Which employees want to work efficiently and effectively. Motivation, needs and delegation. Thus, it is quite realistic to realize many employee desires as an incentive for a job well done.

This chapter reveals the essence and criteria of motivation aimed at creating the conditions for highly productive work of enterprise employees. The options of individual and group motivation, its level are considered. The rules of work with a group (collective) of employees are stated.

The primary and secondary needs of the person are analyzed, it is recommended to interconnect the hierarchy of needs and motivation of work. In addition, the chapter discusses various procedural theories of motivation.

The issues of authority and responsibility in the work of the manager are discussed. The importance of timely and effective delegation of managerial authority to his subordinates is emphasized. The basic rules and principles of delegation are defined.

MOTIVATION

The aim of the enterprise is to improve product quality, reduce production costs and ultimately achieve high production efficiency. However, this cannot be achieved unless favorable conditions and motivation are created to ensure that employees themselves are interested in solving the problems.

There is a direct correlation between the results and, accordingly, the sustainability of the enterprise in the market on the quality of staff work. Only thanks to the human factor can we achieve impressive results in the production process. In the 70s. XX century the term “human resources” has appeared in management terminology, which is increasingly characterized by such widespread concepts as personnel, employees, and employees. Human resources play the same important role in ensuring the efficient operation of an enterprise, as well as material, financial, and information resources.

The appearance of the term “human resources” is explained by the realization of the appropriateness of investing financial resources in the training and retraining of company employees. According to data published in the USA, the need for qualified personnel in modern society is much higher than 15-20 years ago. In countries with developed economies, it is generally accepted that it is human resources that are the most important component of a company's successful work in the market. The head of the world-famous Japanese company Sony A. Morita once said that "only people can make an enterprise successful."

The introduction of new technologies leads to significant changes in labor activity. Some jobs are being abolished, others are being created. On the one hand, there is unemployment, on the other hand, there is a lack of certain specialists (for example, skilled workers, computer scientists, etc. are constantly required).

Changing ideas about work, free time and quality of life present new requirements for managers at all levels in relation to the ability to effectively manage. In management, the main problem is working with people. The success of any enterprise depends on their qualifications and diligence. Training and retraining of personnel, in particular the training of senior personnel, is becoming an increasingly important matter.

In the conditions of increasing competition in the market, enterprises will only be able to survive if they respond in a timely manner to changes in the world around them. It is expected that in the coming years, management problems will be mainly in the field of human resources. Therefore, personnel management, being an integral part of the economic policy of the enterprise, will play an increasingly important role.

Thus, the main tools for managing human resources are personnel planning, staff recruitment, staff development, staff retention, and people management.

Throughout the history of the existence of industrial relations between people, managers have faced mainly the same problem. This is a problem of motivation for the implementation of management decisions.

Motivation- the process of forming the necessary incentives for the employee, which is an external incentive to work, which develops on the basis of awareness of both their personal needs and the needs of other people. With proper motivation, the employee has the opportunity not only to satisfy his own needs, but also to achieve the goals of the enterprise where he works.

Labor is an integral component of any enterprise. The existence of the enterprise, its competitiveness and the well-being of the team depend on how employees work, how they relate to their duties. The art of management, understood as the ability to manage people, to influence them, is the most important component in the management of an enterprise and in many respects determines not only its present, but also its future state.

Motivation factors have a direct impact on job satisfaction and the quality of its implementation.

The following motivation factors are distinguished:

Wage;

Workspace;

Stability;

Own development;

Usefulness of work;

Interest in work.

One of the main factors of labor motivation is wage.The clearest explanation of the influence of money in evaluating an employee’s labor costs was given by F. Taylor, one of the founding members of the concept of “scientific management”. According to Taylor, money is a decisive factor in influencing the motives of work behavior of most workers. High wages and low production costs form the basis of good governance.

To achieve this, F. Taylor suggested: entrusting each worker with the most complex work that he is capable of performing; to encourage everyone so that his development of a level of the best worker of the same category; to each worker who has achieved the highest skill, an allowance of 30 to 100% in comparison with the average earnings of workers with the same rank; to overcome work avoidance, set production standards.

The essence of the successful work of a modern enterprise also, first and foremost, implies fair remuneration for labor. Meanwhile, labor is always individual. In order for the work to be adequate to the results and receive an objective assessment in the form of appropriate payment, many indicators must be taken into account. This may be: qualification, length of service, education, quality and quantity of labor, initiative, ability, etc.

Establishing a wage scale for these indicators is not an easy task. There is no single approach here, each manager must find his own exact and objective criterion. The more objectivity and impartiality, the more it stimulates the work of workers, reveals their capabilities and abilities. And vice versa, the leveling system, subjectivity sharply reduce the motivation of labor, cause discontent and staff turnover.

According to modern sociological research, people who receive high motivation from earnings usually have ambition, self-discipline and a desire to get the most out of using money. A direct dependence of the value of the employee's wages on its results is required. Meanwhile, there are two fundamentally different approaches to determining priorities in the dilemma: labor productivity - wages.

It is possible to increase labor productivity and, as a result of more efficient work of the enterprise, increase wages. There is another option: to establish workers a large salary and, thanks to the high motivation of the staff, to ensure high labor productivity. In our country, it is still commonly believed that productivity is primary and wages are secondary. Meanwhile, many managers abroad, who achieved amazing results, proved that a higher salary allows one to achieve greater labor productivity.

Remuneration for labor in recent decades takes a slightly different form than just wages and other payments. Additional incentives are becoming increasingly important. The company can offer a valuable employee options for compensation for his work, which may be more important for him than the equivalent amount of money.

These are housing, medical care, life and property insurance, personal cars, paid food and rest, free goods, a profit participation program, low interest loans, reimbursement of advanced training costs, etc. Using these promotion opportunities workers, the manager can solve two problems at once: material incentives for labor and the creation of a healthy socio-psychological climate, an atmosphere of trust and cooperation in the team.

Nevertheless, wages remain a priority factor in motivation. Moreover, along with traditional ones, the so-called “flexible” wage systems are increasingly being used lately.

In the USA, for example, the following were most prevalent:

Participation in income (the difference between the results of economic activity and costs). The payment of remuneration is associated with the fulfillment of a production task, including requirements to increase labor productivity, product quality and service culture;

Profit sharing (income balance after payment of all required payments). Differentiated annual remuneration from profit is paid either in cash or by transfer to a pension fund;

One-time reward. A one-time cash payment for a specific job done. Employees are interested in fulfilling established tasks, and managers are able to control production costs by stabilizing wages;

Qualification and knowledge fees. The wages of workers and employees are growing depending on personal qualifications, the number of tasks performed and the quality of their implementation.

There are other pay systems. For example, the American company Du Pont de Nemours uses a rigid reward system that allows you to share the risk of production between managers and employees. The remuneration is paid based on the results of the production program of the company, designed for 3-5 years. Each employee of the company who wants to participate in this program deducts 6% of his annual earnings. With 100% fulfillment of the plan, the company returns these 6% to employees, and when fulfilling the plan by 125 or 150%, employees receive additional compensation - 6 or 12% of the annual earnings, respectively. If the plan is implemented less than 80%, workers completely lose their 6% earnings.

At Nukor, remuneration is related to the quality of products and production discipline. The amount of wages is from 6 to 9 dollars per hour, which is two times less than the industry average. However, due to the fact that workers exceed the established targets for the production of products, their annual earnings are 2 thousand dollars higher than at similar enterprises. In addition, there is a rule according to which in the case of a one-time delay for work up to 30 minutes, the employee loses the daily remuneration, and if he is late for more than 30 minutes, the weekly.

The development trend of modern society is such that the content and working environment become more important than material reward and the opportunity to make a career.

Money can affect the motives of most people, but in about 30% of them, motivation depends on other reasons. Man is a complex creation, and only for a few motives of behavior for a long time can serve as a single factor, even if it is money. Positive motivation is usually the result of a group of factors.

The employee’s labor behavior is thus largely determined not only by material, but also by social incentives, working environment.The situation in which the work is carried out significantly affects the attitude of the staff towards work. Managers of the enterprise should make the necessary efforts to create an environment that will contribute to the solution of current problems and meet the needs of employees.

One of the options for organizing the work of employees, contributing to higher motivation, is to work on a flexible schedule. This method provides for certain periods of time during which work can begin and end, instead of a precisely defined beginning and end of work, as well as a fixed period when the employee must be at his workplace. In other words, if the nature of the work allows, the employee himself regulates the schedule of his work within the limits of the necessary time for the obligatory performance of the limit.

In addition, he can perform work, for example on a computer, at home. A shorter work week may be practiced, as well as the division of duties of one staff unit between two employees. Providing the opportunity to work in a non-standard mode is a good moral incentive to increase productivity and quality of work. The trust in employees shown by the manager strengthens their faith in their strengths and makes it possible to rationally distribute work and personal time.

Abroad, this method of staff motivation is becoming increasingly developed. To a large extent this is facilitated by the process of computerization of information flows, in particular, the capabilities of the Internet, the use of e-mail, etc. In the USA, for example, the number of jobs with a “flexible” work regime has more than tripled over the past twenty years, amounting to about 2% of all jobs in the country.

In Russia, about half a million people now work on flexible schedules. In accordance with the Code of Labor Laws of the Russian Federation, a co-worker using a flexible schedule enjoys all the rights of a full-time employee, his seniority is accrued, and vacation is not limited. At the same time, wages are paid in proportion to the time spent or the amount of finished work.

People rarely demonstrate their potential abilities in an atmosphere of absence. stability.If a person constantly lives under the real threat of dismissal, it is impossible to expect interest and maximum return on work from him. A sense of stability is not simply related to the presence or absence of work. People are also afraid of losing their position or losing the respect that others have for them. Many people like the sense of stability that they experience in the group to which they belong, which makes the development of group work especially important. The manager's working style is of great importance, since formal, lack of responsiveness, managing people can reduce the feeling of security, which in turn will adversely affect the productivity of workers.

One of the most effective ways to increase people's contributions to a firm is to help them own development.Development and experience are inseparable. Feedback from work is inseparable from the development of people, and it can be the strongest motivation factor for even greater achievements. Some of the efforts made for development may not be necessary for employees or be too coveted for them; therefore, it is important to actively involve people in making decisions about their own development and growth.

The best training is that which is linked to the immediate functions of the employee and carried out at the workplace. Therefore, the manager needs to give subordinates tasks related to the reorganization of the production process. Employees should be entrusted with projects involving the need for various approvals. This will require the specialist to be able to find compromises, overcome resistance, resolve conflicts, which will enrich people with new experience and ultimately contribute to the growth of their motivation.

Labor is the most stable of the active elements of production. If the equipment is updated on average for 5-6 years, then the period of work of an employee reaches 40-45 years or more. The very concept of qualification takes on dynamism: it involves the continuous updating of professional knowledge and skills in the course of creative solutions to emerging problems. Training is becoming an integral part of the modern production process.

Abroad, two main forms of company personnel training are usually used: internal (advanced training courses) and external (special schools, advisory firms, training centers, etc.). Such training centers prepare training programs, options for business games, and so on, without fail, together with companies that are potential consumers of specialists. Private companies often spend up to 1/3 of their total budget on retraining workers at various training centers.

Russian enterprises are also beginning to understand the relevance of this problem. Here's how, for example, staff development at the Russian company Vita-Pharm is organized. Training is part of the selection and certification of personnel. One month after hiring, workers are invited to study. It takes about two weeks at a frequency of classes three times a week. The company has developed its own teaching materials. Such training is built in the form of a business game: employees are told how they should work, what can be done, what cannot and why. Then the corresponding exercises are performed.

After a few months after passing a course of lectures, trainings on mutual communication and business games, employees are assigned certification. At this stage, people who most successfully cope with the work are identified. Based on the results of certification, an order is issued on the material remuneration of these employees for the next six months. At the same time, a circle of specialists is determined, which the company intends to train in future for managers.

Most people like the feeling. usefulness of work;they want to feel part of the organization in which they work. It is necessary to inform employees about the operation of the enterprise, as this helps them understand the essence of what is happening. Since a sense of ownership is a two-way process, it is necessary to be interested in the opinions, opinions and views of workers. The manager should create conditions under which employees themselves will voluntarily strive to achieve the goals of the enterprise. In this case, a feedback should be established, providing information on the effectiveness and quality of labor.

A significant role in the behavior of workers has interest in work.Many people are looking for a job that would require mastership and would not be too simple. The content of the work itself can motivate employees. Unfortunately, many types of work are boring and do not represent special requirements. The manager can do a lot in this direction, having studied how the work is organized, to what extent interest is present in it. Even clearly performing options for activity can be restructured so that they bring more satisfaction, which means that they stimulate the employee to increase labor productivity.

Practical measures for one’s own development are largely linked to the stages of a person’s career. It is noted that a person goes through various stages during his labor activity. For many reasons, the critical phase is in the middle of a career. Different factors motivate differently at different stages of being in the same position. The decisive moment is the duration of a person’s performance of the same work that does not change in content.

Studies have shown that a person who has worked for a certain time in one place gradually decreases motivation and labor efficiency. When an employee comes to a new place, regardless of his previous experience, he starts with very low efficiency, because he needs to adapt to new conditions. Addiction can last up to a year. During the first year of work, the basis of motivation is the idea of \u200b\u200bthe importance of the tasks to be solved, while the employee is not interested in the problem of independence in the work of the employee. In the interval between the second and fifth year, independence is the most important factor in motivation.

Feedback is of interest during the first years. It is after two or three years of work in one place that an employee works most productively. On average, the cycle of effective work of a person at the same workplace is about 5 years. After 5 years of work in the same place, not a single factor provides job satisfaction, achievements are significantly reduced. Work can be boring, interest in it disappears. Instead of motivation factors associated with work, motivation is born out of selfish motives (representative events, solving your own issues during working hours).

One of the options to increase interest in work and create additional motivation to work is staff rotation (replacing one employee with another).

Promotion is not always possible in the current situation at the enterprise. If the manager is sure that the employee is not yet ready for work in a higher position, he can simply entrust him with another, new for him, job site. The novelty of the work often stimulates the employee to better promotion. Moving to an equivalent position in another division of the enterprise forces a person to actively work again, to seek a position that was achieved somewhere in the same place. At first, horizontal rotation of personnel became widespread in Japan, but then companies from other countries adopted the practice of moving workers to equivalent positions within the enterprise.

Russian enterprises have practically no experience of horizontal rotation. This is primarily due to the fact that market relations in the country are only developing and Russian companies still have conditions for the rapid official growth of employees.

Thus, the motives of people’s labor behavior are determined by such material and social factors as decent remuneration for work, the working environment, safety, a sense of ownership, the opinion of colleagues at work, the attitude of immediate bosses, and also what workers think about his enterprise.

Although socio-psychological factors have a significant impact on the behavior of a Russian worker, money and additional material benefits in modern Russian conditions play a decisive role in motivating employees.

It is believed that to change the attitude towards work, an employee always needs to start with positive means of motivation. However, there are people who are not amenable to motivation. This is especially true in our country. Therefore, if positive means are powerless, negative ones must be applied, even if they cause a conflict in which it will be impossible to manage the employee. Russian managers need to make wages strictly dependent on the results obtained, and if workers do not want to work, they should not be re-educated, but dismissed.

Based on the foregoing, the following main criteria for motivation can be formulated:

Most people experience job satisfaction. Of particular importance is the recognition of the employee's performance by his colleagues and management;

At their workplace, people want to show what they are capable of; they seek to participate in the formation of decisions of the manager on issues related to their competence;

A person wants to express himself in the results of work if they are noticed and approved by other people. Therefore, the standards for completing tasks must always be high so that the dignity of the employee does not suffer, and the results of the activity are concrete;

Most people have their own point of view on how to improve their work. The manager needs to create conditions for the implementation of such plans;

It is important for a person to feel that he is indispensable for the team. The leader should make this clear to each employee and the team as a whole;

People strive for success, because success is a realized goal. The employee will put maximum energy into the achievement that he set for himself or in the development of which he took an active part;

Success without recognition leads to disappointment. Recognition and appropriate encouragement can be both tangible and moral;

By the way in which and in what form the employees receive information from the manager, they assess their real significance in the eyes of management. If access to information is difficult, the degree of employee motivation will decrease;

The manager should not make decisions regarding any changes in the work of employees without their knowledge, even if these changes are positive;

Each person needs information about the quality of his work. An ordinary employee needs it more than a manager. Information should be timely, large-scale and timely;

Any work benefits from the highest possible degree of self-control;

Increased demands on employees, giving a chance for further development, are perceived by them with much greater willingness than underestimated ones. This is due to the fact that most people tend to acquire new knowledge in the process of work;

The initiative of workers is reduced if their zeal leads only to an additional burden and is not compensated by wages;

Organization of production should allow the employee to be the master in his workplace. This increases the degree of responsibility for the results of labor.

Objectively, any person in a working environment initially experiences certain doubts about the possibility of a successful job due to the nature of human nature. This may be a concern for the following reasons: work is disadvantageous; work is useless; not enough information; the work is unattractive and boring; possible failure in work; there are more important and urgent matters; work creates unpleasant sensations; it’s not clear where to start work; incompetence.

The manager needs not only to anticipate the possibility of developing such a situation, but also to take appropriate measures to resolve it. In particular, it is advisable to make a list of possible options or methods for solving the problem.

It is necessary to divide the work into parts, start with a small and uncomplicated one. It is necessary to assess the degree of possible failure and critically comprehend the complexity of the work, which may be exaggerated. It is necessary to determine the intermediate results, having reached which the manager should encourage himself and employees. In any case, the manager should have a set of actions. One should try, even in unprofitable, prestigious work, to find a positive result and motivate people accordingly.

In working with staff, the manager should strive for the best option for motivation (Fig. 5.1).

Increase in the amount of work performed (O) (can be carried out according to the total volume of production, in cost terms, as well as for a particular employee on a personal plan. In turn, enrichment of the content of work (R)happens when the work becomes more interesting, requiring more return, more motivated. To do this, the manager should organize the work in such a way as to maximize the potential of employees: establish feedback that allows the employee to evaluate his work; increase the feeling of his personal independence, identity.

Optimal option (X) is a combination of a large volume of interesting, satisfying, work. It is this option for each employee that the manager who organizes the activities of the team should strive for.

In the American corporation General Motors, for example, in the concept of motivation include: fair remuneration for labor; normal working conditions; the possibility of maximum development and application of individual human abilities; availability of conditions for the systematic growth of employees and their advanced training; the presence of social integration in work collectives (erasing differences related to racial, religious and ethnicity); the right to privacy, non-interference in it by the administration or public organizations; development among all members of the organization of understanding of the needs and concerns of other members.

Insufficient accounting of workers' motivation leads to negative results, as evidenced by the experience of our country. Lack of a sufficient amount of effective human resources, a low degree of labor motivation are the main reasons for the unsatisfactory work of many Russian enterprises. This is because people for a long time did not feel their importance, they are not ready in the socio-psychological area.

The leaders of enterprises and organizations in Russia often come up against the reluctance of people to work, especially for low-prestigious professions. In our country, where for a long time the management system had a team character and was based on strict hierarchical subordination of economic processes to the will of the center, a special type of workers was created who often lack interest in effective and high-quality work.

Workers did not have sufficient incentives to work, which is explained by a number of economic and social factors: labor compensation did not significantly depend on labor results, which had a greater degree of quantitative than qualitative assessment; wages were egalitarian; encouraging nicknames was mostly moral; there was no opportunity to make independent decisions, there was a complete dependence on the leadership; the morale of material equality of all citizens prevailed in society, which suppressed the desire to receive high incomes by honest labor; there was no fear of losing work, as there was no unemployment.

These and many other factors as a whole have influenced the formation of such workers who are unwilling or even unable to work in modern market conditions. Therefore, the problem of employee motivation in our country sometimes even comes down to getting him to work.

Immediately and completely solving such an important problem is impossible, but this requires a change of one or several generations, but trying to find a way out of this situation is vitally important.

It is especially important for the manager to improve the system of employee motivation in a critical situation of the enterprise, which may arise, for example, in connection with the deteriorating market conditions and the inefficiency of the enterprise. The usual options for motivation, associated, for example, with money, become inaccessible. In such a situation, the manager must act vigorously and rather flexibly.

The leader should focus on supporting people. It is necessary to abolish the official service relations in management that existed before the crisis. You should take the position of associate, not the boss; to exchange more information with employees and more often tell them that now everything depends only on them. The manager should remind subordinates that in the event of the withdrawal of the enterprise from the crisis, they will have great chances to make a career here.

The best means of motivation in a crisis situation is work. In order for employees to spend less time on emotional experiences, they should be loaded with specific tasks and even increase the volume of work. The threat of job loss affects a person without the help of a manager. Therefore, the manager is not recommended to constantly remind employees that they may become unemployed. If the employee does not have confidence in the leader, then the threat of losing a job will only spoil their relationship.

It is necessary to distinguish between motivation individualand group.

It is known that individual and group needs of a person by no means always coincide. Hence, what can motivate the work of a particular employee is sometimes not a motivation factor for a group of employees. The reason for this phenomenon lies in the individuality of people with different worldviews, upbringing, education, attitude to material and spiritual values. Therefore, the establishment of the relationship between individual and group motivation is to solve the problem of combining individual and group goals and interests.

Studies have established that one of the important factors of motivation is the personal recognition by the manager of the achievements of the employee. Even the simple request of the manager, addressed to the subordinate, to take part in the preparation of a decision is motivating. Options for personal motivating receptions can be: oral congratulations, written congratulations, public incentives, promotion of an employee up the career ladder, etc.

Meanwhile, in most cases, production activity is collective, therefore, consideration of the labor collective as a group allows the manager to establish and develop relations between individual workers in the production process. As group motivation intensifies, partial motivation of individual motives for a particular employee is partially replaced by group ones. This is reflected in the improvement of the psychological climate in the group and the company as a whole, leading to increased labor productivity and the creation of conditions for successful joint activities for the benefit of the enterprise.

In a modern high-tech enterprise, a single person is practically unable to be a manager, even if he is the first leader. At all large western enterprises, top management is formed in the form of a working group. The skillful organization of the technological process and the competent choice of the closest employees are often one of the decisive elements of the successful work of senior management.

The effectiveness of the team depends on its size, composition, cohesion, as well as the functionality of each of its members.

Studies have shown that groups with an average of 5-10 members usually make more accurate decisions and work more efficiently. As the team grows, communication between its members becomes more complicated, and it becomes more and more difficult to reach agreement on issues related to the activities of the group. An increase in the size of the team also strengthens the tendency to informally divide it, which can lead to the appearance of goals that are not consistent with each other.

The composition of the group, which means the professional level of training of employees, the degree of similarity of individual personalities, their points of view, is also of great importance. The use by the manager of different points of view of the group members when finding the optimal solution is extremely important, therefore it is recommended that the staff should, if possible, consist of dissimilar personalities. A manager who seeks to benefit from a variety of employee perspectives should make efforts to prevent unanimity. It is necessary to inform the members of the group that they can freely express any information, express any opinions or doubts about the issues being discussed, and must listen to various points of view and criticism.

Cohesion (“the feeling of an elbow”) contributes to an increase in work efficiency, which is expressed in the tendency of members of the group to each other when achieving goals that are consistent with each other. Employees should understand that, first of all, the fate of the enterprise depends on their joint work. It is no coincidence that many leading Western companies, in particular the Swedish company Volvo, have switched from a conveyor system for organizing production to more efficient group work.

As is known, an impersonal work is more typical for a conveyor system, in which an employee performs uniform, repetitive operations alone. The introduction of the conveyor system at the beginning of the XX century. contributed to the rapid development of mass production. Therefore, the transition to group working methods may seem incorrect. But in reality, the results indicate that the group system of labor organization and its motivation is much more effective.

The system allows workers to increase their understanding of the need to take care of the fate of their enterprise and their direct participation in achieving positive work results. The interest of workers is growing, which stimulates a sharp increase in labor productivity and a decrease in staff turnover. An equally important factor affecting effective production activities is the functionality of the members of the team. These are individual characteristics of a person laid down by upbringing and education and including the labor skills of a given employee, his qualifications, ability to learn, as well as his knowledge and experience.

The ideas of group motivation are the basis of the concept corporate culture,which is widespread in modern theory and practice of management. Corporate culture is the sum of universal and professional values \u200b\u200band beliefs that the employees of the enterprise share with the manager. The basic principles of the formation of a corporate culture, which should guide the manager, are as follows: a fair assessment of labor, stimulation of responsibility; development of an initiative, respect for a person, providing a person with opportunities to reveal his potential. How to form a corporate culture in a team?

First of all, the manager must fully encourage the open and uncompromising expression of his co-workers of various opinions and points of view. For example, the motto of Fortune Magazine (USA) is: “Demonstrate composure in crisis situations. This encourages others to keep calm and act thoughtfully. Stimulate the emergence of different points of view. If you are surrounded by people who only say “Yes” to you, then either you yourself or they are not taking their place. ” Another example is IBM’s operating principle: “Every company needs true dissidents. Fortunately, people who refuse to go on guard have never been transferred to IBM ... We like it when people are sick and are not afraid to express their opinions. The worst critics are more helpful than the best of singing along. ”

Another direction in the formation of corporate culture is a high level of ethics, honesty in relation to work colleagues, business partners. An important role in the development of the corporate beginning can also be played by the delegation of managerial powers, which will be discussed below.

Thus, the following are among the most common methods for increasing labor motivation, and primarily group one:

The use of various forms of staff participation in management;

The introduction of diversity in the work of personnel within the functions specifically assigned to each employee;

Ensuring personal responsibility of employees in the performance of work;

Mastering related professions in order to reduce the monotony of labor;

Creation of autonomous working groups designed to solve specific production problems, delegating to such teams a certain range of rights to distribute responsibilities in the brigade, control product quality and distribute financial remuneration;

Creation and functioning of so-called “quality circles” based on voluntary principles, designed to stimulate the initiative of the employee in solving various production problems.

There is one more problem. How can employee motivation and his knowledge of the leader's competence be interconnected? It turns out that if an employee sees an ideal in his manager, he chooses to imitate his behavior as the motive for his behavior. In this case, the head will not or almost will not need to try to influence this subordinate. And vice versa, if the subordinate does not follow the wishes of the superior leader, he lacks motivation. In this case, it is assumed that the results of the labor process cannot be achieved without the threat of punishment. The motivation to do the work in this case will depend on the conditions under which the employee either voluntarily tries to repeat the behavior of his idealized leader, or
will be in a state of agreement with his views (Fig. 5.2).

The manager should know that motivated work is not always and not in all cases productive. Ability to work and motivation to work are two independent factors that can vary significantly among different workers (Fig. 5.3).

Worker A	Worker B
Motivation +	Motivation +
Abilities +	Abilities -
Worker B	Worker G
Motivation -	Motivation -
Abilities +	Abilities -

Fig. 5.3. The combination of motivation and ability of employees

It is clear that employee A is the best for the enterprise. He is competent, capable and motivated at the same time. Worker B - capable, but not motivated. He does not want to work efficiently and effectively. In order for such an employee to work as productively as employee A, it is necessary to conduct appropriate methods to increase motivation or to identify unmet needs. Worker B is also problematic for the enterprise, as his desires do not coincide with his capabilities. Such an employee will look in the collective as overly active.

To take advantage of the high level of motivation of such an employee, the manager should focus on increasing his opportunities (for example, training or selecting a place of work in which his capabilities will most closely match his desires). Worker G belongs to the category of workers that you need to try to get rid of, since the cost of their training and motivation is unlikely to ever pay off in the future.

NEEDS

Need is the determining cause of a person’s actions, the primary source and driving force of his activities. All other concepts used in describing human behavior (attitudes, values, interests, motives, etc.) are derived from needs and are generated by them. Consider the significant diversity of these needs. Needs are partially and very biased reflected in the consciousness of man, are recognized by him. To realize is to receive an actual or potential opportunity to communicate your knowledge to another.

As you know, the most difficult to manage is the regulation of incentive stimuli of a person, in which he has a desire to work in such a way as to help achieve the goals of the organization. To achieve goals means to achieve effective enterprise management. However, the manager should not forget about the innate priorities of human nature: in the first place are always personal interests, in the second - group and only in the third - public.

What is the abrupt need that prompts people to take certain actions, including the nature, volume and content of the work?

For centuries, people have been trying to explain the behavior of people with their mind, feelings, and will. Refusal to look at a person’s thinking as a source and driving force of his activity, recognition of needs as the determining cause of human actions represents the greatest achievement of scientific thought. It served as the beginning of a truly scientific explanation of the purposeful behavior of people.

“People are used to explaining their actions from their thinking, rather than explaining them from their needs (which, of course, are reflected in the head, are recognized),” said the classic of political economy F. Engels. That is why the question of needs, their classification, mutual subordination and interaction is the main problem that must be solved when considering labor motivation.

The ingenious Russian writer F.M. Dostoevsky, who is called the “psychologist of psychologists,” in the novel The Brothers Karamazo-vy, points to three fundamental needs (or three groups of needs) that are inherent in people and determine their behavior in the natural and social environment. He begins with “bread” as a collective concept, which has absorbed the entire set of material goods necessary to sustain life. Dostoevsky is fully aware of the role that "bread" plays, and vividly describes how many people are forced to sacrifice in order to satisfy their material needs. “Feed, then, and ask virtues from them!”

The need for knowledge is the second fundamental need, according to Dostoevsky: “For the secret of human existence is not only to live, but for what to live.”

“The need for global unity is the third and final torment of people. Mankind as a whole has always strived to settle itself world-wide, ”said F.M. Dostoevsky.

Since then, science has gone far ahead. Now we know much more about the most complex dialectic of the relationship between the material and spiritual needs of the individual and society as a whole. But one cannot fail to give due insight to the writer, who grasped the truly fundamental significance of the three groups of needs he named.

Here is the classification of F.M. Dostoevsky surprisingly exactly coincides with the classification of the great German philosopher G. Hegel. “Reviewing the whole content of our human existence,” writes Hegel, “we already in our everyday consciousness find the greatest variety of interests and their satisfaction. We find an extensive system of physical needs, to satisfy which there is a large and extensive network of industrial enterprises, trade, shipping and technical skills. Above this system of needs, we find the world of law, laws, family life, separation of estates, the entire vast area of \u200b\u200bthe state. Finally, we find an infinitely specialized and complex activity that takes place in science, a body of knowledge and knowledge that encompasses everything that exists. ”

To live, to learn and to occupy a certain place in a group, interacting with its other members - these three words really can indicate a huge variety of motivations and the activities dictated by them.

In the XX century. theories of needs were further developed. Let us dwell on some of them that have received the greatest recognition in management theory. The famous scientist F. Herzberg, studying the problem of motivation of labor of engineers and employees of one of the enterprises, came to the conclusion that it is necessary to distinguish between two main categories related to work. The first is the factors determined by the objective conditions in which the work is carried out (F. Herzberg called them “hygienic”).

These include: company administration policy; working conditions; zara-boot; interpersonal relationships with superiors, colleagues, and subordinates; degree of direct control over work. The second category is motivation, which is most directly related to the nature and essence of the work performed. Factors of motivation are: success; career advancement; recognition and approval of work results; high degree of responsibility; opportunities for creative and business growth.

The fundamental difference between the first category is that the presence or absence of hygiene factors cannot adequately motivate a person. At the same time, the presence of factors of the second group causes people to be satisfied with work and increases the degree of motivation. It is precisely such factors that the manager should first of all pay attention to when working with staff.

F. Herzberg proposed the method of "enrichment of labor", which he considered the best way to increase the productivity of workers and at the same time the degree of their satisfaction with their work. The theory of “enrichment of labor” is based on the assumption that workers must be interested in the quality performance of labor in a particular profession. To achieve this goal, any work performed must have three distinctive features. First of all, it must be rational, necessary, meaningful.

The employee on the basis of his own system of values, his own consciousness should understand the importance and necessity of the work performed. It is required to be able to explain this to all performers. Nothing brings more harm than doing unnecessary work. Any task posed should present certain reasonable requirements to the employee both in terms of the quality of the labor expended and its effectiveness. The performance of work should imply a certain share of responsibility of the contractor. This responsibility includes freedom of action in the performance of certain operations with independence from petty custody and strict administration from above.

Another scientist D. McClelland believed that people have three basic needs: power, success, involvement.

The need for power is expressed in a person’s desire to exert influence, influence other people. The specificity of the manager's activities allows us to fully realize this need both personally and among our employees. One of the areas of realization for subordinates of the need for power may be the delegation of a part of the managerial authority to the individual. The need for success can be satisfied by the successful completion of work or its individual stage. The manager has great opportunities. It is necessary to clearly define the boundaries of work in terms of volume or timing and provide employees with the necessary means of motivation.

The need for involvement is the desire of people for social communication, the provision of mutual assistance, the establishment of friendly relations. The satisfaction of such a need is possible, for example, by organizing business meetings by the manager at which each employee has the right to speak out on a specific issue of the enterprise. Out-of-office hours, the manager must in every way encourage the employees ’desire to organize joint vacations, sports, etc.

The most popular was the theory of needs of A. Maslow, who proceeded from the recognition that a person has many different needs.

He differentiated them into five main categories:

Physiological needs, the satisfaction of which is necessary for human survival (food, water, shelter, clothing, rest, etc.);

The need for security and stability (guarantee of hire, insurance, protection, financial independence);

Social needs (good human relations, belonging to any social group);

The need for respect (recognition from other people);

The need for self-expression (self-affirmation as a personality, participation in decision-making, desire for creativity, awareness, realization of potential opportunities).

The hierarchy of needs of A. Maslow in a slightly modified and supplemented form is presented in Fig. 5.4.

This hierarchy of needs is based on the fact that people are stimulated by the desire to satisfy ever more elusive needs. These needs can be ordered as their importance and accessibility increase. The needs of the 1st and 2nd levels are basic (dominant, primary), associated with ensuring survival in the environment; needs of 3 - 5th levels - higher (secondary). After the needs of the lower level are satisfied, the needs of the next level become dominant. In other words, the needs of a lower level must be satisfied before it becomes possible for a given person to fulfill the needs of a higher level.

Figure A characterizes the quantitative side of human needs. This means that the number of people having higher needs in accordance with the hierarchy of needs is gradually decreasing. In other words, relatively few people seek, for example, self-realization. However, there is no person on earth who could live without water and food.

Figure B, in turn, shows the qualitative side of human needs. The figure shows that the importance of secondary needs is incomparably higher than primary. This suggests that a modern civilized person not only wants to provide himself with everything necessary for a full life (housing, food, clothing, transport), but also constantly strives to improve his professional and cultural level (education, theater, sport).

In each person there is potentially a continuous desire to achieve more and more heights in society, to satisfy more and more difficultly realized needs. It is this desire to meet their ever-increasing needs that is the main reason for their interest in work. Different theories of needs generally do not contradict each other, but mutually complement each other. They reflect the versatility and non-standardization of the motivation process and determine the need for an integrated approach to solving this complex problem.

In the work of the manager, the most difficult part of the work is the creation of conditions for employees to meet the needs of the highest order. There are methods that have proven themselves well in management practice.

So, social needscan be realized by providing employees with work that contributes to business communication. It is necessary to create in the team the atmosphere of a single team working for the final result. It is recommended that regular staff meetings be held to discuss topical issues of the enterprise. Favorable conditions should be created for employees to show social activity, for example, their participation in the charitable activities of the enterprise. Finally, it is advisable to keep non-formal groups and their leaders in the team, if this does not impede the fulfillment of production tasks. Examples of such informal groups can be members of environmental organizations, fans of sports teams, philatelists, lovers of classical or popular music.

Need for respectimplemented by providing employees with more meaningful, interesting work, if there are appropriate opportunities for this. The manager should provide feedback to subordinates in accordance with the achieved results of work, which will allow achieving an objective assessment of their efforts. It is recommended that employees be involved in determining the goals of the enterprise and developing the necessary solutions.

In this case, the staff of the company will feel their involvement in the common cause. The manager can delegate subordinates additional rights and powers, so that employees would increase their professional experience. The most capable workers who have shown real success in work should be promoted up the career ladder. Finally, to improve the competence of employees, the manager must organize a continuous process of retraining and advanced training of staff.

The most difficult task for a manager is satisfaction. people's needs for self-realization (self-expression).Difficulties arise from the perception of a person as a unique and at the same time complex person.

The main areas of implementation of such needs are:

Providing the necessary conditions for the professional growth of employees and, if possible, the full use of their potential;

Providing employees with complex and responsible work;

The development of employees' creative abilities;

Participation in the adoption of complex and responsible decisions;

Providing work requiring independent decisions.

In this case, prerequisites are created for the transformation of labor from a means of earning into a means of self-expression and personal development.

DELEGATION

For the successful operation of the enterprise, the manager must timely distribute and appropriately organize the powers of his employees. The term “authority” usually means the presence of a specific person with certain rights to use the resources of the enterprise. Only with the necessary authority can production tasks be successfully completed. In the activity of any company, sooner or later, a period begins when it is necessary to redistribute power functions within it.

Responsibility should be vested in all levels of government, down to the lowest. Responsibility is the assumption of obligations to fulfill tasks that need to be addressed. When starting to perform work, the employee assumes the responsibility to be responsible for its successful implementation in exchange in the first place for paying for his work. Workers need a certain amount of responsibility for the work entrusted to them. If you ignore this need, there may be a threat to the development and even existence of the company. Usually, people leave their previous place of work where they are given such responsibility.

Delegation in Management- this is the transfer by the manager of authority and responsibility for the performance of tasks to one or more subordinates (Fig. 5.5).

With the help of delegation, the manager distributes among the employees the tasks that must be completed to achieve the goals of the organization. If there is no delegation, the manager is obliged to solve the problem on his own. This is not easy to do, since it will take longer to complete the work in such conditions, and the manager’s abilities must be exceptional. By the ability to delegate rights and obligations to subordinates, they evaluate the quality of the manager's work. As the company grows, the number of tasks solved by managers increases disproportionately.

Therefore, the relevance of delegation in these conditions is only growing. The manager can carry out delegation only in conditions when the subordinate accepted the authority addressed to him. Accepting the authority to carry out specific work, the employee thereby begins to bear a certain responsibility to the managerfor completing the assignment efficiently and on time. Responsibility for the final result of workretained by the manager. The peculiarity of delegation of authority is that they can be transferred not to a specific person, but to the position that this employee takes. When changing the place of work, the employee acquires new powers.

Within one organizational structure or another, employee entitlement is limited to certain limits. The restriction of authority is carried out with the help of oral or written orders, instructions, official duties, internal rules, etc. There are several types of authority (Fig. 5.6).

Line Powerstransferred directly from the manager to the subordinate and, if necessary, further to other subordinates. A manager with linear authority can act within a specific organizational structure without coordination with other managers. An example in this case can be the work of the shop manager at an industrial enterprise, whose range of rights and obligations allows him to operate quite autonomously.

Administrative authoritybased on the delegation of various functions to the management apparatus. The latter can carry out activities on advising a linear guide on issues of technical policy, legislation, work with personnel, etc. In addition, the administrative apparatus performs numerous functions of servicing linear subdivisions on issues of planning, financing, and mother technical support, sales of products. Finally, there is a certain specificity of the management apparatus. We are talking about the functions of assistants and secretaries, without the work of which it is difficult to imagine the activities of a modern leader.

Types of administrative authority are:

This is an option of administrative authority in which line managers can contact the relevant services of the administrative apparatus for advice and receive the necessary advice, but are not required to accept them for unconditional execution;

b) parallel powers.

The purpose of such powers is to establish a system of balanced power, which contributes to the creation of effective control and the prevention of errors in work. An example here is the independence of the three main branches of power declared in any democratic state from each other: legislative, executive and

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INTRODUCTION

Why do people work? Why do some people do light work and remain unhappy, while others do hard work with pleasure? What needs to be done to make people work better and more productively? How to make work more fun? What makes you want to work? These and many other questions arise when personnel management occurs.

In our country, very little attention has been paid and is being paid to this problem, despite all its complexity and underdevelopment. For decades, the domestic economy has been dominated by a technocratic approach to business management at the enterprise level, when technology, production plans, budgets, administrative orders were paramount, and the role of workers was relegated to the background. In general, this led to a narrowing of labor motivation and alienation of workers, to a decrease in interest in work and low productivity.

The changes in property relations that have occurred in recent years have only aggravated the problem of labor motivation. Practice rejected the idea that liberalization, privatization will automatically remove the issue and lead to the emergence of high interest of workers in productive labor. It turned out to be inconsistent with modern economic reality.

Therefore, domestic enterprises have to go through trial and error, independently feeling for the most suitable and effective methods of organizing and promoting labor.

The leaders of prosperous firms like to repeat that the main potential of their enterprises lies in personnel. Therefore, you need to learn how to effectively manage personnel, and the path to this lies through understanding human motivations.

Only knowing what moves a person, what motivates him to work, what motives are the basis of his actions, you can try to develop an effective system of labor stimulation.

Therefore, in this work, we need to find out how certain motives arise or how they are caused, how and in what ways motives can be put into action, what incentives are available to the governing bodies, and how the staff is encouraged to work efficiently and productively.

CHAPTER 1. Motivation and employee incentives

1.1 the Role of staff motivation and incentive in the work process

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

The motivational aspects of labor management are widely used in countries with developed market economies. In our country, the concept of labor motivation in the economic sense appeared relatively recently in connection with the democratization of production. Previously, it was used mainly in industrial economic sociology, pedagogy, and psychology. There are several reasons for this. Firstly, the economic sciences did not seek to analyze the relationship of their subjects with the named sciences, and secondly, in a purely economic sense, until recently, the concept of “motivation” was replaced by the concept of “stimulation”.

Labor motivation is the process of stimulating an individual executor or group of people to activities aimed at achieving the goals of the organization, to the productive implementation of decisions or intended work.

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

Douglas McGregor analyzed the activities of the contractor in the workplace and revealed that the manager can control the following parameters that determine the actions of the contractor:

The tasks that the subordinate receives;

The quality of the assignment;

Time of receipt of the task;

Estimated time to complete the task;

Funds available to complete the task;

The team in which the subordinate works;

Instructions received by a subordinate;

The conviction of the subordinate in the feasibility of the task;

Convincing a subordinate in reward for successful work;

The amount of remuneration for the work done;

The level of involvement of the subordinate in the circle of problems associated with work.

All these factors depend on the leader and, at the same time, to one degree or another affect the employee, determine the quality and intensity of his work. Douglas McGregor concluded that, based on these factors, it is possible to apply two different management approaches, which he called “Theory X” and “Theory Y”.

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

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

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

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

Table 1.1

The difference between the concepts of control theory of the USA and Japan

Conceptual factor
"Human capital"	Small investment in training Specific skills training Formal assessment	Large investment in training General education Informal assessment
"Labor market"	In the first place - external factors Short term hiring Specialized Promotion Ladder	In the first place - internal factors Long term hiring Unspecialized ladder of advancement
“Devotion to the organization”	Direct Employment Contracts External incentives Individual tasks	Implied employment contracts Internal incentives Group orientation

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

On the whole, the Japanese and American approaches are multidirectional (Table 1.1). However, it can be seen that management developed for the most part in the direction of the ideas embodied in Theory Y, a democratic management style. Thus, with certain assumptions, “Theory Z” can be called a developed and improved “Theory Y”, adapted primarily for Japan. “Theory A” is more characteristic of the United States. However, some companies in Western countries are successfully applying the principles of "Theory Z".

Each of the firms adapts the strategic theories of human resource management discussed above to the specific features of its functioning. The success of solving this issue depends on whether subordinates will strive to work well or simply serve their office hours.

The results achieved by people in the process of work depend not only on the knowledge, skills and abilities of these people. Effective activity is possible only if the employees have the appropriate motivation, that is, the desire to work. Positive motivation activates a person’s abilities, releases his potential, negative motivation inhibits the manifestation of abilities, and impedes the achievement of activity goals.

The lack of an acceptable mechanism for motivating employees leads to a drain of qualified personnel in many companies. Material compensation for professional success should be systematic and based on clear objective criteria. Even successful companies are constantly experiencing difficulties associated with the departure of competent and proactive professionals. This indicates an insufficient study of the methodology for motivating their professionalism. If for companies with a low level of specialization of labor this problem is not relevant, since a replacement for a departed specialist can be prepared in a short time, then for innovative and other organizations with a high level of specialization, solving this problem is vital. The leak of qualified personnel for them turns into a real disaster.

There are no uniform methods of personnel motivation that are effective at all times and under any circumstances. However, any method used by the manager is based on the human resources management strategy chosen by the company. The choice of a specific motivation method should, first of all, determine the general personnel management strategy that the company followed or wishes to follow.

1.2 Theories of staff motivation

When planning and organizing work, the leader determines what exactly this organization should do, when, how and who, in his opinion, should do it. If the choice of these decisions is made effectively, the manager gets the opportunity to translate his decisions into action, putting into practice the basic principles of motivation.

Motivation is the process of encouraging oneself and others to take action to achieve personal goals or the goals of an organization.

A systematic study of motivation from a psychological point of view does not allow us to determine exactly what prompts a person to work. However, the study of human behavior in work provides some general explanations for motivation and allows you to create pragmatic models of employee motivation in the workplace.

Various theories of motivation are divided into two categories: substantive and procedural.

However, in order to understand the meaning of the theory of substantive and procedural motivation, one must first learn the meaning of fundamental concepts: needs and rewards.

Needs - this is a conscious lack of something, causing an impulse to action. Primary needs are laid genetically, and secondary ones are developed in the course of cognition and gaining life experience. Needs cannot be directly observed or measured. Their existence can only be judged by the behavior of people. Needs are the motive for action.

Needs can be met by rewards. Remuneration is what a person considers valuable for himself. Managers use external rewards (cash payments, promotion) and internal rewards (a sense of success in achieving the goal) obtained through the work itself.

Fig. 1.1 A simplified model of motivating behavior through needs

According to Maslow's theory, five basic types of needs form a hierarchical structure, which as a dominant determines human behavior (Fig. 1.2).

1. Physiological needs are necessary for survival. These include food, water, shelter, relaxation, and sexual needs.

2. Needs for security and confidence in the future include needs for protection from physical and moral hazards from the environment and confidence that physiological needs will be met in the future.

3. Social needs, sometimes called needs for involvement, including a sense of belonging to someone or something, a feeling that others accept you, a sense of social interaction, affection and support.

4. Needs of respect include the need for self-esteem, personal achievements, competence, respect from others, recognition.

5. Needs of self-expression - the need to realize one’s potential and grow as a person.

Fig. 1.2 Maslow's hierarchy of needs

As needs are partially satisfied at one level, the needs of the next level become dominant. It is important to keep in mind that only incentives that satisfy a dominant need are motivating. For example, it is very widely believed that the main factor in effective work is money: the more a person gets, the better he works. Such a conviction is not true, because if a person dominates, for example, the need for close relationships or the need for self-realization, then he will prefer money to a place where he can satisfy this need.

Based on the given classifier of needs, a motivational model can be built (Table 1.2).

Table 1.2

Motivational model

Realizing the needs of your personality	Realizing your potential, increasing the amount of knowledge
Self-esteem and recognition from others.	Competence in their profession. The right to make decisions independently.
Social contacts	Be recognized in a related group. Contact with people. To be enjoyable.
Confidence in the future	Long-term provision of cash income in order to satisfy physiological needs. Long-term guarantee of the workplace.
Physiological needs	Nutrition. Flat. Clothing.

Although, it would seem, Maslow’s theory of human needs gave managers a very useful description of the motivation process, subsequent experimental studies have not fully confirmed it.

Assuming that the classification of needs proposed by Maslow is not complete, McClelland supplemented it by introducing the concept of power needs, success, and belonging.

The need for power is expressed as a desire to influence other people. Within the framework of Maslow's hierarchical structure, the need for power falls somewhere between the needs for respect and self-expression. Management very often attracts people with the need for power, because it provides many opportunities to manifest and realize it.

The need for success also lies somewhere between the need for respect and the need for self-expression. This need is met not by proclaiming the success of this person, which only confirms his status, but by the process of bringing the work to a successful conclusion.

In the second half of the 50s, Frederic Herzberg and his staff developed another model of motivation based on needs. Herzberg concluded that factors in the work process influence the satisfaction of needs. Hygienic factors (the amount of payment, working conditions, interpersonal relationships and the nature of control on the part of the immediate boss), just do not allow a feeling of dissatisfaction with work to develop. To achieve motivation, it is necessary to ensure the impact of motivating factors - such as a sense of success, promotion, recognition from others, responsibility, and growth of opportunities.

Procedural Theories consider motivation in a different way. They analyze how a person distributes efforts to achieve various goals and how he chooses a specific type of behavior. Procedural theories do not dispute the existence of needs, but they believe that people's behavior is determined not only by them. According to procedural theories, a person’s behavior is also a function of his perception and expectations associated with this situation, and the possible consequences of his chosen type of behavior.

There are three main procedural theories of motivation: the theory of expectations, the theory of justice, and the Porter-Lawler model.

The theory of expectations is based on the assumption that a person directs his efforts to achieve a goal only when he is confident that there is a high probability of satisfying his needs or achieving the goal. Motivation is a function of the expectation factor “labor costs - results”, expectations - “results - reward” and valency (ie relative degree of satisfaction). The most effective motivation is achieved when people believe that their efforts will certainly allow them to achieve their goals and will lead to receiving especially valuable rewards. Motivation is weakened if the likelihood of success or the value of reward is not appreciated by people.

In the framework of the theory of justice, it is assumed that people subjectively assess the ratio of remuneration to the effort expended and compare it with what they believe other workers received for similar work. Unfair, according to their estimates, remuneration leads to psychological stress. In general, if a person considers his work to be underestimated, he will reduce the effort spent. If he considers his work overestimated, then, on the contrary, he will leave the amount of effort expended at the same level or even increase it.

The widely supported Porter-Lawler model is based on the fact that motivation is a function of the needs, expectations, and perceptions of fair compensation by employees. The employee’s labor productivity depends on the efforts made by him, his characteristic features and capabilities, as well as his assessment of his role. The amount of effort expended depends on the employee evaluating the value of the remuneration and confidence that it will be received. According to the Porter-Lawler model, labor productivity continues to be satisfied, and not the other way around, as theories of human relations say.

1.3 stimulation of work

Any benefits, material or spiritual, satisfying the needs of a person, if their receipt involves labor activity, should be called labor incentives. Or we can say that good becomes an incentive to work if it forms a motive for labor. Generally speaking, stimuli are all that a person considers valuable for himself.

The stimulation of labor involves the creation of conditions under which as a result of active labor, the worker will work more efficiently and more productively, i.e. perform more work than previously agreed. Here, the stimulation of labor creates the conditions for the employee to realize that he can work more productively, and the emergence of desire, which, in turn, creates a need, to work more productively. Those. the appearance of the employee motives for more efficient work and the implementation of these motives in the labor process.

Although incentives encourage people to work, they alone are not enough for productive labor. The system of incentives and motives should be based on a certain base - the normative level of labor activity. The mere fact that an employee enters into an employment relationship implies that he must fulfill a certain range of responsibilities for pre-agreed remuneration. In this situation, there is still no room for stimulation. Here the scope of controlled activity and avoidance motives work, associated with the fear of punishment for failure to comply with the requirements. There should be at least two such penalties associated with the loss of material wealth: partial payment of remuneration or the termination of employment.

The employee must know what requirements are imposed on him, what remuneration he will receive if they are strictly observed, what sanctions will follow if they are violated. Discipline carries elements of coercion, restrictions on freedom of action. However, the line between control and stimulation is conditional and mobile, because a worker with strong motivation has self-discipline, the habit of conscientiously fulfilling requirements and treating them as his own standards of behavior.

The incentive system grows out of administrative administrative methods, but does not replace them, because labor stimulation is effective if management bodies are able to achieve the level for which they pay. The purpose of stimulation is not only to encourage a person to work in general, but to encourage him to do better (more) of what is due to labor relations.

By the type of needs or needs that satisfy the incentives, the latter can be divided into internal and external. The former include feelings of self-esteem, satisfaction from achieving results, a sense of substance and significance of one's work - the “luxury of human communication” arising in the process of doing work, and others. They can also be called moral incentives. External compensation is what is provided by the company in return for the work performed: salaries, bonuses, career growth, symbols of status and prestige, praise and recognition, various benefits and incentives. They can also be called monetary and material and social incentives.

We will consider the above types of stimuli in more detail, because Together, they constitute and are the main elements of an effective incentive system.

1.3.1 Material monetary incentives

Money is the most obvious and most used way that an organization can reward employees. Application of Maslow's theory of needs to wages allows us to conclude that it satisfies many needs of various types - physiological, the need for confidence in the future and recognition. Hence the main salary functions:

Reproduction;

Status;

Stimulating.

Reproduction function, as you know, consists in providing the employee with expanded reproduction of his workforce at the accepted socio-normative level of consumption. Hence the initial value of this function, its decisive role in relation to other functions, especially in Russian conditions, when essentially all issues of labor remuneration are concentrated exclusively on the possibility of achieving a decent standard of living. The main property of wages is to be the main part of the employee’s livelihood fund. Without this, it cannot perform either a reproductive or a stimulating function. Unfortunately, this is happening in practice.

Based on Herzberg's theory, it can be concluded that the reproductive function of wages is a hygienic factor, in the absence or insufficient degree of which a person has dissatisfaction with work, which will naturally lead to a decrease in labor productivity.

Status function wages can be considered realized if the status determined by the size of earnings corresponds to the labor status of the employee within the framework of the social structure under consideration. By “status” it is customary to mean a person’s position in a particular system of social ties and relations; accordingly, the labor status is the place of the given employee in relation to other employees both vertically and horizontally. The amount of remuneration for labor is one of the most important indicators of this status. For example, the head of an organization’s unit is above the rank-and-file employee of this unit. Therefore, the status function will be performed if the salary accrued to the head will be higher than the salary of an ordinary employee.

On the one hand, this can encourage lower-ranking employees to work more efficiently in order to obtain a higher position and, accordingly, higher earnings (or any other position with a higher salary), of course, provided that the size of employee remuneration at the enterprise is not classified confidential information. On the other hand, unjustified, unfair (from the point of view of a simple worker) wage differentiation leads to a drop in motivation and, consequently, labor results.

Stimulating function From the position of leadership, it is most important: it is beneficial that the employee performs his functions with the greatest return. Based on the theory of expectations, we can conclude that only under certain conditions does the growth of wages stimulate an increase in labor productivity. The first of them is that people should attach great importance to it, i.e. it, as mentioned above, should be the main source of income. The second is that people should believe in the existence of a clear link between wages and labor productivity, and specifically that increased productivity will necessarily lead to higher wages, i.e. the amount of remuneration should be determined by the individual contribution of each to the overall result. This contribution embodies professionalism, initiative and labor efforts.

Many domestic scientists and specialists note that wages are bad, and often not at all connected with the final results of labor. The gap in the payment of excellent labor efforts of workers causes the replacement in their minds of the labor basis of consumer wages, i.e. they determine the value of remuneration not by personal labor contribution, but by what can be purchased for the salary received, and this leads to a weakening and damping of the stimulating function of wages. Moreover, in his claims, the employee proceeds not from how much he can earn, but from the desired “ceiling” of payment, which people tend to raise higher and higher, as a result of which the feeling of injustice of payment becomes constant. Accordingly, satisfaction with wages even decreases, and if it increased with an orientation entirely on claims, they still could not keep up.

The mentioned negative trends (depreciation of the labor force, unjustified differentiation in wages and its low stimulating role) gained such strength that we can talk about the disappearance of wages in the Russian economy as an economic category, about its transformation into a kind of social payment that is not related to social assessment neither quantity, nor quality, nor the results of labor.

Consider some of the remuneration systems used both in Russia and abroad.

From the point of view of simplicity and accessibility, the time-based, time-bonus system of remuneration is most suitable for many workers. However, their significant drawback is that the absence of serious incentives for a person whose work also requires constant monitoring reduces labor productivity.

Systems based on piecework wages are also quite simple and understandable. But they are laborious from the point of view of conducting calculations, they require specialist setters, a lot of paperwork taking into account changes in technology, the mass of primary payment documents (orders, reports), etc. In addition, the establishment of norms of time and prices often give rise to conflicts: each claims to be greater than what is dictated by the technology of the work. However, "piecework" is better than other payment systems stimulates labor productivity. The dependence is very clear: released more units of production - more and received. As for the shortcomings, the main thing is that in the pursuit of increased production, an employee sometimes forgets about quality and ruins equipment.

At many enterprises there are additional surcharges for length of service, i.e. total amount of time worked at one enterprise.

At many Russian enterprises, the salary changes only when the employee changes his position. Here is the sphere of influence of the status function of wages, the pros and cons of which were discussed above.

From the foregoing, it can be concluded that monetary compensation makes people work more efficiently, provided that the employee attaches great importance to it, that it is directly related to the results of labor, and if the employee is confident that there is a stable connection between the material remuneration and labor productivity. But it is often difficult or economically unprofitable, and even in principle it is impossible to evaluate the individual contribution of the employee, and in accordance with this assign him a salary. Therefore, in many cases, a material monetary reward cannot induce people to work more productively, and it is precisely this task that confronts the incentive system as a whole.

1.3.2 Material and social incentives

Like material and monetary incentives, material and social incentives are external rewards. But it should be noted that sometimes Herzberg's “hygiene factors” can become incentives, and, conversely, incentives can transform into conditions of motive occurrence (“hygiene factors”). Upon receipt of a reward that acts as a stimulus, it loses the latter. This can be shown in the following example. The employee was promised that if he improves his labor productivity, he will be transferred to another, for example, more interesting job. Here, the transfer to another job is an incentive, but after he receives this benefit (incentive), the transfer ceases to play the role of an incentive and becomes the conditions (more precisely, their change). Therefore, we can say that when there is a need for good and there is an opportunity to receive it - this is an incentive, if the good is received and the need is satisfied, then the former stimulus becomes “hygiene factors”, if the need is not satisfied or partially satisfied - the good continues to play the role of an incentive .

These include:

creating the necessary conditions for highly productive labor. Such conditions include: the optimal organization of the workplace, the absence of distracting noises (especially monotonous), sufficient lighting, pace, mode of work, etc. Although attempts have always been made to standardize working conditions, as a result of a number of research studies it turned out that there is no ideal workplace .

the possibility of moving away from a monotonous to a more interesting, creative, meaningful labor process. By monotony, some understand the objective characteristic of the process of labor itself, others - only the mental state of a person, which is a consequence of the uniformity of work.

free time stimulation. As a result of lack of free time, many workers work with a feeling of chronic fatigue, experience constant neuro-emotional overload. The system of stimulation of labor activity assumes the optimal ratio of working and free time, because besides the work itself, people can have other equally important things, for example, playing sports, hobbies or just relaxing. If the employee needs free time, and the work absorbs it entirely, then he will avoid it, thus lowering labor productivity.

improving relationships in the team. The internal conditions for creating a psychological microclimate in the team that have a beneficial effect on the condition of workers include the authority and personality traits of the leader, his leadership style, the compatibility of team members in terms of character, value orientations, emotional and other properties, the presence of influential leaders in informal groups and the attitude of these leaders to the production tasks facing the team, etc. All these factors leave a peculiar imprint on the psychological atmosphere of the collective, on the nature and forms of interpersonal relationships, collective opinions, moods, purposefulness, orientation, cohesion, exactingness, discipline, independence, social activity, stability of behavior in a difficult environment, etc. conflicts take away too many moral and physical forces that could be used in labor.

career advancement. One of the most effective incentives, as firstly, this increases the salary; secondly, the range of powers is expanding and, accordingly, the employee becomes involved in making important decisions; thirdly, the degree of responsibility increases, which makes a person work more efficiently and avoid mistakes and mistakes; Fourth, increases access to information. In a word, promotion allows an employee to assert himself, to feel important, necessary for the company, which, of course, makes him interested in his work.

In the current conditions of the Russian economy, these material non-monetary incentives can be especially widely used due to non-payments and therefore the impossibility of effective monetary incentives.

1.3.3 moral and psychological stimuli

These incentives are focused on motivating a person as a person, and not just a mechanism designed to perform production functions. In contrast to the above stimuli, moral ones are internal stimuli, i.e. they cannot directly affect a person.

Consider a concrete example in production: a worker manufacturing specific parts.

A certain control is established over each employee in the company, i.e. it is checked how it performs its functions, but it is impossible to control the activities of all personnel. Therefore, if we monitor the quality performance of some of its functions, then it automatically stops or performs unsatisfactorily its other functions. For example, we monitor the number of parts manufactured by him. Realizing this, he increases their production in quantity. It would seem that the fact of an increase in labor productivity is obvious, but an increase in the quantity does not mean an increase in quality, but on the contrary, in order to minimize its efforts, the worker will pay less attention to the quality of the product in order to increase its quantity. Then the governing bodies will have to establish control over the quality of the parts, thus increasing costs.

But even then, the worker can find ways to minimize efforts by unsatisfactorily performing, or not performing, functions not controlled by the enterprise. In this example, the worker may use resources inefficiently, i.e. will not follow to reduce their consumption. Our example can be continued until we list the entire set of responsibilities of this worker. Moreover, in order for productivity to grow, the company will need to establish control over all the activities of the employee, which is extremely impractical from an economic point of view. In the considered example, all the difficulties arose because the worker sought to avoid work. It is fully subject to the “theory of X”, which states that people do not like to work, are devoid of any ambition, etc. Hence the main conclusion: people need to be forced to work, i.e. establish control over them.

There is another negative side to establishing tight control. At the same time, the employee begins to clearly feel like a mercenary, and considers the company (for which he works) an exploiter. It has long been noted that a mercenary works much worse than the owner or accomplice of an enterprise, because he will not appropriate the results of labor. He will only receive wages, which often, according to workers, are unfair. And owners or accomplices will appropriate the results of labor, thus realizing the connection “efforts, results of labor”, in the presence of which, according to the theory of expectation, motivation is enhanced.

In the situations discussed above, the employee was not interested in his work, because he did not have internal moral incentives, such as: satisfaction from a job well done, a sense of ownership, etc. If they exist, for high labor efficiency it is not necessary to establish control over the production process, which takes strength and money.

As mentioned above, the management bodies cannot directly influence the personnel with these incentives, but only create the conditions for their occurrence. For example, an employee can be affected by education, as of great importance for the emergence of motivation are the employee's value orientations. Social values \u200b\u200bacquired by a person consciously or unconsciously, and which have become significant for him, turn into motivating forces (motives), under the action of which certain actions are committed. In the process of education, the basic system of values \u200b\u200bis formed and changed. In this case, the main attention is paid to develop and strengthen the motives of the person that are desirable for the subject of management and, conversely, weaken those that interfere with effective personnel management. This type of impact requires much more effort, knowledge and ability to carry it out. But its result as a whole significantly exceeds the results of external stimulation. Organizations that have mastered it and use it in their practice can manage personnel more successfully and efficiently.

The experience of Japanese firms confirms that internal incentives, compared with external ones, are more powerful factors affecting workers.

We believe that monetary rewards in the form of an incentive are preferred by those people who are not satisfied with their lower needs (unhealthy food, poor housing, insecurity about tomorrow, etc.). If these needs are met, then wages, which become only a hygienic factor, are replaced by more powerful incentives - internal ones, under the influence of which a person works so much more successfully that the profits received from his activity more than pay off the money spent by the company to satisfy the lower staff needs.

Thus, it is beneficial for employers to satisfy or create all conditions for satisfying lower needs (high wages, providing insurance, caring for health) in order to get the most powerful incentives in their hands - internal ones.

CHAPTER 2. ANALYSIS OF THE SYSTEM OF MOTIVATION AND STIMULATION OF LABOR OF WORKERS OF THE ENTERPRISE OJSC "SAMARA BAKERY № 2"

2.1 Organization of labor incentives in the enterprise

OJSC Samara Bakery No. 2 was founded in 1933. Currently, the company is one of the largest in the production of bakery and confectionery products (wafer cakes, gingerbread cookies, waffles, cookies).

The company employs more than 600 people, for families of many of whom the salary at OJSC “Samara Bakery No. 2” is the only source of income.

Effective use of workers' potential includes:

planning and improvement of work with staff;

supporting and developing the skills and qualifications of workers.

In total, the company employs 639 people, including engineers and employees - 120, 466 employees engaged in the production of the declared products, 53 auxiliary workers.

The main objective of the personnel service at the enterprise is:

pursuing an active personnel policy;

development together with the financial and economic service of material and social incentives;

close interaction with the trade union committee in matters of social protection of certain categories of workers.

To organize this work, the company has the positions of head of the personnel department and labor protection engineer. Recently, the company has fully formed the backbone of engineering and technical workers who have worked for 7-25 years and have professional and practical experience. All managers have higher education, many of them began to work in working positions, went through all stages of growth, and now they head the main services. Widely developed at the enterprise career planning and other forms of development and implementation of the abilities of employees.

The demographic policy of the enterprise is aimed at "rejuvenating" the team and especially the staff of managers and specialists. The company carries out systematic work with personnel with a reserve for nomination, which is based on such organizational forms as the preparation of candidates for nomination according to individual plans and internships in relevant positions. The proportion of young workers in senior positions is currently about 40%.

The personnel management strategy at OJSC “Samara Bakery No. 2” reflects a reasonable combination of the economic goals of the enterprise, the needs and interests of workers (decent wages, satisfactory working conditions, the possibility of developing and realizing workers' abilities, etc.). Currently, conditions are being developed to ensure a balance between the economic and social efficiency of the use of labor resources. The enterprise has developed a wage system that depends on the results of the work of the team as a whole and each employee in particular. For individual workers and groups, gradations of quality are established so that employees can see what they can achieve in their work, thereby encouraging them to achieve the required quality. The remuneration of workers takes place in full accordance with their labor contributions to the final results of the work of the team, including improving the quality of products.

OJSC “Samara bakery No. 2” annually sends more than 150 thousand rubles to labor protection and the creation of more favorable working conditions. There is a plan for collective health improvement at the enterprise (52 employees were provided with sanatorium-resort vouchers worth 168 thousand rubles), financial assistance in the amount of 73 thousand rubles is provided, interest-free loans in the amount of up to 100 thousand rubles are issued.

To maintain the skill level of workers dictated by production need, personnel certification is carried out. Based on the results of certification, a plan for organizing advanced training and retraining of personnel is developed, and then personnel shifts are made.

Once in 3 years a collective agreement is concluded at Samara Bakery No. 2 OJSC, which reflects an increase in production efficiency and the use of profit, the principles of the labor collective and employment, organization of labor and wages, socio-economic guarantees, working conditions, and security and labor safety, the organization of socio-medical, health resort treatment and rest for workers.

A lump sum is paid:

* in connection with retirement;

* employees who have reached the jubilee age of 50, 55, 60 years old, awarded with diploma, according to the order;

* pensioners who have reached the age of 50-60 years for treatment.

In addition, the following payments are made:

* payment of funeral services;

* women at birth;

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

* low-income and large families, etc.

2.2 the organization of the system of motivation

Consider ways to improve labor motivation. They are combined in five relatively independent areas:

1. Material incentives.

2. Improving the quality of the workforce.

3. Improving the organization of labor.

4. Involvement of personnel in the management process.

5. Non-monetary incentives.

The first direction reflects the role of the motivational mechanism of remuneration in the system of increasing labor productivity. It includes, as elements, improving the wage system, providing staff with the opportunity to participate in the ownership and profits of the enterprise. At OJSC “Samara Bakery No. 2”, the wages of the main production workers depend on the volume of sales. Unilateral impact on workers only by monetary methods does not lead to a long-term increase in labor productivity.

The next direction of improving motivation - improving the organization of labor - contains setting goals, expanding labor functions, enriching labor, production rotation, applying flexible schedules, improving working conditions:

goal setting assumes that a correctly set goal by forming an orientation towards its achievement serves as a motivating tool for the employee;

The expansion of labor functions implies the introduction of diversity in the work of personnel, that is, an increase in the number of operations performed by one employee. As a result, the work cycle of each employee is lengthened, and the labor intensity is growing. The use of this method is advisable in case of underloading of employees and their own desire to expand their activities, otherwise it can lead to sharp resistance from the side of employees;

Labor enrichment implies providing a person with such work that would enable growth, creativity, responsibility, self-actualization, inclusion in his duties of some planning and quality control functions. This method is used in the field of labor of engineering and technical workers;

For production workers, production rotation is used, which involves the alternation of types of work and production operations, when workers periodically exchange jobs during the day, which is typical mainly for the brigade form of labor organization;

Improving working conditions is the most acute problem of today. A new level of social maturity of the individual denies the adverse conditions of the working environment. Working conditions, acting not only as a need, but also as a motive encouraging to work with a certain return, can be both a factor and a consequence of a certain labor productivity and its effectiveness.

CONCLUSION

The general crisis in Russia has affected all areas of activity, only a few enterprises have retained their potential and continue to develop in these conditions. One of the reasons for their “survival” is effective personnel management.

The process of losing an employee’s interest in work, invisible to an inexperienced eye, its passivity brings such negative results as staff turnover. The leader suddenly discovers that he has to delve into all the details of any business carried out by subordinates, who, in turn, do not show the slightest initiative. Organization performance is falling. Effective activity is possible only if the employees have the appropriate motivation, that is, the desire to work.

Properly designed work should create internal motivation, a sense of personal contribution to the products. Man is a social being, which means that a sense of ownership can cause deep psychological satisfaction in him, it also allows you to realize yourself as a person.

Material compensation for professional success should be systematic and based on clear objective criteria. There are no uniform methods of personnel motivation that are effective at all times and under any circumstances. However, any method used by the manager is based on the human resources management strategy chosen by the company.

The stimulation of labor involves the creation of conditions under which, as a result of active labor activity, the worker will work more efficiently and more productively. Although incentives encourage people to work, they alone are not enough for productive labor. The system of incentives and motives should be based on a certain base - the normative level of labor activity. The purpose of stimulation is not only to encourage a person to work in general, but to encourage him to do better (more) of what is due to labor relations.

The company is successfully developing in the conditions of a general crisis, relying on effective personnel management. Labor motivation is carried out across the entire spectrum of workers' needs.

The company employs 639 people, for families of many of whom the salary at OJSC “Samara Bakery No. 2” is the only source of income. The number of employees in the enterprise over the past 6 years has been growing steadily, there is practically no staff turnover.

This allows us to conclude that effective motivation and stimulation of labor provide an effect not only in economically prosperous countries. Orientation to the human factor gives convincing results in the conditions of a collapsing economy.

LIST OF REFERENCES

Galenko V.P., Strakhova O.A., Faibushevich S.I. Personnel Management and Enterprise Efficiency.- M.: Finance and Statistics, 1998, 213 p.

Zaslavsky I. On the characteristics of labor in modern Russia. Essay on social and labor policy. // Expert. - 1997.- No. 10.

Kapitonov E. Sociology of the XX century. - Rostov-on-Don: Phoenix. 1996 .-- 431 p.

Keller-Pfrunder A. Individualization of the personnel economy // Problems of management theory and practice. - 1997.- No. 2.

Komarova N. Motivation of work and increase of work efficiency .// Man and labor. - 1997. - No. 10.

Do not repeat mistakes: (Practical advice to the leader) / Comp. I.V. Lipsits. - M.: Economics, - 1988.- 312 p.

Negashev E.V. Analysis of the enterprise in a market .: Textbook. allowance. - M .: Higher. Shk., 1997 .-- 343 p.

Fundamentals of the legislation of the Russian Federation on labor protection. -m .: Jurid. Lit., 1993. - 64 p.

Ouchi, U. G. Methods of Organization of Production: Japanese and American Approaches. - M .: Economics, - 1993. - 311 p.

Pronnikov V. A., Ladanov I. D. “Personnel management in Japan”. M .: Economics, 1993.

Utkin E.A., Kochetkova A.I. Personnel management in small and medium business. - M .: Akalis, - 1996.138s.

Effective manager: Motivation of your team., / Textbook “The Open University”, 1999. - 132 p.

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Organization of the process of labor motivation in post-crisis conditions. Analysis of the form and system of wages. Characteristics of effective and ineffective employee behavior in an organization. The impact of motivation and incentives on staff performance.

“There is a field of scientific research that should be

special attention is paid ¾ exactly the exact study

motives that influence people's behavior ... Patterns attached

to the vast majority of people, no doubt, they exist and, being precisely defined, bring tremendous benefits for treating people. ”

F. Taylor

LESSON PURPOSE: to form an idea of \u200b\u200btheories of motivation and the possibilities of using them in the activities of a manager.

THEORETICAL MATERIAL for repetition: p.397 - 430; Chapter 12. Motivation of activity in management; p. 252 - 260;

EDUCATIONAL MATERIALS:

1. Tab. 12. “Characterization of modern theories of motivation”, table. 13. "Two-factor Herzberg model", table. 14. "The system of labor motivation in the organization."

2. Fig. 11. "The combination of motivation and ability of employees", Fig. 12. "The motivational structure of the manager."

3. The Parable “The Potter and the Boys”

4. Options for assignments.

WORKING PROCESS.

Exercise 1. Define the following concepts and consider their relationships: need, stimulus, motive, motivation, stimulation.

A stimulus is an external stimulus that helps increase the intensity of certain motives in a person’s actions.

A motive is a material or ideal object, the achievement of which is the meaning of activity. The motive is presented to the subject in the form of specific experiences, characterized either by positive emotions from the expectation of achieving this subject, or negative, associated with the incompleteness of the present situation.

Motivation is the process of stimulating someone (an individual person or group of people) to activities aimed at achieving the goals of the organization. Motivation is necessary for the productive implementation of decisions made and the intended work.

Stimulation - the impact on the employee’s labor behavior through the creation of personally significant conditions that encourage him to act in a certain way; influence, motivation, external pushing to certain actions.

Task 2. Describe the modern theory of motivation in table 12.

Table 12.

Characterization of modern theory of motivation

Task 3. Complete the pyramid of needs A. Maslow.

Task 4. How many levels does A. Maslow's pyramid currently contain? What levels have been added and explain why? Give examples of the application of the theory of A. Maslow.

Currently A. Maslow’s pyramid contains 7 levels. Three levels have been added, such as:

· Aesthetic needs (order, beauty, etc.)

· Need for respect (Competence, approval, recognition)

· The need for belonging and love.

Task 5. Herzberg showed that the activity of people is influenced by 2 groups of factors, which he called hygienic and motivating. Fill in table 13. factors and their impact on human activities. Give examples of the application of Herzberg's theory.

Table 13.

Herzberg two-factor model

Task 6. What will Maslow's needs system look like if you add McClelland needs to it? Give examples of applying McClelland's theory.

Task 7. When analyzing work motivation, Vroom's theory of expectations emphasizes the importance of three relationships: labor costs — results; results are reward and valency (satisfaction with reward). Record the ratio of these factors as a formula: Motivation \u003d …….

Give examples of the application of Vrum's theory of expectations.

Task 8. What is the essence of Adams's theory of justice and the possibility of its application in management.

Task 9. Explain the behavior of the boys, described in the parable below, using the theoretical approach of V. Vroom.

Parable "Potter and the Boys"

There lived an old potter in the world. He made pots, sold them in the market and lived on it. But then the neighboring boys got into the habit of beating his pots. He asked them not to do this, persuaded, scolded, complained to their parents - nothing helped. Then he called the boys to his yard and said that for every broken pot he would pay them a ruble. The boys were happy, they killed all the pots, got the money and ran away.

The next day, the potter said that he had little money, he could pay only 50 kopecks. The boys again killed all the pots, got their money and ran away. The next day the same thing happened again, only for each broken pot the potter paid only 20 kopecks.

The next morning, the children ran into the yard again. The old man went to them and said: “I have almost no money left, guys, because I had nothing to sell. Now for every broken pot I can pay only one penny. ” "Found fools to beat your pots for free!" the boys were indignant. They did not beat any more pots.

Task 10. Analyze Fig. 11, which reflects various combinations of motivation and ability among employees. Answer the questions:

1. What employees want to work efficiently and productively?

2. Which employees are problematic for the enterprise and why?

3. What needs to be done to increase the productivity and efficiency of workers B and C? What is the difference between managerial efforts?

Worker A Motivation + Abilities +	Worker In Motivation + Abilities -
Worker B Motivation - Abilities +	Worker D Motivation - Abilities -

Fig. 11. The combination of motivation and ability of employees.

Task 11. Fill in table 14.

Table 14.

Organization motivation system

Task 12. Fill in the “Springboard” methodology (Appendix 2). Based on the results, build a graph of the motivational structure (example of Fig. 12.). Make recommendations on the self-motivation of the future manager.

(+) Interest

(+) Relationships

Fig. 12. The motivational structure of the manager.

Task 13. The Taylor system, he said, is based on the following principles:

1. Identification of the most rational methods of doing the work.

2. The establishment of standards defining the requirements for operational results. Standards are based on the “correct”, most rational execution of work.

3. Training of employees in rational methods of work performance. 5. Improvement of tools.

6. Creating the best working conditions.

7. A clear and understandable relationship between the size of wages and labor results.

8. The system of accounting for the amount of work performed.

9. Providing employees with complete information about what is required of them and the results they have achieved.

10. Establishing good relations between the administration and employees.

Which of the principles does not fit into the Taylor system?

Why do you think Taylor introduced this principle?

Task 14 .No one questions the assertion that money is the main incentive that motivates people to productive work. But in order to use this powerful stimulus more efficiently, you need to clearly understand what needs it works for, what functions it performs, what tasks it can solve. Write down what functions money performs in each of these theories.

A manager who seeks to answer questions of employee motivation and wants to create a productive atmosphere in the team cannot but be interested in the basics of behavioral analysis. Understanding them, having mastered the mechanisms, adapting them to the domestic culture, he can flexibly and effectively use the forms of encouragement to increase the efficiency of his employees. The laws are simple, but this simplicity is apparent. Only by applying them correctly, you can achieve the desired result.

The task of any leadership is to organize the process so that people work, as they say, to their fullest. Each leader knows how much effort needs to be put into this. In attempts to increase the efficiency of employees, he turns to literature (and there is a great deal of it now) or attracts consultants (which are incredibly expensive). The tips offered in books or by consultants sometimes help, and in some cases are useless. How to adjust the behavior of people so that they begin to work effectively?

Why do people not work?

The productivity and climate of relationships directly depend on how much employees agree with their situation. Currently, despite many theories and approaches, there is no unambiguous understanding of the behavior of another person. In the mid-twentieth century, a science called “behavioral analysis” even appeared in the USA, but even there it is still considered a new science. Behavioral analysis can be applied in any field: in the economic, educational, political, medical ... There is a separate line of behavioral analysis for working with business - Organizational Behavior Management (OBM).

All methods and OBM programs were originally developed in relation to American companies. Attempts to use them in other countries have shown that success is achieved only by adapting to local cultural characteristics. So, in 2002, Journal of Organizational Behavior No. 23 (3) published an article on the application of the universal program in large companies in Morocco and Mexico (SGS-Thomson in Morocco and Danone in Mexico). Innovations in management for Morocco were aligned with the accepted Islamic standards of behavior in society. In Mexico, where the family usually comes first in the family, these relationships were mainly taken into account.

How to recognize a lazy person

Each team meets one or more employees, whom both the bosses and others call a clear word for everyone - lazy people. Moreover, as they say, their heads are in place, and their hands grow where they should, they just do not work. The reasons for these lazy people can be different, and the mechanism for this behavior is always the same. Behavioral analysis gives its explanation: promotion for work when there is still time, and it’s nice to surf the Internet right now, smoking and chatting are encouraged right away. A person chooses the behavior that accurately and immediately will bring encouragement.

All OBM techniques are based on the basics of behavioral analysis. The founder of behavioral analysis, Burrhus Skinner, defined the term behavior. This is what a person does and what can be observed: he sits, walks, writes, watches TV, thinks, laughs, etc. Skinner described the laws of behavior, which are as logical and strict as the laws of mathematics. All of them were confirmed by experiments.

The basic law of such an analysis is: "behavior will be repeated if it is somehow encouraged, and will not be repeated if it is not encouraged in any way." A person picks up the phone (behavior) when he hears a call, and begins to talk with a friend (encouragement). The next time the phone rings, he picks up the phone again. The same person greets his neighbor (behavior), and the neighbor does not respond (no encouragement) once, second, third. At a certain moment, a person will stop greeting his neighbor.

The law is very simple and obvious. What is there to analyze? The problem is the definition of promotion, its quantity and ability to use.

Studies have shown that each person needs their own, individual type of promotion. One needs his work to be noted by others, the other to pay more money, the third to be critically criticized, the fourth to finish work on time, the process itself is important to the fifth, etc.

The type of promotion can only be determined experimentally.

First you need to conduct an observation and find out what the employee likes, what he most often prefers to do, how he reacts to praise. Having thought over the type of promotion, test it in practice. The law of behavioral analysis: use encouragement immediately after a person finishes work, unless, of course, you want him to do it well in the future. If after this the person takes up the matter again, then the type of incentive was chosen correctly, if not, then another must be selected. It happens that you have to go through many different types of rewards, but it never happens that it is impossible to establish it.

The most effective encouragement is money, because a person can use it to purchase many pleasant things - food, drink, clothes, entertainment, that is, what he wants. However, money may not work here. There are usually two main reasons. First: a person receives cash incentives (salaries, bonuses) according to a certain schedule, and not immediately after the work done. If the work requires a long time, its volume is large, then the money paid according to the schedule generally lose the property of encouragement. After all, any lengthy work consists of many small actions, and they are performed without encouragement. Next time, a man without zeal will undertake a similar matter. The second reason is the amount of money. For each type of effort spent on work, there is a certain amount that can encourage these efforts. Usually the amount of money increases proportionally with increasing effort, but for each person it is individual. Finding out this is quite simple, just like the effectiveness of any other type of promotion: if a person continues to work with the same efforts, then the amount of money is optimal to support them.

The second effective type of promotion is praise. A person has no addiction to it, so you can use it more often than usual, but you need to use it correctly. First, praise should only be done after work, and not before the start. And it is important, of course, to consider quality. The experiments conducted in the American school showed the obvious difference in the fulfillment of the creative task between the two groups of students. The teacher praised one group when he accepted works without checking them. The second pupils praised selectively - only those whose work was interesting. The second group, performing the following tasks, showed significantly improved indicators. Secondly, you need to praise immediately after the completion of actions that it is desirable to consolidate for a long time. Thirdly, it is necessary to choose the right type of approval, taking into account the individual characteristics of employees. Someone needs to be praised in private, someone likes to listen to praise in the presence of colleagues, one just needs to be patted on the shoulder, and the other can not stand such familiarity. Visual promotion works well - printed gratitude, letter from superiors, photo of the best employee of the week at the entrance, etc. Some managers can intuitively choose the right promotion. Those who are usually considered talented and wise managers, under their supervision, people work with pleasure.

In the Soviet period, incentives in the form of commendations, letters of commendation, photo boards of the "best producers", etc., were quite widespread. However, the main mistake was "bureaucratic", at times, it nullified the result itself. The person was uncomfortable because the encouragement went through various stages of discussion: “promotion” in the team, approval by various authorities. Bureaucratization turned employee reward into a real punishment. In addition, from the point of view of behavioral analysis, the basic principle of immediate encouragement was violated with qualitatively performed (or performed) work. In addition, a strict ranking of the type of incentive depending on the position of the employee leveled the idea itself.

On the other hand, studies show that in the West, encouragement in the form of praise is a completely untapped technique. It is in connection with this that consultants practicing in OBM teach American managers to praise subordinates. This skill alone has a positive effect on labor motivation.

Similar results were obtained in Russia (Journal of Organizational Behavior Management, 1993, No. 13 (2). The management of a textile company sought advice on improving labor productivity. The program was conducted by American researchers with the participation of 33 employees. The team leaders were trained on the principles of promotion ( praise) and the sequence of the application of encouragement. Team leaders were taught and feedback techniques.

How to stop being late

How to make employees come to work on time, without applying any pressure, using only incentive forms? Indeed, in almost any team several people are chronically late by the beginning of the working day, each time finding weighty arguments for this. The manager, when starting the program, should consider the whole team as a single organism. A board is drawn on which are applied: days of the week - horizontally, names of employees - vertically. A board in the form of a table is displayed in a prominent place. Every morning, a manager arriving a little earlier notes (arbitrary mark form) the names of those who arrived without delay. The mark in the table is considered as an urgent encouragement of timely arrival to work. More often than not, such an incentive is enough for people to try to arrive without delay. If the situation does not change within 1–2 months, additional incentive is introduced. For example, a manager informs employees (in writing or at the current meeting): if during the first four days of the week 80% of employees have marks of timely arrival, then on Friday everyone can finish work an hour earlier. Another example: the manager monitors how the number of marks in the table changes in comparison with the previous week. As soon as their number has increased, the manager organizes morning coffee with pastries for all employees, regardless of the timely arrival. During a joint “coffee party”, the manager thanks everyone for improving their performance. These additional promotions may be changed depending on the specifics of the team.

You must exit the program gradually. When the manager is satisfied with the results, the board is not exposed every day, but 1-2 times a week, then several times a month. Additional encouragement is provided either at an increasing time interval, or the encouragement decreases: instead of leaving work one hour earlier, the end of the working day is earlier than 50 minutes, instead of coffee with pastries, just coffee. If the results worsened with a decrease in reward, then the exit from the program for this team was too fast. In this case, it is recommended either to return to the beginning of the program or to change the type of promotion.

To make sure that changes in the labor productivity of workers occur as a result of the use of rewards and feedback by supervisors, the study went into four stages. First, the amount of time that employees spend doing their work before any changes was measured. Then they started the program and continued it for several weeks. The next step was the cancellation of the program for the same period, and the last - the resumption of the program. At all stages, the same parameters were measured as at the first. When the program was canceled, productivity dropped to the initial level, and when resuming, the performance increased.

Undoubtedly, we need new and more detailed research in the field of industrial behavior, taking into account the actions of the collective as a whole and each individual employee in relation to the various types and types of industrial, scientific, industrial, educational and other organizations. To date, such studies are not conducted in Russia: mainly due to the lack of specialists practicing in the field of behavioral analysis.

Historically, the system of labor productivity control is based on punishment. The boss monitors the performance of his subordinates through the deprivation of bonuses, reprimands or the threat of dismissal. Behavioral analysis does not welcome such a control system; its second law reads: “Punishment can stop unwanted behavior for a while, but does not teach new behavior.” In this case, the term "punishment" is interpreted in a more capacious context than in everyday life. Punishment, from the point of view of behavioral analysis, refers to any action that leads to stopping unwanted behavior. For example, the smirk of the interlocutor can stop the speaker, the penalty for being late - to prevent many being late, criticism of the authorities - to force the employee to abandon the usual report on the work done.

Punishment is not only an unproductive way to control behavior, but also dangerous. The punished person increases aggression, which can be directed both at himself and at others. A worker fined for being late is able to shout at a colleague for no reason, electrify the work environment, or engage in self-flagellation. None of these aggressive behaviors contribute to productive activities. Another negative side of punishment: a person begins to avoid those who punished him, and the place where they are punished. In this, an adult is not much different from a child who, fearing the punishment of his parents, begins to lie and dodge. For the working group, the negative side of punishment is also the creation of nervousness in the collective itself.

Practice has shown that managers do not have to start any extensive programs to study and further use the mechanisms of punishment. Quite often, problems can be resolved by changing the basic relationships in a firm, company, manufacturing. For example, the productivity and climate of relationships directly depend on how much subordinates and bosses agree with their position.

The working relationship of the boss-subordinate — when reporting, how to teach material, how to meet often, etc. — should ideally be clearly defined and recorded in documents such as instructions and prescriptions. If the employee does not have clear instructions on what and how to do it, errors immediately appear, mutual discontent and irritation.

For the correct use of the laws of behavioral analysis in the form of encouragement-punishment, a clearly defined target setting for a firm, company, any production in general, and for a particular employee, in particular, is important. The goal set before subordinates, and before the company, should proceed from the reality of its achievement. What is a completed task or goal achieved in terms of behavioral analysis? This is an immediate promotion. Moreover, when the task is solved, a person receives several different types of rewards at once: you don’t need to work on it anymore, someone will praise, pay money, mark it with an award, in the future, they will probably turn to him with similar tasks, and he already have a positive experience in their implementation, etc.

If you can’t, we teach, if you don’t want to, you want to

Any incentive program will be effective if the behavior that needs to be reinforced already exists. If there is no behavior yet, then encourage - do not encourage, nothing will happen. Therefore, it is first necessary to teach a person how to perform certain actions, and only then to begin the promotion program. Analysts have developed many methods to effectively teach people new behaviors. However, they are all based on the following basic principles:

The learning process needs to be structured so that the number of possible errors is minimized. To do this, starting the training in complex behavior, it is necessary to divide it into a series of simple sequential steps. Each step is explained or demonstrated by a person who has already mastered this behavior well. Successful repetition by trainees is encouraged, unsuccessful repetition is corrected.

Repetition is the fundamental basis for learning. It is necessary to repeat so that new actions take away little energy from a person. The less effort is spent on a job, the more fun this work is. Moreover, observations and experiments show that if a person is often forced to repeat some kind of initially even not very pleasant behavior, then over time this behavior becomes a necessity.

Each person is individual. Therefore, the approach to learning should take into account personality traits. For someone, to repeat the correct actions, only observation will be enough; someone will need to follow them with the teacher; and someone always needs step-by-step instructions at hand.

In the learning process, a person should have fun.

Olga Shapovalova

"article. Where we look at how you can motivate employees to work more - and earn more, of course. So, if you think that giving employees what they want is to pay them high wages, provide a lot of free time and deprive If they are of any kind of tension, then we advise you to think again.What, providing all this to your employees is unlikely to have at least some effect on the level of their productivity.

Employees desire, or how to effectively manage using their desires? To get to the bottom of such desires, for which the costs are not very large, and which can be fulfilled as an encouragement. But not vice versa 🙂

So, there are things that employees want to have that you can provide them with and that will definitely affect their productivity. We invite you to get acquainted with several of them. But for starters - the very first commandment that should be burned in the minds of employees:

Salary is directly proportional to the profit that this employee of the company brought

Well, now let's go over the rest of the wishes of the employees:

Employees wish fair attitude. They want to have a fair salary, not necessarily the highest, but fair with respect to the salaries of their acquaintances engaged in similar jobs.

Employees also wish fair treatment to the results of his work. Under fair working conditions, the consequences are consistent with the results of the work. Good workers get rewards. The bad ones get reprimanded and comments, corrected or quit.

Staff want to have equal opportunities do a good job. Make sure that your employees, before starting work and before you begin to hold them accountable for the results, undergo appropriate training and have the necessary resources for work.

Employees need know what is expected of them. This is logical. You can’t hope that a person will do what you want if he does not know what exactly you want. Therefore, introduce employees to your expectations and make sure that they understand them.

Employees also need have an idea of \u200b\u200bcompany values and how they behave. Make sure everyone shares the same values. Constantly remind about values.

Employees need know how they do the job. Therefore, tell them about it. Check the results often. After that, provide helpful comments and comments. Simple comments that an employee needs to “do better” will not help. Be very specific about what and when to change so that the results are acceptable.

To employees job satisfaction needed. Here we are not talking about constant parties or people shining with happiness holding each other's hands. Employees want a safe working environment, without harassment and unfair punishment.

Employees also willing to work with people who know how to work how to. That's why lazy people and parasites can turn out to be a fly in the ointment. Give bad workers the opportunity to improve. Fire those who do not.

Staff want to do useful work. Most adults want to solve certain tasks at work. They need respect from the leader and the team. And they want to work in a place where they could learn and grow.

Employees want to do something important. If you are a leader, then part of your job is to help your subordinates understand how important their contribution is. Tell us how important it is for the team. Tell us how important it is for the company.

Employees wish be able to maximize control over their working life. Give qualified employees the power to make basic decisions to the maximum extent possible. If you have doubts about the adequacy of their qualifications, try to provide them with a degree of control and see if they can do it.

Staff wish to grow and improve. Help them with this. Often, your job as a leader is to help each employee work better.

There really is some magic in all this. Part is explained simply by human nature. Part of common sense. But be that as it may, if you manage to give employees what they want and what they need, you will greatly benefit from this.

Thus, it is quite realistic to realize many employee desires as an incentive for a job well done.

Based on materials from http://business.damotvet.ru/management/361602.htm

 

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