enterprises, a comprehensive staff motivation system and the ability to correctly apply staff motivators.

Training presentation STAFF MOTIVATION

In this article, we will talk about internal and external motivation. Find out how each type of motivation works. Experts will tell you how knowing your leading motive can help you manage your employees.

From the article you will learn:

★ Staff motivation

Test for measuring achievement motivation from the experts "Systems Personnel"

What is intrinsic and extrinsic motivation

There are several classifications of types of motivation: material-non-material, positive-negative, individual-group.

Extrinsic motivation- not related to the content of the activity, but caused by some external circumstances.

An example of extrinsic motivation

Intrinsic motivation- related to the content of the activity, and not caused by external circumstances.

An example of intrinsic motivation

Experts in the field of personnel management noticed that when solving simple tasks, when attentiveness and the ability to perform the same type of actions for a long time are most important, external motivation works more effectively. The more you pay, the better the result.

When performing complex, creative tasks, extrinsic motivation stops working and can have the opposite, negative effect. You pay more - the result is worse.

No. 4. Material reward motive

Employees with this motive only do business to get rewards or avoid punishment.

How to manage: understand what exactly motivates different groups your staff - reward or punishment. Press on this motive. Reward lovers will get the results you want for a bonus or promotion. And workers who avoid punishment will try not to earn a fine and not receive a dismissal order.

How intrinsic motivation works

Internal motives are not in external circumstances, but within the person himself. Examples of internal motives - self-affirmation, conviction, personal growth, curiosity and play.

For employees with high intrinsic motivation, work is a continuation of life, it must morally satisfy them, the employee needs to feel the need and benefit of his work, to see the results of work. Let's consider the main types of internal motives and tell you how to manage employees with one or another leading motive.

# 1. Game motive

People who are inspired by their work are more productive than those who are tired of it. This motive is based on curiosity and a penchant for experimentation. Even senior executives love to play. The question is what games do you offer and what is the result of them.

How to manage: include an element of play in your work.

Example

How to turn a serious task into a game and , says the expert of the magazine "Director of Personnel". The article contains many examples, cases and valuable advice from HR-s of leading Russian companies.

# 2. Purpose motive

An employee works more productively when the performance results are aligned with his or her personal beliefs. At the same time, he may not like the workflow. The main thing is that the employee strives for the same result as the company.

How to manage: set goals wisely. They need to be big, meaningful, emotional, and logical.

Valentin Timakov, Deputy general director for the personnel of the company IBM (Russia and the CIS)

... It develops better than training!

No. 3. Motive potential

For an employee with this leading motive, the main thing is self-improvement, professional growth and realization of his potential.

How to manage: Offer the employee the challenge and the opportunity to take responsibility for it. Give him the opportunity to improve his qualifications and acquire new skills. It has been noticed that such employees make good mentors. The best way improve skills - teach them to others.

Elena Belikova, HR Director, RED

We have formed a program according to which specialists teach beginners. We select mentors from experienced salespeople who have all the necessary competencies. At the end of the course, new employees take an exam. If the ward can withstand it well, we pay the mentor a bonus. If the beginner's level rises significantly after training, we raise the mentor to shift administrator.

Extrinsic motivation is not related to the content of the work, but due to external factors- material incentives, power, achievement, involvement. Intrinsic motivation is tied to the content of the work itself and is supported by intrinsic factors - realizing potential, self-affirmation, curiosity, and play. Maintaining a balance between internal and external motivation is the key to effective work of personnel.

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Introduction ………………………………………………………………………… ... 3
1. Concept, meaning, content and basic theories (concepts) of motivation of labor behavior ………………………………… ... ……… .... ……… ...… .4
2. External motivation of personnel ……………………………………… .....… ... 15
Conclusion ……………………………………………………………………… .22
References ……………………………………………………………… 23

Introduction

The relevance of research. Employee motivation for effective work is especially relevant in modern conditions Russian economy... Motivation is one of critical factors that determine labor productivity (it is the presence of a motivational sphere that is one of the key differences human resource from all other resources of the organization).
The success of the enterprise is determined not only new technology and modern technologies, but also the quality of personnel, the ability of employees to master new technologies and their desire to achieve high results. It is not enough to change the working conditions and relations in the production process, it is necessary that these conditions are adequately perceived by people, arouse their interest in labor activity, contributed to the development of labor activity and initiative.
There is a need to increase labor motivation, because only a person who is interested in work can work efficiently and benefit their enterprise.
The purpose of the work is to identify the essence, role and main patterns of external motivation of labor behavior, to systematize and classify the studied information on the topic under consideration.
Work tasks:
1. Study the literature on staff motivation;
2. Analyze the concept and features of external motivation for labor behavior.

Fragment of work for review

The answers were interesting and reasonably consistent. The positive feelings expressed were mainly associated with the work experience and its content. An example is the chief of accounting, who was very pleased when he was assigned to install new computer hardware. He felt a sense of pride in his work and was satisfied that the new equipment had revolutionized the way in which his department worked. At the same time, negative feelings were associated mainly with the external conditions in which the work is carried out - its context. For example, such a feeling was expressed by one engineer, whose first job consisted of filling out time sheets and running an office in the absence of a boss. It turned out that the latter was always very busy and could not find the time to train the engineer; when he tried to ask questions, I was annoyed. The engineer said that in such conditions he felt like an auxiliary worker, doing work that has no prospects. Arranging these expressed positive and negative feelings in the form of a table, F. Herzberg concluded that satisfaction is associated with the content of the work, and dissatisfaction with its context1.
F. Herzberg named the factors causing satisfaction as motivators, and dissatisfaction as hygienic factors. Taken together, motivators and hygienic factors formed the basis of F. Herzberg's two-factor theory of motivation.
F. Herzberg's two-factor theory shed new light on the content of labor motivation. Prior to its introduction, D's managers focused primarily on hygiene factors. When faced with moral problems, the typical solution was to raise wages and improve working conditions. However, it was found that such simplified solutions did not really work. F. Herzberg's theory offers an explanation for this problem. Hygiene factors, if sufficient, only prevent the development of a feeling of dissatisfaction in the worker. To achieve motivation, it is necessary to ensure the impact of motivation factors (second group): a sense of success, recognition from others, the possibility of business and creative growth.
F. Herzberg believes that an employee begins to pay attention to hygienic factors only when he considers their implementation inadequate or unfair.
Surveys carried out by the Central Research Laboratory labor resources, showed that in industry and construction in Russia, the main factors of dissatisfaction are poor social conditions, insufficient wages (hygienic factors). In conditions economic crisis when many people are afraid of losing their jobs and not finding another, the leaders of many enterprises do not care about the factors of healthy environment and even violate labor laws. Thus, the study of the theory of motivation by F. Herzberg is very relevant for the leaders of Russian enterprises1.
K. Alderfer's theory. Substantial theories of labor motivation by F. Herzberg and especially A. Maslow were developed in the works of K. Alderfer. He formulated a model of categories of needs, which is more supported by the available empirical data.
K. Alderfer identified three groups of basic needs: existence, connections and growth. Existence needs are about survival (physiological well-being). Connection needs emphasize the importance of interpersonal, social relationships. Growth needs are associated with a person's inner desire for development.
Unlike A. Maslow and F. Herzberg, K. Alderfer does not argue that needs of a higher level become a motivating factor only after the needs of a lower level are satisfied, or that deprivation of something is the only way to activate a need. For example, according to his theory, human origins and cultural environment can lead to the fact that the needs for connections will precede the unmet needs of existence, and the more satisfied the needs for growth, the stronger they become.
Content theories do not take into account the individual characteristics of people, their past experience, as well as the probabilistic nature of the motivation process. The authors of procedural theories of motivation tried to avoid these shortcomings.
Procedural theories of motivation. Within the framework of procedural theories, it is analyzed how a person distributes efforts to achieve specific goals and how he chooses a specific type of behavior.
Procedural theories do not dispute the existence of needs, but believe that people's behavior is determined not only by them, but also by perception and expectations associated with a given situation and the possible consequences of the type of behavior chosen by a person.
The most famous procedural theories of motivation:
theory of expectations;
theory of justice;
the Porter-Lawler model.
V. Vroom's Theory of Expectations. The main idea of this theory is as follows: a person hopes that the type of behavior chosen by him will lead to the satisfaction of what he wants. Expectation - an assessment by a person of the likelihood of a certain event. Motivation (M) depends on the expectations of a person and can be represented by a formula in the form of a product of three expectations - expectations that efforts will give the desired result (Op); expectations that the result will lead to the receipt of the promised reward (O) and the expected value of the reward (Oz):
Mr = Or Ov Ots.
All these indicators are of a probabilistic nature and can take values from 0 to 1. If the value of any of the motivation factors is small, then motivation will be weak, and labor results will be low. Therefore, the most effective motivation is achieved when people believe that their efforts are bound to enable them to achieve their goals and lead to rewards.
People have different needs and value specific rewards differently. Therefore, it is necessary to compare the expected remuneration with the needs of the employees and strive to bring them in line. A firm balance should be established between the results achieved and the reward.
The theory of justice is based on the fact that people subjectively determine the ratio of the reward received to the effort expended, and then correlate it with the reward of other people doing similar work. This theory can be expressed by the formula:
M = Vs / Us: Vd / Ud
where Vs, Vd - respectively the reward of your own and other people;
Us, Ud - one's own efforts and the efforts of other people, respectively.
Unfair rewards are stressful. If a person considers his work to be underestimated, he will reduce the effort expended. Since the perception and assessment of fairness are subjective, in practice the manager must tell and explain why there is a difference in remuneration.
Some organizations keep the amount paid secret. But this does not solve the problem, as people begin to suspect injustice even where it does not exist in reality.
The Porter-Lawler model is a complex procedural theory of motivation that includes elements of the theory of expectations and the theory of justice.
L. Porter and E. Lawler investigated what the result achieved by employees depends on. Their model includes the following variables, between which the relationship is monitored:
expended effort;
results;
perception;
reward;
degree of satisfaction.
The results achieved by an employee depend on three variables: the effort expended, abilities and characteristics, as well as their awareness of their role in the work process. The level of effort expended, in turn, depends on the value of the reward and on how much a person believes in the existence of a strong connection between the cost of effort and possible reward. Achieving the required level of performance can result in both internal (satisfaction, self-esteem, etc.) and external (executive praise, bonuses, promotion) rewards. Satisfaction is the result of external and internal rewards, with equity in mind. Satisfaction is a measure of how valuable the reward really is. This assessment will influence the person's perception of future situations. Various theories of motivation contribute to significant improvements in specific approaches to managing people.
Theory " economic man"F. Taylor. In his opinion, the efficiency of workers' labor depends on two main mutually complementary directions of motivation: a) changes in working conditions based on scientific organization labor; b) efforts of direct management to maintain business cooperation. Taylor gives a simplified idea of the motives of a person, according to his idea, the employer is dealing with an economically motivated employee (hence the name "theory of economic man") 1.
Theory social person E. Mayo. The work of E. Mayo and his group first proved the potential benefits of accounting psychological factors and lack of carrot-and-stick motivation. E. Mayo's research has shown that the need to be recognized by colleagues is as important (if not more) than economic motivations2.
In Mayo's theory, four fundamentally new proposals are highlighted: 1) social needs are the basis of motivation for labor behavior, since an employee's true satisfaction occurs only in the process of interacting with other people; 2) in the conditions of the industrial revolution, the meaning of labor has shifted from the labor process as such towards social relations at work; 3) the employee is more susceptible to influence from his social group than control by the manager; 4) the receptivity of employees to management depends on how well the manager meets the social needs of his subordinates; 5) a good manager should not only think about production techniques, but also be a “guardian” of his subordinates3.
D. McGregor's Theory "W" (management by the principle of cooperation). The main provisions of the "Y" theory, which is most common in the work behavior of managers, are as follows: a) a person is able and will control himself, if he strives for the goals in which he is interested, people mobilize enormous internal energy when they are interested in their purposes; b) the efforts made by the individual to achieve the goals set before him are proportional to the remuneration for them; c) the joy of success and recognition has a more effective impact on the willingness of people to work than an increase in wages or cash bonuses; d) even the average ordinary person is surprisingly rich in various ideas, etc. 4
The concept is "The Law of Result". In general, the concept of the scientists P. Lawrence and D. Lorsch, better known as the "law of result", acts imperiously in the motivation of the labor behavior of an individual. The essence of this concept boils down to the desire of workers for previously approved types of work behavior, which they associate with full satisfaction of the need and avoidance of those types of behavior that are associated with insufficient satisfaction (partial) or complete dissatisfaction of the need1.
The concept of national characteristics. Human needs themselves, but for themselves, are practically the same in all cultures and in all historical periods, only the form, means and priority of their satisfaction change under the influence of the development of productive forces, public relations, historical traditions, all spiritual life.
Corporate hierarchy concept. Self-preservation (survival) - the main and very first level of the hierarchy does not cease to exist even after satisfaction. Security is the second level of the hierarchy. A prominent position is the third level of the hierarchy. Awareness and implementation are the last two levels of the corporate hierarchy 2.
After analyzing the literature on the topic under consideration, we can conclude that motivation is the process of encouraging oneself and others to act in order to achieve the goals of the organization with the help of labor behavior. The motivation of a person to work is understood as a set of moving forces that induce a person to exercise certain actions.
2. External motivation of staff
Fundamentally, there are two forms of motivation - external and internal (Fig).
Rice. Extrinsic motivation

Rice. Formation of conscious behavior in the field of quality based on factors of internal and external motivation
Extrinsic motivation is a means to an end, such as making money, gaining recognition, or taking a higher position. At the same time, it can be used in two directions: as an incentive in the expectation of advantages - the principle of hope; as a means of pressure in anticipation of shortcomings - the principle of fear.
Extrinsic motivation directly affects behavior, but its effectiveness is limited as long as it is perceived as an incentive or pressure.
Extrinsic motivation is a motivation in which the factors influencing the behavior of a person are outside the “I” of the person or outside of behavior. It is enough for the initiating and regulating factors to become external, as the whole motivation takes on the character of external.
Theories of extrinsic motivation are most clearly reflected in the works of behaviorists, who, in turn, originate in the studies of E.L. Thorndike. Thorndike's Law states that attractive and unattractive consequences of behavior affect the frequency of initiation of behaviors that lead to these consequences. Behavior that leads to positive consequences is fixed and tends to repeat itself, while behavior that leads to negative consequences tend to stop.
It can be said unequivocally that extrinsic motivation is aimed primarily at people who take passive life position with a fairly low social involvement.
External (extrinsic) motivation is the regulation of the employee's activities, including, first of all, mechanisms of remuneration and bonuses. Experiments have shown that when subjects are paid to work on interesting puzzles, they lose the desire to solve them. “Money speaks” if the pay matches the quality and volume of work. Rewards can be used as a way to show recognition, approval and respect for the effort, but the more they are used as motivators, such as a bonus scheme, the more likely it is to backfire. In addition to money, regulators of people's behavior can be: threats, tight deadlines, imposed goals, supervision, assessments.
People perceive these phenomena as contradicting their autonomy, and therefore enthusiasm and interest in controlled activities are reduced. If employees feel that they are under the pressure or control of competition, then competition is perceived as limiting their autonomy.
For managers working in commercial firms, needs for achievement and needs for power prevail; among the heads of organizations social sphere the needs for achievement and for friendly relations prevail, and the latter focus - on other people - is especially characteristic of women leaders, mainly of older age (from 45 to 60).
Have different people different needs dominate and they are in mutual influence, so each time a person can be motivated by a different need. Human actions and behavior are also influenced not only by dominant needs, but also by the system of values, goals and culture.
In management practice, managers need to focus on the severity of a particular need and agree management decisions with implementation possibilities dominant.
The reasons why people lose motivation include the following: lack of recognition, public encouragement, career growth- the most common reason; boredom - the work is not interesting enough to stimulate; personnel are not involved in taking part in decision-making, making changes, discussing strategic problems of the organization's development, etc.; ideas and suggestions are not supported, not listened to; lack of professional development - no assignments, no training; constant criticism of work is practiced without a positive assessment of achievements; excessive workload - people are not able to cope with it, there is pressure and impatience from the administration.
It is important for the manager and the personnel officer to figure out in time what motives drive the employee or the applicant for vacant place in company. An employee who truly loves what they do will not accept a promotion. wages- even quite justified from the point of view of management - as an incentive to work harder and better. On the other hand, setting more and more complex tasks before him will become a challenge for the employee, which will certainly be accepted.
A person oriented towards extrinsic motivation (for example, increasing income), on the contrary, will work harder and better, the higher his salary. A person striving for recognition by others will not allow getting on the "board of disrespect", will diligently avoid fines or penalties - and will also work, albeit under threat, much better. But the complication of the workflow will not be able to stimulate it.
How to apply in practice
It is clear that the choice of a motivation system for an employee depends not only on whether he is focused on internal or external motivation.
There are other factors as well, such as:
- employee involvement in work
- the presence and absence of a social component in motivation
- employee position (managers - one motivation, and drivers or salespeople - another)
In addition, when building a motivation system, it is worth familiarizing yourself, at least briefly, with the basic theories of motivation.
How to determine staff motivation. Thought-out external and internal motivation is impossible without a thorough study of each employee - a personnel officer, direct supervisor or HR director. For the study, both observation and questionnaires are used. The latter will make it possible to understand whether the principle of "carrot and stick" (external motivation) is suitable for stimulating an employee, or whether it is enough to pose a difficult task for a person with the prospect of successfully solving it.
The process of external motivation is a process of formation, functioning of internal incentive forces that determine labor behavior. Labor behavior is determined by the interaction of various internal and external incentive forces. Internal motivating forces include: needs; interests; desires; aspirations; values; value orientations; ideals; motives.
A deep source of motivation for a person's labor behavior is needs, which are understood as the need, the need of an employee, a team for something. There is a tradition of dividing needs into primary (natural and material) and secondary (social and moral) 1.
Personal needs are presented in the form: 1) Material needs (food, clothing, housing, personal safety, rest); 2) Spiritual (intellectual) needs (for knowledge, for familiarizing with culture, science, art); 3) Social needs associated with the relationship of a person with other members of society 2.
Personal needs can be: conscious and unconscious. Only a conscious need becomes a stimulus and regulator of labor behavior. In this case, needs acquire a specific form of interest in those types of activities, objects and subjects. Any need can give rise to a variety of interests3.
Need shows what a person needs, and interest shows how to act to satisfy this need. In the process of labor activity, collective (group) and personal interests constantly collide. The task of any team is to provide an optimal combination of interests. The types of collective interests are corporate and departmental interests4.

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The article provides answers to the questions:

What is intrinsic motivation and what is extrinsic motivation?
What are the differences and what are the similarities?
In what cases, what should the manager use - external or internal motivation?

A motivated employee works more efficiently. But the motivation of motivation is different: someone is attracted by a large salary or bonuses, someone does not like a soul in the assigned task, and for many it is not banknotes that are important, but the recognition of management and colleagues. It is difficult to understand the intricacies of human motives - but a clear and understandable classification will come to our aid. Thanks to her, it will become much clearer what measures of influence to apply to the employee and how to motivate him.

Motivation types: internal and external

In personnel business and management, the method of dividing motives into internal and external ones is successfully used. Accordingly, distinguish between internal and external motivation, which controls human activities.

Intrinsic motivation call a complex of motives and aspirations generated by the personality itself. Applied to work: an internally motivated employee finds pleasure in the very fulfillment of the task in front of him, in getting a result or enjoying the process of solving.

Under external motivation factors that affect the employee from the outside are implied: bonuses and salaries, incentives for management and the desire not to receive a reprimand.

The right choice of employee motivation

It is important for the manager and the personnel officer to figure out in time what motives drive the employee or applicant for a vacant position in the company. A genuinely loving employee will not perceive a pay rise - even one that is justifiable from a management perspective - as an incentive to work harder and better. On the other hand, setting more and more complex tasks before him will become a challenge for the employee, which will certainly be accepted.

A person oriented towards extrinsic motivation (for example, increasing income), on the contrary, will work harder and better, the higher his salary. A person striving for recognition by others will not allow getting on the "board of disrespect", will diligently avoid fines or penalties - and will also work, albeit under threat, much better. But the complication of the workflow will not be able to stimulate it.

How to apply in practice

It is clear that the choice of a motivation system for an employee depends not only on whether he is focused on internal or external motivation.

There are other factors as well, such as:

- employee engagement in work (read about factors affecting engagement in our article)

How to determine staff motivation

Thought-out external and internal motivation is impossible without a thorough study of each employee - a personnel officer, direct supervisor or HR director. For the study, both observation and questionnaires are used. The latter will make it possible to understand whether the principle of "carrot and stick" (external motivation) is suitable for stimulating an employee, or whether it is enough to pose a difficult task for a person with the prospect of successfully solving it.

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