Events to improve the personnel stimulation system. Activities for improving the system of motivation and stimulating labor in LLC "ITC" and evaluating their effectiveness. Methods of moral incentive

Events to improve the system of motivation of employees of sales department "CJSC Kuibyshevskoe"

As a result of the study of the motivation of IR workers, it becomes clear that for more efficient operation of specialists, a number of activities are needed to improve the existing motivation system.

To improve the existing motivation system, it is necessary to create a motivational program. At the analysis stage, the information on the existing system of motivation was summarized, the main factors of labor, causing dissatisfaction with the branch staff, as well as the prevailing labor values \u200b\u200bof the branch staff.

For more efficient improvement of the existing motivation system, it is necessary to maximize the use of positive moments in the organization and try to most promptly eliminate the factors causing the greatest dissatisfaction with the sales department workers.

The development of the motivation system improvement will be implemented, based on the following principles:

• - elimination of the problems listed above;
• - optimal combination of the material interests of employees and principles of the Company's compensation policy;
• - economic efficiency;
• - to promote the development of such qualities of employees as a creative approach and active search for additional business opportunities;
• - Competitiveness, the ability to attract human resources necessary to achieve the organization's business tasks.

At the implementation stage of the motivational program, it is necessary:

• 1. Make a specific action plan;
• 2. Determine the stages of the implementation of the Plan and appoint responsible for each stage;
• 3. Be consistent:
  • · New methods of encouragement and punishment should enter into force from a certain point that it should be declared in advance and confirmed once again at the time of their action. The same should be related to their cancellation;
  • · New methods of encouragement and punishment should apply only to the actions of employees made from the moment of the official announcement of the beginning of the new motivational program.
• 4. Implement control over the imperative itself.

In the process of implementing a motivational program, the following difficulties may arise:

• § Lack of actually achievable goals;
• § the absence of employees of the necessary tools to solve the tasks;
• § incorrect actions of the leadership;
• § Delicia (discrepancies in the requirements of managers);
• § Low activity of the organization to use such tools such as marketing, promotions, advertising activity;
• § non-knowledge of goods or services in the market;
• § negative image of the company;
• § adverse psychological climate;
• § Lack of guidance authority.

Motivating action must be formulated as follows:

• 1. It is necessary to specify the desired result and criteria for its assessment.
• 2. You must specify the "Motivational Package" and the conditions for its preparation (entirely or with enhanced individual elements).
• 3. If there are proposals in the motivational package that allows an employee to satisfy its needs (that is, something attractive for him), an employee will strive to make efforts to receive them. That is, he will have motifs (reasons) to act in the designated direction. So proposals will have motivational strength.
• 4. The motivating effect will be the stronger than the opportunity to be found to satisfy the most significant needs of the employee and the more realistic it sees the possibility of their achievement (obtain).
• 5. An employee compares the received motivational compensation with expectation.
• 6. If the result of the comparison turned out to be positive, that is, the employee remained satisfied, then the motivating effect is fixed.

Taking into account all the above provisions relating to the use of the motivational package in the implementation of the motivational program in the Company, the following recommendations were developed to solve problems identified as a result of analyzing the motivation of specialists of the Sales Division "CJSC Kuibyshevsky", to improve employee motivation and improving the efficiency of their work (Table . 3.1).

Table. 3.1 - Events to improve the motivation of specialists from the sales department "CJSC Kuibyshevskoe"

Problems	Events
1. Lack of clear wage differentiation criteria	Develop payroll
2. Lack of recognition of the importance of work performed	Creating the criteria for the assessment of importance
3. Lack of prescribed system of promotion and bonuses of employees	Develop a Promotion Regulations
4. Lack of interest in work	This problem is a consequence of all others. To solve it, you need to deal with them.
5. Lack of working program of social support for employees of the company	Develop social programs
6. Not clear, not formulated objective criteria for evaluating results	This problem is a consequence of the problem of the absence of wage differentiation criteria. To solve it, it is necessary to develop a wage clause with clear evaluation criteria

Development of wages will make it possible to formally determine the mechanism of establishing, form and wage system, the size and order of wages for wages, as well as fixes clear criteria for differentiation of salary of the sales department.

For example, the following proposals may be made in the wage position in order of salary;

Salary of specialists is formed from the following components:

• - fixed salary of an employee installed in accordance with his post and paid regardless of the implementation of the Plan;
• - The variable part of the remuneration (award) must depend on the propulsion of the manager, i.e. Aligned with the performance of each specialist individually.
• - The following surcharges as a percentage of the main salary are charged for work experience in the company.
• - up to 1 year - no allowance;
• - 1-3 years - 10% of the main salary;
• - More than 3 years - 25% of the main wage.

Prompers:

20% of the annual financial result of the branch is allocated to pay the annual bonus to its employees, while paying the bonus is charged depending on the results of the work of the department as a whole, and not each employee separately.

In this paper, it is proposed to improve the existing system and distribute the annual bonus quarterly, as a premium to each employee (PS), depending on the compliance of the results of the work of specialists with objective evaluation criteria. In this case, compensation will not be so big, but sufficient and frequent to satisfy the material needs of the specialist and stimulate it for work.

PS Accrual Scheme:

According to the results of the enterprise, 20% of the profits received for the quarter will be distributed between each company's specialist in principle: what share of wages (SP) receives a specialist from a common branch of the branch of wages (FZP), the same share of the award will be accrued to him from a general premium premium. Foundation, i.e.: PS \u003d (PF * zp) / FZP, where

• - PS - employee premium;
• - PF - Premium Fund (20% of the company's financial result for 3 months.)
• - ZP - employee wages established in accordance with his post and paid regardless of the implementation of the Plan;
• - FZP is a common branch salary fund.

At the same time, 20% of the PS will be held at the Premium Fund of the Director of the Branch (PFD), which will be distributed by the Director himself, taking into account an objective assessment about its appointment.

In addition to the specified system of payment of the variable part of the staff, it is possible to offer add to the variable part of the payments of the bonus to employees of each department depending on the results of the department as a whole. So, for example, if the whole department as a whole exceeded the annual plan by 10%, then each employee of the department in the last month of the year to pay: general remuneration + general remuneration * 0.1

Such a system of remuneration of specialists will encourage specialists to fulfill their goals and increase their potential to work, as it takes into account the contribution to the general financial result as each specialist and the entire department as a whole.

It is necessary to formulate high-quality and quantitative indicators of the assessment of the work of the Sales Department staff in order to apply them in an objective assessment of the PS payment system, while the qualitative indicators are assessed by the director of the branch and according to its decision may not be taken into account.

Quantitative indicators are the number of customers, the amount of funds raised, the lack of informed complaints from customers;

Qualitative indicators - proficiency in sales and communications with customers,

At the same time, effectiveness is calculated by the formula:

Total performance \u003d res1 · res2 · res3

Remuneration is calculated by the formula:

General Remuneration \u003d Salary + Salary * General Performance

monthly

General Remuneration \u003d Salary + Salary * General Performance + PS Quarter

Plan (established for a certain period of production, a standard of performance) - can be calculated on average values \u200b\u200bof productivity of managers and can be about 70% of the maximum value.

It is necessary to establish a minimum of performance, below which managers receive only fixed salary, and their PS is stored in the PFD and if the employee over the next three quarters perform an annual plan, then it is paid to the PS + that part of the PS, which was transferred to the PFD, if the employee Does not fulfill the annual plan, the remaining part of it is irretrievably moving into PFD.

When overweight and comply with all criteria, the volume of the award increases in accordance with the increase in sales:

The volume is exceeded by 10% \u003d\u003e General remuneration * 1.1;

by 20% \u003d\u003e General remuneration * 1.2, etc.

Remuneration The head of the department will be paid depending on the results of the entire sales department and include:

• - fixed salary;
• - Bonus (as a percentage of salary) for the effectiveness of the department (once a quarter), for the implementation and over-fulfillment of plans established by the Department, i.e.:

Salary * General Performance 1 Manager

Remuneration of the boss

Salary * General Performance 2 Sales Department Manager

Salary * General Performance 3 Manager

A quarterly bonus scale and an annual bonus is calculated similarly to calculations for specialists.

Creating a system for assessing the results of the work of the sales department will result in definition and use to assess the results of employees of the department of two or three key indicators used depending on the specifics of the work of a particular department. As a result, employees of the department will seek to improve these key indicators to maximize the work done, which will lead to an increase in the efficiency of individual employees and the growth of the necessary indicators of the department as a whole.

Recommendations for the development of additional methods for promoting employees. The development of a provision on additional methods of encouragement will allow the use of intangible stimulation of the work of the Sales Department staff.

• o Awarding the differences;
• o Thankful letters and diplomas distinguished employees;
• o Announcement of gratitude;
• o presenting valuable gifts based on specific interests;
• o direction to the seminar, conference, outside the city placement of a branch on the topic of interest to the employee himself;
• o certificates for lunch with family members or friends in the best restaurants in the city;
• o Placing various records about the achievements of the employee in his personal file;
• o oral gratitude;
• o The release of a special memorandum distributed throughout the company with an expression of gratitude to the employee on behalf of the leadership;
• o flexible working time schedule;
• o Placing photos in the corporate newspaper or on the information sheet;
• o T-shirt, shirt, mug, etc. with a special mark (for example "one of the best");
• o The room of the Thanksgiving letters of customers in such a way that everyone can see them;
• o Subscribe to expensive magazines, payment of membership in clubs or associations for the choice of employee and so on.;

For awareness of the importance of work, sales staff can be advised to implement the following activities:

• o once a week to conduct corporate collections of a branch, in which all experts could discuss the problems of the company and nominate their proposals for their decision, declare the results of the branch in general and individual employees in particular on the work done.
• o In general, the hall is to establish an information booth on which the results of the work of the department will be covered, special achievements of individual employees. Information update must be carried out monthly or for special information reasons (receiving awards).

The development of a social program will allow to meet the need for security workers, as well as solve some material problems of employees. In a social program for employees of the branch sales department, social benefits presented in Table 3.2 can be included.

Table 3.2 - Possible social payments to employees of the Sales Department "CJSC Kuibyshevskoe"

		Size (rub.)
	Birth of a child
	Accidental Accidents
	Payment of vouchers for sanitary-resort treatment
	Payment of subscriptions to sports and recreation complexes
	Acquisition of gifts on holidays:
New Year (Gifts for children)
Anniversary of employees
Birthdays of employees
Retirement
	Credit for urgent needs (no more than 1 time per year)
	Medical insurance
	Payment of mobile phone within the limits

The proposed activities will improve the system of motivation of employees of the Sales Department "CJSC Kuibyshevskoe".

At the next stage, recommendations are proposed on the implementation of the proposed activities - these are their implementation with the appointment of responsible persons and terms. The plan for the implementation of the proposed activities to improve the motivation of specialists of the Sales Department "CJSC Kuibyshevskoe" is presented in the table. 3.3.

Table 3.3 - Plan for the implementation of the proposed measures to improve the motivation of employees of the sales department "CJSC Kuibyshevskoe"

	Events	Responsible person
	Creating a formal regulation on differentiated wages		Until 01.07.2011
	Development and implementation of a system of criteria for evaluating work results		Until 01.07.2011
	Creating a formal provision for bonuses	Department of Financial Consultation	Until 01.07.2011
	Familiarization of the director of the branch and head of the sales department with projects "Regulations on the payment of remuneration of specialists of the sales department" and "Regulations on the bonuses of the Sales Department". Holding a meeting on discussing projects and approval of the final edition of the provisions	Head of Financial Consultation Department	Until 01.07.2011
	Approval of planning performance indicators for sales managers, plan for the effectiveness of the entire department	Financial Consulting Department, Sales Department	Until 01.07.2011
	The order of the Director-General on the introduction of new labor payments, assessment, encouragement and bonuses from July 1, 2011, on the introduction of planned performance indicators for the sales department for the second half of 2011. Conducting a general meeting of the branch staff, familiarizing them with the provisions, Signing provisions by branch staff.	CEO	Until 07/23/2011
	Consultations, clarification and answers to the questions of the branch staff regarding the new compensation system. Explaining the need to introduce this system, its focus on the effective and efficient work of all employees, to promote performance.	Director of the Branch, Head of Sales Department	During July 2011
	Development and implementation of the Social Program	Department of Financial Consultation	Until 01.08.2011
	Development of a plan for preparing and holding corporate events for the summer period.	director of the Branch, Head of Sales Department	Until 07/15/2011

The implementation of these activities it is necessary to provide for sources of financing. The analysis of the proposed activities suggests that the development and implementation of a system of evaluation criteria for the results of work does not require funding, while other activities require attracting additional sources of financing.

To implement the proposed measures to improve the motivation of employees of the Sales Department, CJSC Kuibyshevskoe, it is possible to use the following sources of financing:

• o When implementing the wage and the implementation of the salary differentiation system of sales department of sales department, the attraction of a significant amount of additional funds will not be required, since the existing wage fund will be redistributed between the employees of the department using criteria defined in the wage position.
• o For the implementation of the proposed social program, the management of the company is ready to allocate the required amount of funds from the branch net profit.

Thus, the implementation of the proposed activities to improve the motivation of the Sales Department of CJSC Kuibyshevskoe workers will require the attraction of a relatively minor amount of funds compared with the revenue from the order of the company's average client, which is about 500 thousand rubles, while the company is ready to allocate these cash .

At the same time, the implementation of the proposed activities will improve the motivation of employees of the Sales Department of CJSC Kuibyshevskoe and increase the efficiency of their work, which, in turn, will lead to a significant increase in the company's income.

Based on the analysis of labor motivation, the following measures are proposed for improving the motivation of labor.

Improving the labor motivation of the organization's personnel concerns primarily the development of basic motivation. One of the types of such development is the improvement of the wage system in the organization.

The introduction of a flexible wage system will increase the interest of municipal employees in relation to their duties, since this will depend on the amount of wages, follows, the head of the administration introducing a flexible wage system will be timely without delays to receive reports on completed work.

2. The efficiency of working hours is associated with scientific and technological progress, which allows to solve a number of issues with the lowest costs and increase the production of work.

Improving technological equipment is important only when appropriate organizational conditions are created, the work activities of employees are combined into a certain system.

Until recently, less attention was paid to socio-economic factors, which also determine the rational use of working time.

3. Working conditions.

The study of working conditions plays a big role in raising the prestige of the organization. Material interest is not always put forward to the fore, which serves as a discomfort in the workplace, will try to change the work. Employee is interested in the duration of the working day, the week, the possibility of breaks in work. Organization of food at lunchtime.

An important role is played by the attitude of the authorities to proposals on the improvement of the workplace. Working conditions, except for the prestige of the organization and, as a result, personnel fluidity have a huge impact on the attitude of employees to the obligations performed, here the performance and quality of work performed.

Providing opportunities to improve their qualifications gives employee confidence in maintaining this workplace. In parallel with advanced training, salary increases, new prospects for promotion on the service staircase are opened. It gives rise to zeal and conscientious attitude to work. The preparation of the qualifications of individual workers, improves the qualifications of the organization as a whole.

5. Creation of conditions for the social activity of employees of the organization.

To fulfill the tasks set before organizing, as well as everyday problems, the participation of individual groups and the entire team. Higher results are achieved in a well-cooled team. Some incomprehensible moments in the work can be formed only together. If the employee feel a member of a single group, if supported by colleagues, the assigned duties will be carried out with an increased return.

6. Evaluation and promotion of results achieved.

In order to improve the result, you should enter a system of pivines and remuneration. Remuneration is all that a person considers valuable for themselves, but the concept of values \u200b\u200bin people are specific, and therefore, and the assessment of remuneration and its relative value is different, so along with external remuneration (promotion, additional payments, praises and recognition, payment of certain expenses, insurance). Internal remuneration gives the work itself.

For example, this is a sense of achieving the result, content and significance of the work performed. The easiest way to ensure internal remuneration is primarily the creation of working conditions, setting the problem.

Thus, the head of the administration must take into account all these factors and, if possible, satisfy the needs of their subordinates, while considering and analyzing the needs for promoting and remuneration of each subordinate. Remuneration and encouraging its fixed increases productivity and interest in the work performed.

In order to improve the efficiency of the organization, there is experience in attracting subordinates to the formation of decisions. Since the subordinate knows all the nuances and the subtleties of his work, his advice may be very useful. In addition, solutions developed with the participation of subordinates will be carried out with greater accuracy, this will improve the attitude with staff and increase management efficiency.

The list of measures to improve labor motivation is presented in Table 10.

To form an effective motivation system, the organization requires certain factors and conditions that allow you to improve the existing concept and methodology of labor incentive.

Table 10. List of measures for improving labor motivation

Name of events	Expected Result
1. Introduction of a flexible wage system.	The interest of serving in fulfilling their duties.
2. Efficient use of working time.	Increase productivity.
3. Working conditions.	An employee feels comfortable and cozy, therefore, labor productivity and sense of satisfaction increases.
4. Improving the qualifications of the municipal employee.	The ability to promote the service staircase, reduce the workplace.
5. Creating conditions for the social activity of the municipal employee.	Creating a united team in the workplace.
6. Evaluation and promotion of results achieved.	In order to improve the result.
7. Attracting subordinates to the formation of goals and development of decisions.	In order to improve the efficiency of the organization.

Among them:

· Availability in the organization of a professionally suitable and sustainable staff staff;

· The activities of the governing bodies, officials of the Middle and Senior Managemental (Governance Subsystem) on the formation of a developed system of motivation in the organization;

· The involvement of established methods for managing the personnel management subsystem not only in relation to the managed subsystem (subordinate personnel), but also in relation to itself;

· The existence of a system of motivation aimed at the formation of the primary interest of workers in the work (the predominance of hygienic factors);

· The existence of objective conditions justifying, allowing positive changes to the present system of motivation in the organization;

· The existence of sustainable traditions and personnel management experience in this organization;

· Implementation of staff development measures: raising professional status, training and retraining, etc.

The presence in the organization of a professionally suitable and sustainable team of employees is necessary to form a system of motivation with elements of individualization, when each collective representative becomes known in many respects (based on observation data, certification, conversations, features of professional tasks, holding a team) and this allows you to choose For him, the only correct form of motivation of his individual labor.

In the case when there is a high fluidity of personnel in the organization, the formation of an effective motivation system is questioned, since the changing conditions of an individual environment in the team do not allow both sustainable data on each employee of the organization and formed groups.

In addition, a team, in respect of which a set of measures to improve motivation, should consist of professionally trained employees who adequately react to the changes produced, under this condition the change becomes economically justified, the economic effect may be obtained from their introduction.

In organizations where the activities of the management bodies, officials of the Middle and Senior Managemental (Governance subsystem) on the formation of a developed system of motivation in an organization did not even occur attempts to bring any changes:

· There is no experience of conducting such events;

· There are serious problems in organizing the labor of personnel;

· There is a certain degree of personnel dissatisfaction, which inevitably leads an increase in non-formal opposition groups, intensity in interpersonal relations and conflicts, a decrease in the discipline of labor and the effectiveness of the work performed.

If the control subsystem uses well-established methods of personnel management only with respect to subordinate staff, it leads to growth in the team of nihilistic sentiment, frustrations, tensions in the relations of the "head - subordinate", the impossibility of implementing effective measures to form the motivation of subordinates into practice.

In addition, the management methods used often themselves need correction, since applied in modern conditions mainly administrative personnel management measures, teams, the "Promotion - Sanction" method often becomes an ineffective way to increase labor productivity and labor discipline.

The implementation of such personnel management methods is closely connected with the used motivation system aimed at the formation of the primary interest of workers in the work (the predominance of hygiene factors: working conditions, wages, promotion, etc.). The use of this main, basic form of motivation, however, is the main to further improve the process of stimulating labor.

Objective conditions, justifying, allowing to carry out positive changes in the existing system of motivation in the organization:

availability of changes in the external environment of the organization, which produce the need to increase productivity in the organization (orders of higher instance, the requirements of increasing labor discipline, new economic conditions, etc.) in this case, orders, instructions;

decision making in the organization itself, the availability of the necessary will and tools for the implementation of a number of positive changes (the development of an appropriate concept, program, awareness of the need for change).

The existence of sustainable traditions and personnel management experience in this organization is also a necessary condition for the formation of an effective system of motivation, since in this case such moral and psychological regulations are involved as "corporate interests", the "spirit of a single team". These norms have a positive effect on the motivation of personnel, create additional incentives for a qualitative, responsible attitude to the case.

The implementation of personnel development measures: an increase in professional status, training and preparation seems to be a logical completion of the "care" of the management subsystem on the organization's personnel, optimization of behavior and the organization of stimulating responsibility and industrial growth.

Thus, to develop specific ways to create an effective system of labor motivation system, the organization requires certain conditions.

Introduction

Theoretical Basics of Motivation of Effective Work

1 motifs and their types

2 Effect of "Objective Tools" dependence on man

3 Motivation systems

4 Theories of Motivation and Management Styles

5 Motivation of Effective Production Activities

6 Structure of the income of the employee of the enterprise

7 forms and wage systems

8 Conclusions to the chapter

Characterization of Nevskaya Classic LLC and analysis of its activities

1 History of the company

2 Services provided

3 Company competitiveness

4 degree of mechanization and automation of management processes

5 organizational structure of the enterprise

6 Efficiency and efficiency of management structure

7 Personnel composition of the enterprise

8 Personnel, work schedule

9 organization personnel management system

10 Used in the organization of form and wage system

11 Company turnover

Development of measures to improve the personnel motivation system

1 Project Development Purpose

2 Introduction of new forms of wages

3 Situational regulation of the level of profitability of the project

4 Introduction of cash fines

5 Conclusions to the chapter

Conclusion

Bibliography

Introduction

In modern management, motivational aspects are becoming increasingly important. Personnel motivation is the main means to ensure optimal use of resources, mobilizing the existing personnel potential. The main objective of the motivation process is to obtain a maximum return on the use of existing labor resources, which makes it possible to increase the overall performance and profitability of the enterprise.

A feature of personnel management during the transition to the market is the growing role of the personality of the employee. Accordingly, the ratio of motives and needs for which the motivation system can appear. To motivate the company's employees today, both financial and non-financial methods of remuneration are used. Meanwhile, a certain picture on the ratio of individual aspects of the motivational sphere of employees today and the most effective methods of managing them, neither theory of management nor the practice of personnel management does not give.

1. Theoretical Basics of Motivation of Effective Work

.1 motifs and their types

Motives -that's exactly what directly encourages people to action. They are formed on the basis of needs and evaluating the possibilities of their satisfaction. The realization of the motive assumes that a person not only strives for something, but also sees, at least in general terms, ways to achieve its goals. For example, the motive of good studies in the university may be admission to graduate school. At the same time, under normal conditions, the student seeks to meet his needs in knowledge and creativity; At the same time, it determines the program of its actions in accordance with the requirements for admission to graduate school.

Examples of motifs can be considered that J. Keynes called a tendency to consumption and prompting to invest: "The psychology of society is such that with the growth of aggregate real income increases and aggregate consumption, but not to the same extent that income is growing ... This magnitude of the indicator, which we will be called a suggestion of society to consumption, an equilibrium level of employment ... will depend on the magnitude of the current investment ... In turn, the value of current investments depends on what we will call in motivation to invest ... ".

Motivational structurecharacterizes the ratio of motives that determine human behavior. This ratio is formed under the influence of both genetic factors and the medium in which the person was brought up and acted.

Depending on the objectives of the study, various classification of motives of behavior.Since the motives are determined by the needs of a person, the classification of motifs in general casemust comply with the classification of needs. Therefore, first of all, must be allocated motives of existenceand motives to achieve life goals.

According to the general nature of the relationship between people, the motives of human behavior can be divided into egoisticand altruistic.The first are aimed at the welfare of the individual, the second - family, team and society as a whole.

When analyzing economic systems, they usually proceed from egoistic motives. This approach is justified in most practical situations. At the same time, altruistic motifs are also organically inherent in a person as selfish. In the course of evolution, those groups of people who provided effective care for children, old men, patients and weaknesses were preserved. As the famous geneticist V. Efroimson, societies that have been inherent in the concern for the elderly, developed the most traditions and internal sustainability.

The study of altruistic motives was given to considerable attention to one of the most famous sociologists of the XX century. P. Sorokin. In the last years of his life, he organized a research center on creative altruism at Harvard University. The financing of this center was carried out by E. Lilly - the head of a large pharmaceutical firm of the United States. The center of Sorokina conducted a number of fundamental studies, published several monographs and collections of articles.

Factors and conditions for the formation of altruistic motives were revealed. Sorokin allocated three types of altruists:

"... a)" inborn "(Albert Schweitzer, Benjamin Franklin and many others ...);

b) "Shocked or more acquired" (lately manifested) altruists whose life is divided into two periods - the dualtrustic, preceding their reincarnation, and altruistic, after a complete restructuring of the person ... (Buddha, St. Francis Assisi ... St. Augustine. .. St. Paul ... and others ...);

c) Finally, the intermediate type carries the features of both "inborn" and "enchantable" altruists ... (Gandhi, St. Teresa, Sri Ramakrishna and others ...). "

As Sorokin wrote, the main reason for his interest in the study of Altruism was the fact that no concept, the ideology of religion, the organization could not prevent war, conflicts, crimes, etc. Therefore, the output should be sought in a new system of relationships between people.

Until recently, very little attention was paid to very little attention to the ratio of selfish and altruistic motifs. As an exception, it can be noted the chapter "Care, the Economic Principle and the Common Good" in the monograph classic of German economic science.

We now turn to more familiar problems of analyzing the egoistic motives of economic activity. First of all, two groups of such motifs can be distinguished: by their orientation on the work process and on the result of work.

In the first case, the motives are due to the content of work, working conditions, the nature of the relationship between employees, the possibilities of manifestation and development of human abilities,

In the second case, there may be three main motifs: the significance of the work; material remuneration; free time.

The significance of the work is assessed by working, taking into account the opinions of his family, acquaintances, media, etc. For many people, the prestige of their activities is a fairly important motive.

Material remuneration can have various forms. Most often it is money income. This group of motives also refers to confidence in the work of work, access to scarce benefits, social security, and so on.

Free time is an important motive of activities for creative personalities, those who combine work with study, for women who have young children, and others.

As the welfare grows, the attractiveness of free time increases. In the near future it is difficult to expect any significant reduction in compulsory labor time in developed countries. This is objectively due to a complex economic situation in the world economy, the exhaustion of natural resources and other factors. In addition, the leisure organization is a rather complicated problem for people who do not have creative interests and are not inclined to spiritual improvement. As A. Shopenhauer noted in the "Aphorisms of everyday wisdom", it is difficult for people to stay alone with their thoughts, they are trying to drown out anxiety and boredom with alcohol, gambling, primitive spectacles, etc.

Since the time of Schopenhauer, opportunities for such a time of transactions increased significantly, which, undoubtedly, has become an important factor in crime growth. Thus, the reduction in time of labor is not always a blessing. According to the results of sociological surveys, the motivational structure significantly depends on the level of welfare, traditions, age and other factors. For the characteristics of the motivational structure of the population of Russia and other countries can be used by the results of a worldwide research of values \u200b\u200bconducted in 1990-1991. (Head - Professor R. Inglehart, USA) with the participation of specialists from the Russian Academy of Sciences. The main conclusions of this analysis are as follows. "Almost in all countries, work is on the second place after the family. The Russian population at first place also puts the family, and work is considering as a second in the importance of the sphere of life, but more important than friends and leisure. The originality of Russia is that the gap between the subjective importance of the family and work here is very noticeable and is one of the largest in the world. This is mainly low estimates of the significance of work characteristic of the Russian population. " "Work today is considered by the majority of Russians as activities, the main purpose of which- satisfying the consumer needs of the employee and his family; The greatest prevalence of high earnings as labor value is common to Russia and most other countries surveyed» .

Studies conducted after 1991 showed that the structure of labor motives in Russia turned out to be very sustainable. However, in the 1990s. The motive of "high earnings" has gained greater importance than in the 1970s. This is due to a decrease in the life level of the majority of the population, as well as an increase in the level of claims by some of its part due to the availability of information about life abroad.

In the practice of management, it is important to take into account the difference of people by their motivational structure. Determining the motives of the activities of each employee, the coordination of these motives with the objectives of the enterprise is one of the main tasks of personnel management.

.2 The impact of the "goal-means" dependence on a person

The behavior of a person is determined by the relationship with the goals that it sets itself, and their achievements. According to F. Khatcheson, "Wisdom means the achievement of the best goals with the best means."

In general, people's activities are aimed at achieving the following main objectives:

) material benefits;

) power and glory;

) knowledge and creativity;

) Spiritual improvement.

Target orientation is individual. It can change through the period of human life and under the influence of external factors. In childhood and adolescence, as a rule, material interests are basic, many people prevail in mature years, the desire for creativity; At the final stage of the life path, naturally desire for spiritual improvement. From this rule (as from any other) there are exceptions. Some people from the young years are ready to leave the worldly bustle of the monastery; Others and at the old age are trying to "take everything from life." With all the diversity of opinions about the meaning of life and the purpose of human activity, all any authoritative philosophers are united that the material benefits should not be a target, but a prerequisite, a tool for the development of creative abilities and spiritual perfection. In terms of optimal programming, such a position means that the material benefits relate to the system of restrictions, and the target function expresses the desire for creativity and spiritual improvement.

The concept of "means of achieving goals" is usually expressed either the amount of resources required for relevant actions, or ways to achieve goals. Enecess from the second aspect, the means of achieving human activity can be divided into three groups:

) any, including criminal;

) only legitimate (within legal norms);

) relevant religious morality and spiritual exercises.

For a reasonable management of social processes, a more detailed classification of goals and facilities is needed and with the corresponding statistical information. For each enterprise, the "Objective Tool" matrix would be a very useful tool for the personnel management system.

1.3 Motivation systems

The result of economic activity depends on the available resources and the effectiveness of their use, which is largely determined by the ratio of people to work, forms and methods of motivation.

"motivation"and "Stimulation".

Motivation - this is an impact on human behavior to achieve personal, group and public items, motivation can be internal and external.

The main concepts of the theory of motivation are interpreted in the literature in different ways. No unity even in the definitions of the essence of concepts "motivation"and " stimulation. "We assume that it is advisable to proceed from the following definitions.

Motivation is an impact on human behavior to achieve personal, group and public goals. Motivation can be internal and external.

Internal motivationdetermined by the content and significance of the work. If she is interested in a person, it allows you to realize its natural abilities and inclinations, it in itself is the strongest motive for activity, conscientious and productive work. Along with the content of a significant internal motive, it may be the significance of the work for the development of certain qualities of a person, the usefulness of this type of activity for a group of people and society, the compliance of this activity by the beliefs of the employee, its ethical orientation.

External motivation can be three species: administrative, economic and status. External motivation is also called stimulation. Administrative motivation means fulfilling the work on the team, the order, i.e., on direct coercion with the relevant sanctions for violation of the established norms. Economic motivation is carried out through salary, dividends, etc.

Status motivation is based on the change in the position (status) of the employee in the organization. Most often it is associated with a place in the hierarchy. Status motivation can also be expressed also in various forms of public recognition of the merit of the employee, his professional and moral authority. The change in the status of an employee is ultimately due to the results of its activities. The structure of motivation processes is presented in Fig. one.

Fig. 1. - Relationships of the elements of motivational processes

The choice of this or that form of motivation is determined by the content of the work, the principles of management in this organization, national traditions and corporate culture. Thus, for the US enterprises, a motivation is characterized by results based on a developed system of motivation of labor and traditions and moral authority. Changing the status of an employee, ultimately due to the results of its activities.

The choice of this or that form of motivation is determined by the content of the work, the principles of management in this organization, national traditions and corporate culture. Thus, for the US enterprises, a motivation is characterized by results based on the developed system of division of labor and the traditions of individualism. In Japan, rank motivation, corresponding to the traditions of collectivism and mutual assistance, horizontal relations between employees and a wide range of features performed are prevailing.

Some authors call in stimulation only economic motivation. We prefer not to use the term "stimulation" by philological reason, due to the history of this term. It comes from the Latin word Stimulus, which indicates a stick with a pointed end (shimmer), designed to drive the donkeys. In this sense, the once ridiculous expression "moral incentives" sounds especially ridiculous.

The feasibility of allocating status motivation is established by the author, based on the publications of M. Aoki, I.A. Nikitina, R. Frank. Frank considers human status in two aspects - global and local. In the first case, we are talking about the position of a person in society. So, for many people, work in the prestigious organization or the fulfillment of socially significant functions may be more important than high wages Local status is characterized by the position of a person among the employees of a particular department, shopgroups.

The ratio of motivation on results and status is particularly relevant for scientific activities.

Scientific resultsevaluated on the basis of publications (articles of books of reports); premiums for individual achievements and cycles of work; awards of contests; medals of scientific societies; grants for research; references in scientific literature; reflection of scientists in the reports of the heads of the Russian Academy of Sciences, other academies, ministries, etc.

Scientific statusit is estimated in accordance with the degree, rank, membership in scientific societies held by the post.

The ratio of evaluations of scientist as a result and status for a long time is the subject of discussion both in the domestic and in world literature. Despite the seeming justice of assessment on specific results, only this form (excluding scientific status) does not ensure the effective activities of organizations in a sufficiently long term and especially with a significant uncertainty of external conditions. In scientific and pedagogical activities, status assessments play a significant role in all developed countries, and, apparently, such a situation will continue in the foreseeable future.

Range (status) and the resultant criteria for the detection of the scientific elite are closely interrelated Scientific status can be considered as a type of human capital accumulated due to scientific results. Supplements for degree, title, membership in academies is interest from scientific scientific capital.

.4 Theories of motivation and management styles

Currently, it is customary to distinguish between two groups of theories of motivation: meaningfuland procedural.The first are based on the analysis of human needs; The second is to assess the situations arising in the process of motivation.

The authors of the most famous meaningful motivation theories are A. Maslow, K. Alderfer, D. Makcelland and F. Herzberg. The basis of their approaches are the classifications of the needs considered in section 3.1. In the theoretical aspect, the most reasonable can be attributed to the two-factor theory of Herzberg.

According to this theory, hygienic factors (working conditions, wages, relationship with management) can cause employee dissatisfaction. However, their improvement above a certain limit is not perceived as motivation. In the studies of Herzberg, the factors of recognition, content, responsibility and promotion were mentioned. The withdrawal of Herzberg that wages are not a motivating factor, can be considered substantiated only for those enterprises and employees who were objects of research. This conclusion does not comply with the conditions of most Russian enterprises and the level of life of Russian citizens. However, the US economists and government management also include wages to the most effective motivation factors.

From the procedural theories of motivation usually note the theory of expectation, the theory of justice and the model of Porter-Laoler. According to the blue, these theories are known for a few US managers and are still almost used in practice. We believe that the scientific validity of the procedural theories (at least in the form in which they are published in Russian) seems very dubious. It is unlikely that they can be called theories. Rather, these are hypotheses or recommendations. For example, in the so-called theory in practice, we believe that the scientific validity of the procedural theories (at least in the form in which they are published in Russian) seems very dubious. It is unlikely that they can be called theories. Rather, it is hypotheses or recommendations. For example, in the so-called justice theory emphasizes the importance of relationships between the efforts of the members of the team and the remuneration received. If a person believes that it is underestimated, then the motivation and labor performance decreases. One of the conclusions of this "theory" is a negative attitude to the practice of issuing the earnings "in envelopes", i.e., when employees do not know who he received. The secrecy of payments may cause distrust between members of the team. With these obvious statements, you can agree, but they are unlikely to "pull" on the theory.

Motivation is largely carried out through control styles. McGregor highlights two main control models: X and y, which come from the following prerequisites.

Model X.

1. Man does not like to work.
2. Therefore, it should be forced, control, threaten the punishment for non-compliance with the established duties.
3. Middle man wants to led them, he avoids responsibility and does not show initiatives.

In the translations of American publications on the management of the McGregor's model, are usually called theories. We believe that there is no sufficient grounds for this. The theory offers a significantly greater degree of evidence. Therefore, in this case, instead of the term "theory" we use a more adequate term "model".

1 personloves work, independence and responsibility.

2. Control must be very soft, inconspicuous.

3. Teams and orders should be avoided.

Principles of model X.widely used in developed countries until the second half of the XX century. It was objectively due to the technical level of production, the low qualifications of workers and the low level of their well-being. As the work performed, the growth of staff qualifications, an increase) of the quality of life has appeared more opportunities to manifest the initiative and creative abilities of workers. Therefore, the rigid administrative leadership has become ineffective, and the principles of the model are becoming increasingly W.

The transition from an authoritarian style to a democratic objectively is due to technical progress. More precisely, primary in this case is the desire to best use the most effective of economic resources - the creative abilities of people. Competition forces entrepreneurs (even those who like to command) create favorable conditions for the manifestation of the creative abilities of workers and employees.

Japanese control style (model Z Ouchi) is one of the forms of activating the creative principle in a person, taking into account the national traditions and features of the Economic Regulations of Japan.

In many recommendations on the selection of management style, including in the models of Fidler, Mitchel and House, Hersi and Blanchara delight-Ietton, the proportion of creativity in the total work performed sufficiently takes into account. It is this factor in modern production that objectively defines the strategic actions of the head belonging to the recruitment of personnel, an increase in its qualifications, the choice of motivation methods and management styles.

In recent years, the ideological concepts of the East are becoming increasingly popular in the United States and Western Europe, including the ideas of Lao Tzu, Confucius and other sages of Ancient China. They emphasized the importance of tolerance, simplicity, modesty in relations between people. This is exactly what lacks many modern leaders, including Russian. In the Japanese experience of motivation, which is trying to use in many countries, the concepts of the Ancient China philosophy are largely implemented. For Russia, Japan's experience is primarily important as practical confirmation of the effectiveness of management based on the respect of the personality of employees and the development of their creative abilities. The basis of motivation in Japan is hierarchy rankswhich is used both in enterprises and in government bodies. Rank depends not only on qualification, but also from work experience in the company, assistance to colleagues, readiness for the performance of new functions, etc.

In contrast to the management styles based on a fixed division of labor (which is typical for Western countries, as well as for Russia), Japanese workers and employees are encouraged for mastering a wide range of knowledge and skills; creative activity; the ability to work in the team; Find compromise solutions in the interests of the company. The rank of an employee of the Japanese company or state body determines not only its wages, but also the magnitude of the bonuses, guarantees of employment, the amount of payments at retirement. In Japanese firms, the Office is based on horizontal connectionsbetween employees and units. This significantly reduces the number of administrative teams (vertical hierarchy), contributes to the creation of an atmosphere of partnership, especially to increase labor productivity. Based on this method in many enterprises of Japan and the United States, quality mugs and productivity team work.

Thus, modern motivation systems are focused on the development of creative abilities and initiatives of employees, human humanization, partnerships in the team, coordination of the interests of the organization, divisions and all personnel groups. Management styles that have developed at the enterprises of Russia after 1990, not always contribute to the motivation of efficient work. As a result of the analysis performed by the staff of the Central Economic and Mathematical Institute (CEMI RAS), the following distribution of Russia's enterprises on the applied management styles was established:

democratic - 67 enterprises (5%);

oligarchic - 69 enterprises (5%). "

The remaining surveyed enterprises prevailing the style, which, in our opinion, can be called situational.

Management styles that have developed at the enterprises of Russia since 1990, not always contribute to the motivation of efficient work. As a result of the analysis performed by the staff of the Central Economic and Mathematical Institute (CEMI RAS), the following distribution of Russia's enterprises on the applied management styles was established:

"Thus, more than half of the surveyed enterprises provedquite pronounced features of an authoritarian control style. "

The analysis showed that the interests of the directors of the enterprise of Russia do not always correspond to the interests of the teams and the state: "the hypothesis is confirmed and the ineaving of the first person of the enterprise is not only from the team, but also from management. The expectations of the management (understood here as a set of linear and functional managers of the enterprise and plant management) relative to the desired qualities of the head and the degree of possession of them differ significantly. The most significant in this respect is that among the 17 qualities that the director should have, the management should put the "ability to choose a team, create a" team "(80.8% of respondents), while on the presence of the directors of this quality this factor took the last place (8.3 %).Similarly, a very low assessment was given to the leaders of such important to consolidate qualities as "willingness to transmit their knowledge and skills" (also 8.3%), "the ability to objectively assess the work of subordinates" (8.7%).

1.5 Motivation of Effective Production Activities

The interest of enterprises in increasing production efficiency follows from the structure of economic systems. In each of them there are two parts: managingand managed.The functions of the control subsystem can be performed by the control body and (or) control medium. The governing body has certain administrative functions, its instructions are mandatory for relevant production cells. What we call the managing environment does not have administrative functions and, in particular, is a combination of relations formed by products and labor markets (labor). The concept of the control environment follows, in essence, from the ideas of Adam Smith about the "invisible hand", which in the conditions of a market economy and free competition so coordinates the activities of people that each of them seeking to maximize their own benefits, acts ultimately and in the interests of society.

In the conditions of the enterprise, the organization of efficient work is carried out on the basis of a hierarchical structure in which information on the necessary level of efficiency is transferred from the managers of the subsystems to managed. Information about the results achieved and costs are transmitted over feedback channels. Depending on the relationship between the necessary and actual characteristics of efficiency, encouragement and sanctions are established.

From the considered structure of economic systems and the principle of consideration of costs and results, it follows that for the effective activities of any division of the enterprise and a separate employee must be identified:

) the borders of economic independence (degree of freedom) in relation to the range of products, the methods of its manufacture, organization of remuneration, etc.;

) the necessary results of activity (product characteristics, volumes and terms of manufacture, environmental parameters, etc.);

) the necessary costs of labor and material resources defined depending on the cost of resource costs per unit of products and volumes of its release;

) forms and conditions for the motivation of efficiency growth in particular, based on the boundaries of economic independence, the motives of improving quality, saving the resources of product increases;

5)the system of mutual responsibility for the implementation of the obligations received.

The volume of the necessary costs and the motives of their savings should be known to the managed object before the start of work and remain stable with the immutability of its implementation. Each change in these conditions and planned results must be accompanied by a change in the required costs. Technical progress in the production sectors of the economy is expressed in reducing the cost of labor resources, materials, energy per unit of useful effect. Really, this process occurs as a result of reducing resource costs. Production management is carried out in such a way that the growth of efficiency cannot be almost tangible without changing the cost of labor, materials and energy. In particular, if after the development of new equipment and technology, the norms have not changed, the enterprise cannot obtain a significant part of the real effect.

1.6 Business Employee Income Structure

The main part of the income of the enterprise hired personnel is the wage, which includes:

1. the tariff part - payment for tariff machines and salary;
2. surcharge and compensation;
3. surcharge;

4) Prize.

Tariff rates and salaries determine the amount of remuneration in accordance with its complexity and responsibility.

Appointment of additional payments - reimbursement of additional costs of labor due to objective differences in the conditions and severity of labor. Compensation take into account the factors independent from the enterprise, including the rise in prices.

Dumping and premiums are introduced to stimulate a conscientious relationship to work, improving product quality and production efficiency. The differences between the premiums and premiums are that the allowances are paid in the same size every month for the prescribed period, and the awards can be irregular and their value varies significantly depending on the results achieved. Thus, surcharges and compensation reflect those manufacturing and social characteristics of labor that objectively do not depend on the employee. Dumping and premiums reflect the results of its own achievements. The typical structure of an enterprise employee can be represented as follows.

1. Payment at tariff rates and salary.

Supplements for working conditions:

1. Characteristics of the production environment.

2.2. Replacement (operation mode).

3. Employment degree during shift.

3. Dumping:

3.1. For productivity above the norm (a stagnation of payment for work with a number less regulatory). |

3.2. For personal contribution to improving efficiency, including the inventions and rationalization offers.

3. For high quality products, urgent and responsible tasks.

4. Prize;

4.1. For high-quality and timely fulfillment of contracts and stages of work.

4.2. Following the year for the year.

3. From the Fund of the head of the unit.

5. Remuneration for active participation in the development of new technical and organizational proposals.

Firm services to employees (social payments).

Dividends on enterprise shares.

Consider every article (type module) income

Article 1 (tariff rates and salaries).

Tariff rates and salaries are established on the basis of tariff contracts in accordance with the complexity of labor, its responsibility, the level of prices for consumption items, the situation in the labor market and other factors. World experience shows the feasibility of uniform tariff nets from 17-22 discharges for workers, specialists and managers, which ensures the clarity of relations in the tariff rates of various groups of employees and facilitates the introduction of changes to the tariff system (enterprises, its coordination with the trade union.

When choosing a range of tariff mesh, it is necessary to take into account differences in the complexity of the work, the economic situation of the enterprise, as well as socio-psychological factors both in the enterprise and beyond. The lower the standard of living in the country and worse the economic position of the plant, the less should be the range of differences in wages. Almost in Russia, it is often the opposite.

The basis for the formation of tariff nets is currently considered an analytical method for evaluating work. In the West, it is usually based on the so-called Geneva scheme, adopted at the International Congress in Geneva in 1950, this scheme involves the analysis of the work, to the following most important features.

1. Special knowledge and skills (qualification requirements) are vocational education, work experience, mental ability requirements.
2. Load - the impact of work on the human body,
3. Responsibility - material responsibility, responsibility for personnel in the production process, responsibility for the safety of production secrets.
4. Working conditions - environmental impact in the process of production, including the safety of the workplace.

Real differences in earnings may exceed the range of tariff mesh at the expense of additional payments, premiums and premiums.

Article 2 (surcharges for working conditions).

1. Adverse working conditions, if it is almost impossible to improve, should be compensated for the employee, primarily due to an increase in vacation time, additional free food at the production, preventive and therapeutic measures. If this is not enough, supplements are introduced to tariff rates based on certification of jobs and labor processes according to existing methods. The level of compensation and surcharges for adverse sanitary and hygienic working conditions should be such a value that would exclude the need to distort the rules of development in order to increase wages.

2.2. Supplements for the level of employment during the shift are introduced mainly for multi-towns, adjusters, repair personnel. This species makes it possible to take into account differences in labor costs caused by the degree of use of the replacement workflow of the workers' time.

In the collective agreement or in the contract it is advisable to indicate that the administration has the right to use the replacement time of the employee within the regulatory time.

Since the excess of the ratio of regulatory employment can harm the health of the employee, the maximum amount of additional charges to the tariff rate must comply with the value of K. Along with the normative for each employee, the design coefficient of employment K, which corresponds to the actual functions and the number of equipment served for each employee. The design coefficient of employment for this type of work should be determined by the method of normalizing the labor of the relevant group of employees.

Article 3 (Supplements).

This element of income to the greatest extent should depend on the level of productivity of the employee.

3.1. The surcharges for productivity above the norm until recently, the form of a piecework work or payment for work with the number of personnel is less regulatory.) Such payments are usually not considered as a tariff surcharge, for it is believed that the allowances are established by the administration. But from the above definition of the premises as a relatively permanent part of earnings, reflecting the personal achievements of the employee, it follows that the stagnation is a premium type.

The following reasons for overfulfilling norms can be distinguished:

1. the presence of an employee of the abilities to this work exceeding the average level;
2. application of improvements that are not issued as rationalizing proposals of a technical or organizational nature;
3. violations of technology and safety;
4. excessive labor intensity;
5. initiality of the norm.

Only the first reason can be considered an objective basis for obtaining a piece of work and similar payments. Causes of 3-5 in normally organized production should not have space. As for the second cause, it is necessary to create economic and organizational conditions that ensure the interest of the employee in the design of rationalizing proposals and the inclusion of them in the approved technological process. For this, the premiums specified in Art. 3.2.

2. Supplements for a personal contribution to increased efficiency are set:

1. authors of proposals for improving the organization of labor, production and management;
2. workers, specialists and managers who directly participated in the implementation of technical and organizational innovations.

The allowances are installed for the period of real use of new equipment, tools, forms of labor organization, etc.

The source of surcharges for increasing efficiency is the real economy of labor and material resources from the application of innovations. Up to 90% of the sum of the real effect can be directed to the remuneration in the form of premiums and premiums. The distribution of remuneration is made taking into account the characteristics of the enterprise. For example, the following distribution option is possible: 40% - on allowances to authors and those who directly helped the implementation of their proposals (Article 3.2); 40% - on bonuses (Art. 4.4, 4.5); 20% - to the Foundation for the leaders of the site and the workshop - on the premium surcharge under Art. 3.3 and 4.3.

Advance for the growth of efficiency provide real economic prerequisites for stabilizing the implementation of the norms and transition to the expansion of the scope of applying timeless remuneration with the normalized task. Experience shows that it is necessary to expand the concept of rationalization proposal, including not only technical, but also organizational and economic innovations. Remuneration in the form of premiums should pay the entire period of use of this offer. The revision of the rules on the initiative of workers should be considered as a rationalization proposal. Proper use of premiums for rationalization and an increase in efficiency can radically change the situation with over-fulfillment. There is often a situation where the worker is unprofitable to execute the racification, although it earns only that it realizes it only in one workplace. If you introduce the allowance for payment at the rate of the effect, which will be implemented in all workplaces where this proposal is implemented, then the amount of the innovation of the rationalizer will be deliberately more than from the use of the "Production Secret" in the same workplace. Thus, the surcharges under Art. 3.2 become a replacement for a piecework and together with prizes under Art. 4.4 (for the growth of efficiency) implement a fee of the remuneration.

3. Dumping for high quality products, the performance of urgent and responsible tasks is paid from the Foundation of the Department of the Department (Master, Head of the Workshop, Department). The quantity and period of establishing this surcharge are determined by the relevant leaders.

Article 4 (Prize)

From the economic essence of the premiums it follows that they can be of two main species:

1. for high-quality and timely execution of work;
2. for the personal creative contribution of the employee to the overall results of the workshop and enterprise.

The first type includes premiums under Art. 4.1, 4.2, 4.3.

To premiums for personal creative achievements include payments under Art. 4.4 and 4.5.

Article 5 (Social Payments - Personnel Firms).

In developed countries, the company's services include full or partial payment of expenses for the following articles:

transport;

medical care and medicines;

vacation and weekends;!

food during operation;

improving the qualifications of employees of the company;

insurance of the life of employees of the company and their family members;

membership in clubs (sports, professional, etc.);

country trips and picnics;

advising on legal, financial and other issues;

savings funds;

other expenses.

Effectively working US companies pay for their employees to 90% of the cost of treatment with therapists and dentists, reimburse the cost of training in colleges and universities (with successful exams), pay a significant part of old-age pensions, create benefits to buy goods.

Social payments are often organized by the "Menu" principle. This means that within a certain amount, each employee can choose those types of payments that are most attractive for him. Social payments also include the contributions of the enterprise to pension funds.

Article 6 (dividends and options).

Dividends and income from the growth rate of the shares make up a significant part of the overall income of the highest management of corporations. In many firms, the activities of managers through options are very significant.

As the world experience shows, the effectiveness of the employee and its income is well correlated at all levels of the hierarchy, except for the highest. The salaries and other income (dividends, options, etc.) of corporate managers are often not related to profit, stock course and other useful results. An example is the income of many managers of US firms, information about which is given in the journal "Business PEC" * (1996. No. 4. P. 44-45) * In particular, the ATT company announced in 1995 to reduce 40 thousand jobs, But the salary of its main manager did not decrease (5.85 million), and, moreover, he received an option for $ 11 million.

.7 forms and salary systems

Based on the consideration of the income structure of an enterprise employee, the forms and wage systems can be selected with the conditions for a particular economic object. Form of wagesit characterizes the ratio between the costs of working time, the productivity of workers and their magnitude. There are two main forms of wages: timeless and piecework. There is a time-called form of payment, at which the magnitude of earnings is proportional to the actual time spent. With piecework; Payment of earnings of the employee is proportional to the number of products manufactured by it.

Wage systemcharacterizes the relationship of wage elements: tariff part, surcharges, premium allowances. There are dozens of wage systems: a one-premium award, a piece-premium, timeless with the normalized task, accordant, etc. The trend is the expansion of the scope of systems based on time-based payment with a normalized task and sufficiently large share of premiums (up to 50%) for the contribution Employee in an increase in company revenue.

In modern wages systems, special attention is paid to strengthening the interest of each employee in increasing the efficiency of production resources. Wage growth should be addressed to reduce labor costs and materials, improve product quality (and appropriate growth in its price) and increase sales.

It should be emphasized that with the time-based form of pile payment, the condition for obtaining earnings for actually spent time should be the implementation of a certain amount of work, which is established by the normalized task. In other words, the fact of finding in the workplace itself can not yet be considered the basis for salary accrual. This circumstance shows the relativity of allocating timeless and piece forms of remuneration. When performing the standards of production (normalized tasks), a 100% time-based and coherent earnings will be equal.

The piecework is advisable to apply in cases where the volume of released products can be significantly changed depending on the individual differences in the working "in this case, payment is made on the basis of rates set on the basis of tariff rates, the rates of labor intensity of operations or production standards.

The salaries and employees are established on the basis of certification, which can be carried out with a periodicity of 1-3 years, depending on the tariff agreement between representatives of employers and workfielders. In assessing the activities of specialists, the focus is on their creative activity, which manifests itself in inventions, rationalization proposals, commercial ideas, etc. The employees are assessed by the level of them; qualifications, good faith accuracy of execution of job descriptions, responsibility.

Differentiation of salary of specialists and employees within a single tariff mesh are usually relatively small, in the range of 1: 3. However, differences in general earnings can; To be much bigger - at 5, 10 or more times. This differentiation is determined by differences in individual labor efficiency, assessed, ultimately, on the influence of the activities of a specialist in profit growth.

For engineering profile specialists (designers, technologists), premiums and premiums for inventive and innovation activities are the most important. At the same time, the premiums have a form of royalties, i.e., monthly payments for the entire application for the enterprise of this invention and the rationalization proposal. Prizes for the growth of efficiency are established as an inching payment, i.e., a one-time payment depending on the expected effect of the invention or the rationalization proposal.

Dumping and premiums for growing efficiency can be established to all categories of specialists. In particular, for those who are busy in the planning, supply, sales, allowances and premiums are established for reducing the stocks of materials and work in progress, the choice of the most effective suppliers of raw materials, expansion of sales, etc.

The allowances of employees are established, first of all, for the conscientious performance of duties, the execution of urgent works, combining functions, the development of new working methods, new information and computing equipment.

For managers and specialists, a contractual remuneration system is becoming increasingly used. The term of the contract is usually 3-5 years. Its main sections are:

1. general characteristics of the contract;
2. working conditions;
3. salary;

4) social security;

1. the procedure for termination of the contract;
2. resolution of controversial issues;
3. special conditions. The remuneration of managers of enterprises, their deputies, as well as managers regarding independent divisions can be carried out as a percentage of the enterprise's profits. However, the combined version of the managers is more often used: the salary plus the allowances and premiums depending on the profits or its components directly depending on the activities of the relevant leader.

For managers and specialists of production units, in addition to premiums for increasing efficiency, also awards also establish prizes for the performance of production tasks and stages of work. The magnitude of these premiums is calculated depending on the rhythm of production, taking into account the quality of products, evaluated by advertising, repeated checks, losses in consumers.

When concluding a contract with a specialist, it is advisable to offer him a choice of several wage options ("Contract Menu"). For example, in one embodiment there may be a large proportion of the salary with a smaller proportion of the award and the fee; In another embodiment, on the contrary: a large share of earnings, depending on the results of work. In such cases, experts confident in their creative abilities will choose options with greater shares of premiums and fees. Such a choice is beneficial and enterprise.

.8 conclusions to the chapter

In general, motivation is an impact on human behavior to achieve personal, group and public goals.

All types of motivation are based on the analysis of human needs. (Fig. 2)

Fig. 2. - human needs structure

The behavior of a person can vary as the sex with the influence of its own (internal) motivations, and as a result of external influences, the internal motives of a person are due to its goals of values, needs, potential. External impacts on human behavior ultimately are due to the goals and values \u200b\u200bof the family, the team "organization, society.

Accordingly, the specified reasons for changes in the human commands are made to allocate two main types of motivation: internal and external. Such a classification characterizes the sources of changes in human behavior.

Along with this sign, the classification of modes of motivation according to their content is essential, which is due to the structure of human needs. In content, the following main types of motivation can be distinguished: Tetic; spiritually ethical; social; role-playing; aesthetic; cognitive; creative; status; Economic, administrative.

Physiological motivation is due to physiological! human needs.

Spiritual and aesthetic motivation is aimed at meeting the need for spiritual cultivation, charity to relatives, friends, employees.

Social motivation reflects the needs of friendship, love, involvement in the team.

Role-playing motivation is due to the importance of work, their usefulness for organization and society.

Aesthetic motivation corresponds to the needs of beauty, harmony. Cognitive motivation (from lat. cognitio. - Knowledge) reflects the need for knowledge, advanced training.

Creative motivation meets the need of personnel! In the work, creating a new one in all areas of activity ..

Status motivation reflects the need for career growth, leadership, as well as in recognizing colleagues for achievements in science, inventiveness and other areas. These achievements determine the status of employee status in the organization.

Economic motivation implies payment of labor in accordance with its costs and results, as well as in accordance with property relations and belonging to a specific social group.

Administrative motivation means work on orders, teams, i.e., on direct coercion.

When analyzing the relationships of the two specified signs of classification (according to sources of influence on the change in behavior of people and in content), it is possible to be attributed to a purely inner, only physiological motivation, and to a purely external - only administrative. All other types of substantive motivation can be carried out both internal and as external.

It should be noted that external motivation is often called stimulation due to the history of this term. He comes from the Latin word stimulus.which indicates a stick by a pointed end (strot), intended to drive donkeys. For this reason, I avoid using the term "stimulation". Especially ridiculous sounds the once fashionable expression "moral incentives". The term "stimulation" is most related to administrative motivation.

In modern management, active attempts are made to revise the classic motivation theories with the aim of their adaptation to a greater modern structure of needs. The personnel motivation system can be based on a wide variety of methods, the choice of which depends on the workplace of the stimulation system in the enterprise, the general management system and the features of the enterprise itself.

The main trends in the development of motivation systems of economic entities in modern conditions are: orientation on strategic approaches, attention to the internal work motivities, the implementation of a partisitative campaign to the motivational process, the active development of economic and socio-psychological methods of incentive, development, etc.

Basic recommendations for improving the motivation process and preventing demotivation: the provision of a maximum of realistic information during the selection process, the formation of realistic expectations, personnel management for the purposes, the formulation of real goals, the separation of complex goals for short-term stages, the active use of additional employee skills, attention to the ideas and proposals of employees , the formation of organizational culture, the development of employees of the sense of belonging to the organization, promotion and evaluation of employee achievements, the development of the career management system.

2. Characteristics of Nevsky Classic LLC and analysis

activities

.1 The history of the company

The Nevskaya Classic shipping company operates in the field of inland water tourism in St. Petersburg from the beginning of the 2000s. In 2001, the company specialized in the provision of boats for renting tourist companies engaged in the admission of foreign tourists, and to this day. In 2003, two restaurants were acquired for the development of the field of services, the founders of the company, which specialize in the on-site service (Catering) and tourist services. In 2004, the company's founders decided to expand the scope of services and, in addition, began to focus on corporate clients. Employees of the Nevskaya Classic are qualified specialists who can provide advice on any issues of the company.

The main purpose of the company is to be an organization at a high professional level of tourist-sightseeing services on the boats along the rivers and channels of St. Petersburg, the development of new sightseeing programs on water and land, commercial operation of vessels of various classes (small and cruise fleets).

2.2 Services provided

Nevskaya Classic LLC offers a full range of services related to the organization of recreation in the ship. The main activities of the company are:

· Conducting a variety of excursion programs on the boats on the rivers and channels of St. Petersburg, including the special route "White Nights" (during bridges), accompanied by professional guides - excursions;

· Walking on the high-speed heaters of the Meteor class in the historical suburbs of St. Petersburg: Petrodvorets, Strelborn, Kronstadt, Schlisselburg (nut Fortress);

· Organization and holding of banquets, buffets, solemn and festive events on board the boats for individual orders of organizations and individuals;

· Traditional river cruises on about. Valaam, oh. Kizhi, Petrozavodsk, D. Mandroga, to Moscow, by r. Volga;

2.3 Company Competitiveness

At the moment, the company takes place in the top three best companies engaged in river tourism in St. Petersburg. This position is due to the following factors:

· The company's boat park is in the number in St. Petersburg

· Nevskaya Classic LLC has concluded contracts with leading tourist companies in the city, which allows you to receive an additional stream of customers without direct sales.

· Flexible pricing policy. The company allows you to pay for your services, both in cash and on non-cash payments. In some cases, the provision of a loan or deferment of payment is provided.

2.4 Degree of mechanization and automation of management processes

At the moment, the Company uses the accounting system for 1C "Accounting" to automate accounting and tax accounting, including the preparation of mandatory (regulated) reporting. This program ensures the solution of all the tasks facing the accounting service of the enterprise, in particular, for example, for the statement of primary documents and accounting.

For a summer period, when customer flow increases to such an extent that the company's employees are not able to respond to all telephone calls and advise customers, the company resorts to the use of the Call Center services. It helps how not to distract the bulk of the company's employees from work with telephone calls, and provide complete and reliable information about services to all potential customers.

The advantages of these automation methods are the accelerated information exchange, reduction of routine operations, reducing the number of errors, facilitating access to information, there are additional means of rapid analysis of large amounts of data.

In the future, it is planned to conclude a permanent agreement with a call center with the expansion of its functions from simple advising regular customers before conducting a preliminary recording and booking of ships with subsequent detailed reporting. The result should be the solution of the following main tasks:

· creating a unified enterprise planning system.

· optimization of the internal accounting policy of an enterprise with detail that ensures management accounting and an objective analysis of the results of financial and economic activities.

· decision making support at all levels of management based on improving information collection and processing processes.

2.5 organizational structure of the enterprise

The organizational structure of the enterprise is shown in Scheme 1.

Scheme 1. - organizational structure of the enterprise LLC "Nevsky

classic"

2.6 Efficiency and efficiency of management structure

The management structure of Nevskaya Classic LLC is reflected in Scheme 2. It is linear and how it is impossible to suit this small enterprise. It provides:

· a clear system of mutual relations of functions and units;

· the clear system of uniqueness is one leader;

· focusing in your hands the leadership of the entire combination of processes with a common goal;

· clearly pronounced;

· fast response of executive units for direct instructions of higher;

· consistency of the actions of the performers;

· efficiency in decision-making;

· simplicity of organizational forms and clarity of relationships.

Scheme 2. - The structure of the management of the enterprise LLC "Nevsky

classic"

.7 personnel composition of the enterprise

Operational management of the enterprise is carried out by the Director General, which is the founder of the enterprise.

Official duties of the Director General:

· Organization of all the work of the company, responsibility for its condition and activities;

· Submission of a company in all institutions and organizations;

· Disposal of property and means of the firm, opening accounts in banks;

· Reception and dismissal of employees of the company, the use of measures of encouragement and recovery on employees of the company;

· Management of all administrative and economic activities of the company;

· Approval of reports and balance sheets of subordinate enterprises.

The company Nevskaya Classic LLC includes the following departments: sales, accounting.

Official duties of key positions of the company:

Deputy Finance Director:

· Ensuring the organization of integrated economic analysis of the company's activities.

· Implementation of manual for economic planning services, gross income, costs.

· Implementation of accounting management.

Chief Accountant:

· Control and maintenance of reporting documents on accounting across the entire firm.

· Balance compilation.

Deputy Cruising Director:

· Analysis of the tourist market, threats, opportunities.

· Providing a company with new orders.

· Implementation of the implementation of the implementation department.

2.8 Personnel number, work schedule

The state of the company for March 2009 is 17 people distributed between the sales department, accounting and park of ships. The schedule of the department for the implementation and accounting is constant: five days a week for nine hours. Due to the specifics of the activity, the schedule of staff in the park of ships is inconsistent. It depends on the season and the number of orders. Various from 5 day working week with a nine-hour working day to a six-seven-day working week with a decadatholic working day. Regular processing. Weekends are floating and appointed as agreed with the head of the department.

The number of male and female staff is approximately the same. Basic requirements for office personnel - PC knowledge at the user level and competent speech. Requirements for personnel working in ships park - secondary technical profile education.

Personnel fluidity at the enterprise is extremely low due to its stability, good wages and specificity of activity. Career growth is also practically excluded in mind a small number of employees.

2.9 organization personnel management system

The Personnel Management System Nevskaya Classic LLC is based on the following main documents on the strategic management staff of the enterprise:

1.Mission of the enterprise;

2.The concept of development of the enterprise;

.Social Code of the Enterprise;

.Enterprise policy in personnel management.

These documents are designed to meet the relevant provisions:

1.Labor Code of the Russian Federation (Federal Law of 30.11.01 No. 197-FZ);

2.Federal Law "On Joint-Stock Companies" from 26.12.95 №208-ФЗ;

.State system of documentary support management (GSDOU);

.Typical instructions for office work in federal executive bodies of 27.11.00 No. 33;

.State Standard of the Russian Federation GOST R6.30-2003 "Unified Documentation Systems (USPD). Unified organizational and administrative documentation system (USD). Requirements for paperwork "(accepted and enacted from 01.07.03).

The personnel management system at the enterprise is quite simple, since the number of personnel is small. At 17 people account for one person who performs the functions of a personnel specialist.

The functioning of the personnel management system is based on a clear interaction for its subsystems:

· search, selection and hiring staff;

· personnel adaptation;

· personnel motivation;

· training personnel training;

· accounting and evaluating activities;

Payroll deals directly by accounting.

A separate personnel department for internal personnel in the system of departments is not. Its functions performs the Director General.

The company has in stock all the main regulatory documents of the personnel service.

All personnel documentation, ways to maintain and systematization meet the legislative requirements and state standards of the Russian Federation.

2.10 Used in the organization of form and wage system

motivation Salary Premium

The wage system at the enterprise is based on occupational salary. For each post in the staffing schedule, the corresponding salary is specified with which the employee meets when concluding an employment contract.

Replaceable working conditions are also taken into account in the official salary of the relevant categories of workers.

In addition, the salary in the implementation department provides a premium system that is based on a percentage of the total monetary amount of concluded contracts per month.

Payment of vacations and hospital sheets is carried out according to the Labor Code of the Russian Federation.

Mandatory social and medical insurance in the enterprise is carried out in accordance with the current Russian legislation.

The base for the formation of the wage system is the analysis conducted by the accounting department, as a result of which the head of the enterprise has the results of the work of each month, where the relationship is clearly held between the decrease in the cost of services and the growth of wages, an increase in sales volumes (these data is provided by the sales department) and wages fees of each employee.

.11 Company turnover

Since the business of the company Nevskaya Classic LLC is seasonal, then the turnover will significantly differ in the "peak" months and months of the clutch.

3. Development of measures for improving the system

personal motivation

.1 Project Development Goal

At the enterprise, a large analytical work was carried out (the survey of employees, structured interviews with managers), based on the results of which it was proposed to move from the payment method "according to the standard" to the premium system. She, as it is impossible to answer the features of the workflow in the enterprise, and such priority management tasks, as the motivation of workers to more productive work and optimizes personnel costs: it is about such a redistribution of the wage foundation when high wages meet and higher results. and skill level.

The main principle of this system is that the amount of remuneration of the employee (and the premium, and its size) directly depends on what result the employee has achieved.

At the moment, the sales management system for sales managers in the company is a salary. While all over the world has long been practiced the "Broken part + percentage of sales", or the percentage of sales without a bustling part.

The sales percentage is one of the most ancient ways to reward sellers who reached the present day, confirming its utility and reliability. The way simple, with one reservation - the validity of the percentage size is determined not only by the head, but also managers. Its size must be installed by the head justified. Moreover, the base should be clear by sales managers and accepted as fair. So far, the manager does not achieve such recognition, even start selling dangerous. Direct business sellers inside the business will immediately appear. The supervisor will have to strengthen control, spend time and nerves on disassembly with subordinates. As a result - intense atmosphere, distrust, gossip and conspiracies, and most importantly, a drop in sales. Moreover, as experience shows, relatively small business - the costs of time and nerves will be large.

"This kind of motivation of sales managers, as a percentage of sales flexible tool and therefore it can always be changed, again, reasonably and always try to achieve recognition of its fair managers. The essence of the fair remuneration lies in the fact that the motivation of the employee who is confident that he is rewarded unfairly, decreases, often quite strongly, and the employee who is confident that he is paid right or even more than it deserves, increases (and strongly, if Thinks that pay more). "

3.2 Introduction of new forms of wages

Introduction of a batch and premium wage system.

Establishing a bid of bonuses of employees in the amount of 10% of the order profitability.

Improving the methods of economic stimulation of personnel in Nevskaya Classic LLC should be based on the establishment of the relationship between the payment of labor and the level of income of the enterprise, as well as the work efficiency of the worker himself. The bonus system existing in the enterprise does not put the amount of remuneration dependent on the immediate performance of personnel. For more efficient impact of the motives for personnel, it is necessary to introduce a more differentiated system of allowances to the main wage fund for employees engaged in the implementation of services.

In modern management distinguish two basic forms of wages - piecework and timeless. In the first case, the amount of money remuneration is determined in proportion to the amount of work performed. In the second, the level of payment is associated with the duration of the time spent. Based on these forms, various options and wage combinations are constructed.

Modern wage systems are built on the choice of certain forms of wages and establish a relationship between different components of remuneration.

There are dozens of various wage systems: a manner-premium, a piece-premium, timeless with a normalized task, accordant, etc.

The main task of any modern wage system is to ensure the motivational potential of wages - the relationship between labor efficiency and remuneration for it. "In corporations of developed countries, several wage systems are often used, which reflects its specificity in different divisions and their role in achieving the results obtained."

To date, the salary of the sales manager at Nevsky Classic LLC is 20,000 rubles. Each of the two managers brings companies a month of orders in the amount of 800,000 rubles. Services prices are formed at the calculation of profitability of 25%.

25% \u003d 800000 rub.

640000 \u003d 160000 rubles.

rub. are pure profit.

When adding to the bustling part of ten percent of the arrival of the ticket, as practice shows, it is possible to achieve the amount of 1190000 rubles, with other things being equal.

Taking into account the cost of these services:

25% \u003d 1190000 rubles.

From this money, net profit without taking into account the interest of the seller will be:

952000 \u003d 238000 rub.

The share of the manager will be 10%, from this amount:

* 10% \u003d 23800 rub.

Accordingly, the company's profit remains:

23800 \u003d 214200 rub.

Economical effect From the introduction of a new wage scheme for two sales managers will be:

(214200 - 160000) * 2 \u003d 108400 rub.

Which is equal to the increase in net profit by 33.875%.

* 2 \u003d 320000 rub. Profit before the introduction of the system

* 2 \u003d 428400 rub. Profit after administration.

(428400 / 320000) * 100%= 133,875%

3.3 Situational regulation of the profitability of the project

Providing managers to ask the level of profitability of the project.

Quite often there are cases when the potential client of the company is a legal entity. Almost always, an employee engaged in the order of vouchers belongs to one of two categories:

1.Materially interested in a lower price. Communicates several companies - service providers, chooses the smallest cost.

2.Wants to get personal interest from the deal concluded, i.e. Bribe for what will advise his company that this company supplier will advise.

Quite rare, but still meets the third type of customers:

Materially disinterested people. Those who spend money from their company, not particularly worrying about the amount of amounts.

In the first two cases, to attract the client and to incline it to the order of services in itself by introducing a scheme that allows managers to manipulate the planned profit of the enterprise and to set yield depending on the situation. And in the third with its same help, it will be quite apprentice to intentionally oversee the price without fear of losing the client. Based on the fact that the price of services is laid in prices equal to 25%, which, as the survey of the owners of the travel agencies shows, is an average of St. Petersburg, a tool is 15% of the cost of services - will be a sufficiently weighty argument in favor of the flexibility of the payment system. This will help to attract regular customers, in particular, by establishing a discount system tied to the number of orders.

Taking into account the first project proposal, the volume of services sold by one manager per month will amount to 1190000 rubles. In cash equivalent. The company's survey has shown that on average, once a month on the discussion of large orders, they have to deal with the inability to combat competitors on the price factor in view of the lack of such powers. And about ten orders worth up to 3000 rubles.

Changing the markup of 15% for orders worth up to 5000 rubles. Not only can not significantly affect the decision-making by the client, but also will quite complicate the work of accounting and managers themselves due to permanent recalculations and changes depending on the situation. Efficiency in working with pricing policies can be achieved when discussing contracts with cost from 20,000 rubles.

Based on the conditions: one unsigned due to the price of the contract per month, the average value of the contract in 25,000 rubles. and a maximum discount of 15% can be considered an additional profit of the company:

Cost of standard contract \u003d 22000 rubles.

With a standard markup of 25% and a manager's discount in 15% of the total markup will be:

Thus, the customer will cost this contract to:

rub. + 10% \u003d 24200 rubles.

At cost of 22,000 rubles, the company's profit will be:

22000 \u003d 2200 rubles.

Two managers in a month will be able to improve the company's profits on:

rub. * 2 \u003d 4400 rubles.

Given the fact that additional costs from the executing company were not produced.

.4 Introduction of cash fines

For quite a long time, the administrator of the company engaged in the distribution of passengers on the courts, unsatisfactorily fulfills its duties.

This is expressed in finding a job, if you carelessly handle clients, nail the attitude towards their duties. The effective solution to this problem will be the introduction of fines for non-fulfillment of official duties. In particular, from the items that can be controlled directly - a fine is added to the skipping of landing of tourists to the vessel (1000 rubles) and a penalty for writing in the walled book of the vessel regarding, directly, administrative duties (400 rubles).

Taking advantage of the information that one dissatisfied customer discusses two friends from the company's services throughout the year, and satisfied leads one, we receive statistics:

With the average load of the park of ships per day at four vessels, 5 flights of 20 passengers are performed. Customer reviews show that, on average, every day accounts for one dissatisfied passenger service.

days * 1 person \u003d 30 people are dissatisfied with service per month.

The cost of the dayly excursion trip is 3000 rubles.

The dissatisfied client during the year does not use the company's services and discourages a friend. Company losses will be:

person / month. * 2 * 3000 rub. \u003d 180000 rub. per month

In addition, the dissatisfied passenger will not advise the company's services to his friend. Alternative costs will be:

person / month. * 3000 rub. \u003d 90000 rubles. per month

Thus, the total amount of lost money per month will be:

90000 \u003d 270000 rubles. per month

After the introduction of the fines system, the reversed money for which will be paid to the purchase of souvenir products to dissatisfied customers, it is planned to fully end with the desection and non-appearance of the administrator on the loading of ships and reduce the number of complaints in the title book to 2 per week.

In this case, the lost profits will decrease to the volume:

person. * 4 weeks * 2 * 3000 rub. + 2 people. * 4 weeks * 3000 rub. \u003d 72000 rub.

The economic benefit of the project will be:

rub. / month - 72,000 rubles / month. \u003d 198000 rub. / Month.

3.5 Conclusions to the chapter

Evaluation of the economic efficiency of the implementation of the developed wage system showed that the main costs of the designed material motivation system will be to contribute to the percentage of the income of the enterprise's revenue incidence on the formation of a variable part of the wage on the employee participation system in the company's profit.

The planned percentage of deductions based on the basis of the accounting data is equal to 10% of the increase in the amount of services rendered, which will be at a regulatory level of profitability of production activities 25% of the increase in the profit of the enterprise. Accordingly, 65% of the income revenue achieved is the economic benefit from the introduction of a new wage system "Nevskaya Classic" LLC, that is, the enterprise's net profit will ensure.

The implementation of the proposed program while reaching an increase in sales volume by 48.75% of the level of average monthly profit in 2008 will increase the Fund for the remuneration of managers of Nevskaya Classic LLC 2 times, having received an increase in gross profits in the amount of 108400 rubles. (48.75% of the 2008 level).

In general, it can be concluded that the introduction of proposed activities in combination with the improvement of other management methods will increase the interest of employees in the results of their labor and the effectiveness of the entire enterprise management system.

Mostly incentive, that is, when determining the size of the salary and premium, attention is not paid to the additionally spent time of personnel, which significantly reduces the interest and performance.

In some cases, timeless payment is used, despite the fact that the quantitative result is ultimately important. It also leads to a significant reduction in labor productivity.

Conclusion

According to the results of the study, the following conclusions can be drawn:

Motivation in personnel management is understood as the process of intensifying the motives of workers (internal motivation) and creating incentives (external motivation) for their motivation to effectively work. The purpose of motivation is to form a complex of conditions that encourage people to implement actions aimed at achieving a goal with the maximum effect. The motivation process simplifies can be broken into the following steps: identifying needs, formation and development of motives, managing them in order to change the behavior of people needed to implement the goals, adjusting the motivational process depending on the degree of results achievement.

Theoretical bases of motivation were laid down by substantial and procedural theories of motivation. In modern management, active attempts are made to revise the classical motivation theories in order to adapt to the modern structure.

The personnel motivation system can be based on a wide variety of methods, the choice of which depends on its worker at the enterprise, the general management system and the features of the enterprise itself. The classification of motivation methods, depending on the orientation on the impact on certain needs, can be carried out on organizationally administrative (organizational and administrative), economic and socio-psychological. Also, motivation methods can be grouped into the following four types: economic motives, management for goals, labor enrichment, participation system.

The main trends in the development of personnel motivation systems in modern conditions are: the orientation of strategic approaches, attention to the internal work motivities, the implementation of a partisitative campaign to the motivational process, the active development of economic and socio-psychological methods of motivation, development, etc.

Sociological studies show that the greatest weight among the forms of motivation has salary and individual surcharge, and then there are already various types of premiums, against the background of others, medical insurance is allocated, the possibility of obtaining loans and financial assistance. The following motivational forms are also significant: a good moral climate in the team, career, good working conditions, payment of vouchers, social leave.

Among the most possible demotion factors are allocated:

violation of a segless contract;

non-use of any employee skills, which he himself appreciates;

ignoring ideas and initiatives;

lack of sense of involvement in the company;

the lack of feeling of achievement is not visible, there is no personal and professional growth;

lack of recognition of achievements and results by leadership and colleagues;

lack of changes in the status of an employee.

providing the maximum of realistic information during the selection process,

formation of realistic expectations

personnel management for purposes

statement of real goals

separation of complex goals for short-term stages,

active use of additional employee skills,

attention to the ideas and suggestions of employees,

formation of organizational culture,

the development of employees of the sense of belonging to the organization,

encouraging and evaluation of employee achievements,

development of a career management system.

The analysis of Nevsky Classic LLC has shown that the company is one of the largest enterprises of the tourism industry in St. Petersburg. Nevskaya Classic LLC is successfully developing, has a high potential.

Services are high.

The company takes a rather large share in the tourist services market, which allows products freely and easily competing with offers from other companies.

In 2008, Nevskaya Classic LLC occurred an increase in sales by 5% compared with last year. The growth in balance profit amounted to 229 thousand rubles, the level of profitability of significant changes has not been underwent. Net profit includes more than 2 times compared with the level of last year and amounted to 36,267 thousand rubles.

An analysis of the system of labor motivation at the enterprise showed that the personnel management of the enterprise is carried out with the help of a combination of administrative, economic and socio-psychological management methods. The basis of the personnel stimulation system is laid by the use of organizational and technical methods that optimize the construction of a labor efficiency management system. Used Nevskaya Classic LLC Socio-psychological methods effectively carry out spiritual stimulation, creating a favorable psychological climate in the team and a sense of belonging to the organization. Established in the enterprise The stable size of the reward of personnel prevents an increase in personnel turnover and reduces the cost of finding new labor resources.

The main weak parties of the existing system of stimulating the labor of workers of the "Nevskaya Classic" LLC are the following aspects:

The low efficiency of intraproductive relations due to the fact that the initiative and enterprise employees are not encouraged, and often, the opposite is thrown away; The economic stimulation fund in the departments is not formed, but is allocated from centralized sources; Departments are not increasing economic responsibility for the effectiveness and quality of services and the effectiveness of the use of labor and material resources.

Operational management of the implementation division is engaged in people who do not have special education for the implementation of this type of activity.

Low use of workers' abilities, lack of a worked promotion system for the service and career development. The disadvantages of the enterprise personnel motivation system are most clearly manifested during periods of maximum demand for enterprise services. The main areas of development of the system of stimulating staff at Nevskaya Classic LLC in the current conditions can be:

Development of a business career management system;

Application of new stimulating forms of wage;

The expansion of the use of socio-psychological factors in the motivation of personnel, the formation of a favorable social and psychological climate in the team.

To form a career management system at the enterprise, it is necessary to implement the following activities:

) Conduct the creation of the basis for the functioning of the career development system of employees based on the introduction of management on targets, training and management of adaptation and professional orientation, work with the reserve for nomination, individual psychological counseling on career issues, the formation of a good communication system on enterprises, public systematic information about vacancies in firm.

) Based on the study of the needs and interests of employees to carry out the further development of the career system of the enterprise and the methods of motivation used. Development programs Carter to provide systematic motivating impacts should be regularly offered; be opened for all workers; Modify if their assessment shows that changes are needed. In general, well-defined efforts to develop a career management system at the enterprise can help employees in identifying their own needs for promotion, provide information on suitable career capabilities within the enterprise and combine the needs and objectives of the employee with the goals of the organization. The formation of such a system can reduce the obsolescence of human resources, which are so expensive by the company. In addition, the career counseling system is able to provide considerable assistance to the management of the enterprise in terms of understanding the system of motivation of its employees and the implementation of the correction of the methods and systems of motivation.

To increase the economic motivation of the existing Nevskaya classic LLC today, the wage system should be supplemented by the employee participation system in the organization's profits and the construction of personnel management for purposes, on the basis of achieving the efficiency of each employee. To introduce a system for the participation of employees in the profit of the enterprise, it is possible to propose a standard of deductions to the participation of employees in profits in the amount of interest from the revenue of the enterprise. The separation of the premium fund created should be carried out according to the standards developed with the participation of employees to be understandable to them. Also, the current list of social benefits may be improved.

Additional socio-economic payments and guarantees at the moment on Nevskaya Classic LLC can be:

paid festive days;

paid time for lunch;

medical insurance in the enterprise;

additional retirement insurance in the enterprise;

accident insurance; Providing free parking for cars;

assistance in improving education, trade preparation and retraining; Purchase of shares.

The general list of social payments The company should be discussed with the participation of workers (survey, collective assembly). It is possible to consolidate the individual structural divisions of various types of social benefits.

The proposed forms of material motivation should be applied to determine the material remuneration, while the cost of personnel will not wear the character of sharply. The introduction of those must be carried out gradually, with one form can be a source for another (for example, savings funds - sources of loans).

The main directions of improving the socio-psychological methods in the motivation of Persons LLC Nevskaya Classic can be:

Maintaining a favorable psychological climate in a team based on the development of a conflict management system,

Formation and development of organizational culture.

Creation of conflict warning system at the enterprise,

The promotion of their positive consequences will ensure the high efficiency of the management system in the enterprise, maintaining a favorable psychological climate in the labor collective.

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Tags: Development of measures to improve the system of personnel motivation in Nevsky Classic LLC Diploma Management

Despite the positive experience of building a system of motivation and stimulating labor at our enterprise, it should be noted that there is practically no study of the motivational structure of employees.

In our opinion, today Ignoring monitoring of labor motivation is unacceptable, sooner or later such a system may collapse. Therefore, we consider it appropriate to offer the company LLC "ITK" several motivating factors, such as:

1. Training, advanced training;

2. Questioning;

One of the motivating factor for employees, and the main elements of personnel development is training, an increase in the qualifications of workers conducted at the expense of the organization. Employees see that the company is interested in them and invests funds for their professional growth.

Training is included in the receipt of new skills, for successful performance.

Training includes the following materials:

Preliminary estimate;

Formulation of learning goals;

The purpose of preliminary assessment is to identify learning needs. This procedure consists of three stages: the questionnaire is first developed, the personnel surveys and the analysis of the data obtained. Analysis of the data obtained allows to draw conclusions about the collective satisfaction with the working conditions.

The formulation of learning objectives includes the clarification of the magnitude of the predicted results that the employee reached the end of training. The main purpose of training is to achieve a higher level of productivity and quality of labor, reducing the flow of personnel, losses and costs in the process of professional activity of students, as well as raising the level of labor of staff motivation.

Therefore, inserting funds for training employees now, the organization saves on future expenditures, since the organization will have workers of the necessary qualifications and do not have to leaders to spend money on the selection and adaptation of new workers with the necessary list of knowledge and skills.

The next, important factor for the organization is the questionnaire. In this regard, we suggested that ITK LLC such a form of identifying the structure of motivational activities of employees as a questionnaire, which is proposed in (Appendix 1). Calculating the results obtained during the survey, one can adjust the structure of the incentive and motivation system in the enterprise, to make it more viable and adequate motivational expectations of personnel.

After analyzing the system of motivation of staff LLC "ITK", you can make some recommendations.

The organization does not have enough services that have access to a wide range of stakeholders. You can invite management when selecting personnel from external sources, use the services of employment services, private employers, because at the same time save time on a conversation with candidates who do not comply with the requirements, and the selection of candidates is more targeted.

Also, the organization is not enough internal reserve, therefore, I propose to pay attention to raising the qualifications of already working personnel in the enterprise.

It is proposed to use an internal competition for the selection of employees who have positive results of activities. Information on such vacancies is placed as an advertisement on an organization's information board, which is available to each employee or is declared at the general meeting of the team. In this announcement, in addition to the content of the work, reflect also qualifying requirements for the candidate. After that, the results of the competition will come and the result is declared.

We have considered the existing position on hiring, equipment and recruitment of personnel, we have identified disadvantages and proposed recommendations for improving the processes of selection and selection of personnel.

In addition, an initiatively encouraging is practiced in the organization, which should be essential to increasing the loyalty of employees to the organization simultaneously with the reduction of costs for compensation to employees. The main effect that can be achieved with the help of material incentives is to increase the loyalty and interest of employees in the organization.

We propose to implement the following events in the framework of the introduction of ITK LLC, such as:

1. Providing assistance in:

Identifying employees and members of their families in the sanatoriums, boarding houses (providing sponsorship, providing discounts for products for boarding houses, partial payment of vouchers, financial assistance);

2. Honor board;

3. Gifts to:

New year;

Anniversaries;

Significant Date

Letters to the best department;

4. Organization of corporate events (competitions, concerts, etc.);

Internship;

Material stimulation is aimed at improving labor productivity and improving the quality of manufactured products. This is due to the development of a wage system. It must mainly take into account the specifics of the sphere of activity. A premium system can be used as such incentives in enterprises. It is to pay premiums for improving product quality or making proposals to reduce production costs without prejudice to quality, etc.

Material encouragement is practiced in various types. But not always material incentives can achieve the necessary effect. With material stimulation, the head should also come from the possibilities of the enterprise to organize a particular wage system.

The company "ITK" We propose the following measures of material incentives.

An increase in the size of premium payments for the contributions to improving innovative technologies to some employees. At the enterprise, sometimes some ideas and suggestions for improving Internet technologies on the part of employees remain without attention, which leads to the loss of employee initiative. As a result, the ideas that the profit could bring remain undervalued.

Thus, when creating a stimulation system, it is necessary to take into account the whole range of issues that will help the enterprise to improve work and maximize their profits.

Economic efficiency is the achievement of the highest result with the smallest material, labor, financial and other costs. Determine the effect on the production efficiency, in particular on labor productivity and staff fluidity, non-material stimulation in unambiguous figures is not possible due to the fact that on the one hand, the state of intangible motivation is the resultant indicator, and on the other hand it affects the variables showed economic efficiency Straight, but indirectly.

We have developed a table of costs that are necessary to implement the activities proposed by us:

Table 4 - Costs for measures to improve the system of labor motivation in LLC "ITC"

event title	Planned costs, rub.
1. Providing assistance in: Identifying children of employees in children's preschool educational institutions, school, sports sections, educational centers; Sanatoriums, boarding houses - (sponsorship, discounts on products, partial payment of vouchers, financial assistance);
2. Honor board;
3. Gifts to: New year; Anniversaries; Significant Date Letters to the best department;
4. Corporates, Competitions;
5. Programs aimed at the development of personnel: Personnel training programs; Programs advanced staff qualifications; Internship in his strange company;
6. Premium Payments System

Thus, the total amount of costs that are allocated to activities are 1,765,000 rubles.

Due to the fact that the enterprise has practically not developed a bonuse system, we propose to take the official instructions of the employee and write down the bonuses and the size of the award, in this case we will consider the sales and marketing department, head of sales and marketing.

Table 5. Indicators of bonus "Head of Sales and Marketing"

If the head of the sales and marketing department will perform the tasks that the organization puts in front of it, it can be said that the rank indicators that are 50% will be successful, then the organization will not have any questions, for which the bonuses will be paid and the amount of bonuses will arrange both Parties.

Therefore, we offer organizations to introduce this calculation of the award throughout the organization and each employee. Each employee will clearly see for what, and why this amount of the award is paid to him. And in subsequent times it will be more efficient to work and correct their mistakes, so it's hello to increasing labor productivity for the organization and high award for the employee.

The results of the implementation of measures to improve the system of motivation and stimulating labor activity will lead, in our opinion, to an increase in labor productivity by 10% and reduced personnel in personnel. If considering that at present, profit is currently 3,744,230.00 rubles.

The economic effect in the implementation of events can be calculated as follows:

Table 6 - Calculation of the Economic Effect

event title	Before introducing	After introduction	Economical effect
Labor productivity (rub. / Person)	26744,50/ 24 = 1114,35	1114.35 x 1.1 (10%) \u003d 1225.79
Revenue (thousand rubles)
Cost costs excluding additional serpent, thousand rubles.
Expenses for the implementation of activities at the expense of cost (premium, training), thousand rubles.
Gross profit, thousand rubles.	26744,40-23000,27 = 3744,13	29418,95 - 23000,27 - 1230 =5188,68
Expenses for the implementation of events due to profits, thousand rubles.
Net profit, thousand rubles.

Thus, the economic effect of the proposed activities will be 909.55 thousand rubles.

So, as a result of the analysis of the Labor Motivation System of LLC ITC, a number of disadvantages were revealed, which made it possible to develop measures to improve the management of motivation at this enterprise.

We have done the development and implementation of the motivation system:

1. Formation of a material motivation system;

2. Formation of an intangible motivation system;

The calculation of the socio-economic effect from the implementation of projects showed the growth of social and economic indicators from the implementation of measures to improve the management of the enterprise personnel.

The practical significance of the activities proposed in the work is to develop the theoretical and practical foundations of the study and management of motivation and stimulating employment and is as follows:

The staff is aimed at achieving goals and knows what indicators need to strive to work;

Due to material incentives increase the efficiency of each employee;

Corporate culture is improved, norms are improved, teamwork principles;

Improves the level of employee satisfaction, framework fluidity reduces;

Thus, the combination of the resulting theoretical and practical conclusions will solve the essential problems at the ITC enterprise, related to the need through the system of motivation and stimulating labor activity to ensure the coordination of the interests of individual workers and the organization as a whole for the successful development of the enterprise.

1) Improving the wage system

Salary is the most important part of the wage system and labor incentive, one of the impact tools for the worker's labor efficiency.

Since the main motive (based on a survey conducted above), people consider salary in LLC "Golden Patterns", the system of wages of wages are used common for this kind of enterprises. The wage level in LLC "Golden Patterns" is located at a sufficiently low level. Employees associate wages with a labor contribution at this enterprise and the development of the system of motivation by personnel should have based on the development of a wage system in accordance with the professional and personal qualities of the employee, as well as the possibility of increasing the level of premium payments.

Events for improving the wage system:

1) Increasing the level of constant part of wages will ensure confidence in the future, the stability of work.

2) Increased additional premium payments:

· Introduction of a period of monthly or quarterly premiums, determined as a percentage of the value of the products sold - for employees who can affect sales (top management managers, heads of departments);

· Establishing premiums for overfulfing the plan;

· Supplement to wages for work, provided that it is not associated with the lagging behind the employees in the timing of the task;

· Payment of bonuses - annual rewards based on the results of the entire department, taking into account changes in sales.

To enhance the motivation of workers to work, the following conditions must be performed:

· The company's management should compare the proposed remuneration with the needs of employees and bring them into line with;

· Guide should establish a solid ratio between reward and achieved results. Remuneration must be given only for efficient operation;

· Managers and managers of the company "Golden Patterns" must create a high, but achievable level of performance expected from subordinates, and inspire them confidence that they can achieve this level of performance if the force is attached;

· To support employees a sense of justice and increase labor motivation.

The system of assessing the personal contribution of the employee should be developed. It is important that the new labor stimulation system was easy to understand the employee. Consider Read more Opportunities for the development of motivation in these directions.

To increase the level of satisfaction with the material remuneration, it is possible to carry out activities to reduce commercial expenses to identify wage growth reserves.

Conducting measures to reduce the costs of circulation (transportation costs, stationery costs, communication services, containers and tare materials, rent and premises, electricity, business trips) can somewhat raise the wage fund.

For this organization several provisions on improving the material motivation system were proposed:

· Development of the constant part of the wage (permanent part of the money remuneration) on the basis of the determination of the intra-profit value of posts and jobs;

· Development of a variable part of the monetary remuneration in order to strengthen the stimulating influence of the salary on labor productivity.

The work of the employee in this system is divided into two main components - constant and variable:

The constant part of the remuneration is the permanent part of the wages - guaranteed compensation to the employee for his work in the organization, that is, the remuneration for the execution of official duties at its workplace in the scope and with the quality provided for by job regulations or corporate standards.

The conservative constant part of the wage - basic salary (rate) is paid for the performance of their official duties. The rate of the rate is reviewed by the tariff commission, which is gathered at a periodicity once a year, with the exception of emergency situations, for example, inflation (Figure 15):

Figure 15 - Conservative constant part of the wage

A characteristic feature of conservative-constant wage is the independence of it from the volume of work performed by the employee. This type of wage is paid at mandatory, in the contractual volume in case of working out the planned time, with the exception of a gross violation of regulatory requirements (violation of the discipline, causing material damage).

Annual constant part of the wage is an additional remuneration to the employee who is increasing over the time of its work in this organization: surcharge for long service (regulated annually). This surcharge is measured as a percentage of the basic bet. The magnitude of the percentage of surgery for years of service should be strictly fixed and carrying common to all employees of the organization. Remuneration for long service can be measured not only in cash, but also in any other valuable material form (Figure 16):

Figure 16 - Annual constant part of the wage

This additional remuneration contributes to employee cohesion with the organization. Of course, any company is interested in loyal employees.

The constant variable part of the remuneration (compliance payment) is an additional employee remuneration paid for performing planned indicators In the absence of disciplinary penalties, complaints from the leadership, causing damage to the material values \u200b\u200bof the organization. The statically-variable part of the wage includes a monthly, quarterly and annual premium. The constancy of this element of remuneration is that the employee necessarily receives this part if it corresponds to the functional and official requirements. This type of remuneration contributes to the observance by the employee of the norms and regulations relating to the work, which improves the discipline of personnel.

The variable part of the monetary remuneration (bonuses or motivating payments) is usually associated with remuneration for performance of the worker's labor. These include commission payments, prizes for the implementation of the plan, participation in profits, etc. In other words, what constitutes a variable part of the money remuneration for labor and is applied to account for the performance of employees, linking the level of money remuneration with the overall efficiency of the company, Divisions or employee itself.

The variable part of the wage is divided into:

· Premium system for performing links - bonus;

· Premium system that stimulates progressive innovations (racspecies, promising ideas, etc.) is the progress-bonus.

Bonus - This is an additional worker's remuneration paid in fact, or once a month or once a quarter, for the results of their activities significant to the organization. This may be: increasing sales, improving productivity, performing an additional task over planned, etc.

In addition, the bonus can be personal and team.

The team bonus is a premium remuneration of the group for achieving the goals of its division, strategically or tactically significant for the organization as a whole (increase in sales, increasing competitiveness, profit increase, productivity growth in the unit, etc.).

Personal bonus - remuneration, encouraging high customer service of the employee in solving the strategic and tactical tasks of the enterprise (achieving higher individual results, contribution to the reduction of production costs, to an increase in the volume of products sold, services, resource savings, etc.).

The variable part of the money remuneration paid by the staff will be based on the assessment of the results of the labor of each individual employee. The payment of premiums will be carried out depending on sales volumes. This will increase the interest of personnel in high results of its work and, accordingly, in the final results of the organization. It should be noted that the size of the material remuneration should not be for the team by the secret so that all employees can make sure that effective work and initiative are in everywhere are encouraged by the leadership.

Current bonuses will be carried out according to the results of work in the case of achieving an employee of high production indicators while simultaneously perfectly implemented by an employee of employment duties entrusted to him by an employment contractor and a collective agreement, as well as managers of the direct supervisor. At the same time, under high production indicators it is understood: the increase in sales and related income, compliance with the contractual discipline, preventing the damage of goods as a result of its storage, strictly performing the rules of acceptance and shipment of products in quantity and quality.

Individual stimulation systems more strongly affect the behavior of the employee in terms of achieving those goals that have been established before it. This bonus system is formalized programs where the amount of remuneration is fully based on quantitative parameters and are intended to achieve a certain level of sales. Here, the employee controls the results and these results can be quantified in the short-term interval. Payment from the amount performed says in its name itself for itself. This payment scheme does not carry any risk for the employer, since unproductive work is not paid.

The combination of material interests of employees with the objectives of the organization allows the latter to attract and hold qualified personnel, control and manage labor costs, using the work of the optimal number of employees.

The advantages of this system are:

1) Flexibility - the ability to persistently respond to changing the efficiency of the employee.

2) Powerful motivational potential: selection of criteria for evaluation in strict accordance with the company's goals allows to encourage "correct" behavior of employees, at the same time satisfying their interests (which is a "blue dream" of all employers).

3) The system allows you to use the method of encouragement, and the punishment method. Encouraging significantly increases at maximum indicators, and the punishment is not present in the classical shape of the fine, the demotivating effect of which is known, and in the form of a downward coefficient if the necessary companies are not achieved.

Golden Patterns LLC offers the following scheme of salary accrual by categories of employees, fixed salary plus a significant premium part that directly depends on the employee himself, because This is a percentage of sales:

Deputy Director for Finance - Enterprises appropriately offer a fixed salary in the amount of 60,000+ premium in the amount of 0.5% of the profits for a period of time, which is equal to one year + 0.2% to the salary for long service (every year).

Deputy Marketing Director - Fixed Salary in the amount of 50,000+ premium in the amount of 0.5% of profits for the period of time, which is equal to one year + 0.2% to the salary for long service (every year).

The director of manufacturing - fixed salary in the amount of 45,000 + a premium in the amount of 0.5% of the profits for a period of time, which is equal to one year + 0.2% to the salary for long service (every year).

The sales-fixed salary in the amount of 30,000 + a premium in the amount of 0.8% of the profits for a period of time, which is equal to one month + 0.2% to the salary for long service (every year).

The work sector with the regional salary in the amount of 30,000 + a premium in the amount of 0.8% of the profit for the period of time, which is equal to one month + 0.2% to the salary for long service (every year).

Managers - fixed salary in the amount of 30,000+ premium in the amount of 1% of the profits for the period of time, which is equal to one month + 0.2% to the salary for long service (every year).

From how accurately and adequate to the goals of the company will be implemented by the development of activities, the success of the new material motivation system largely depends. Like any innovation, it requires support - explanatory work, both at the preparatory stage and in the first 2-3 months after the introduction. For some people, the advantages are not so obvious from the very beginning, especially since the staff are often inclined to regard any change as a potential infringement of their rights, therefore, individual explanatory work is an important condition for competent implementation. Here much depends on the head, on how much he can convey a new ideology to everyone. After a successfully implemented motivation system, the head instead of many hours and not always successful admonitions of personnel can use this time to other cases, for example, on strategic planning and analysis of the company's activities and its departments.

You can distinguish the four largest stages in the development and implementation of a new wage system in the organization.

The first stage is the publication of the order for the organization of preparation for the transition to a new model of remuneration, which outlines the main causes of transformations in the wage organization, the essence and dignity of the newly elected system of motivation, the main activities that must be implemented, indicating the timing and responsible for their Implementation, and also approves the composition of the preparatory work commission.

The second stage is the development of the Regulations on the introduction of a new wage system.

The third stage is the introduction of a new material of material motivation - the publication of the order about the transition to a new model of remuneration, about the approval of the developed position. Taking into account the proposals from the production units (main, auxiliary and management personnel) and on the basis of the provision on the new model, each employee of the organization approves the specific amount of wages.

At the fourth stage, the effectiveness of the entered wage system is analyzed. After a certain time, after the introduction of the system (quarter) based on observations, surveys, conversations with employees, sociological and expert surveys, it is advisable to preliminarize innovation in the system of material incentive, to identify flaws and reserves in organizing a model, as well as make relevant adjustments.

As moral incentives can be applied:

1) Introduction with free time. That is, according to the results of each employee, for a certain period, an additional weekend can be provided at the request of the arrival.

2) Labor incentives - providing the possibility of promoting the service, the direction of employees on business trips to other plants, increase the role of employees in the company's management.

3) Providing the possibility of well-manifested in the results of the work of employees the possibility of additional training, advanced training, the payment of scholarships "Excellents".

4) Providing quality medical care, vouchers to the holiday homes both to employees and members of their families, the establishment of work in the cultural sphere (holding evenings, concerts).

5) Education in the staff of the Spirit of Pride by their enterprise, the desire to work for its benefit by developing and implementing special programs.

Money is a strong motivator only if the employee considers his work fair and sees the connection between the results of its work and pay.

The motivating impact of wages used in the organization are the higher, the stronger they are associated both with the real working indicators of individual workers and with the results achieved by the unit and the entire organization.

The influence of the material incentive system acting in the organization, on motivation and working behavior of staff is largely indisputable to how fair it is perceived by employees, how directly, in their opinion, labor payment is associated with working results. Promotions should also be perceived as fair by other members of the working group so that they do not feel overdone and did not start working worse.

Development and implementation of fair and suitable for the organization and for employees of the payment system for the work performed can be an important factor in increasing the level of labor motivation of personnel and the increase in the efficiency and competitiveness of the organization as a whole.

In order for employees to perceive the payment and promotion system as fair, the following measures can be taken:

· Identification through sociological polls of factors that reduce the satisfaction of employees in the organization in the organization of the system of stimulating labor and the practice of providing certain benefits, and adoption, if necessary, relevant correctional measures;

· The best informing of workers about how the size of the incentives (premiums, premiums and the like) is calculated, to whom and what they are given;

· Identifying during personal contacts with subordinate possible injustices in the payment of employees, awarding premiums and the distribution of other promotions for subsequent recovery of justice;

· Continuous tracking of the situation in the labor market and the level of payment of those professional groups with which employees can compare themselves, and making timely changes in the system of paying their labor.

2) Creating conflict warning system in organizing a system

Management staff of LLC "Golden Patterns" When developing a conflict management system, it is necessary to focus that despite the inevitability of conflicts, it is especially important to avoid destructive conflicts. The destructive conflict leads to a decrease in the personal satisfaction of the members of the labor collective, a decrease in group cooperation and the effectiveness of the organization. The manager should try to warn the destructive conflict, controlling constructive conflicts arising in the organization. In the event of a destructive conflict to exit it, it is necessary to solve the conflict in essence (find the cause and, if possible, eliminate it, to achieve a certain compromise), trying to smooth out the dysfunctional consequences of the conflict. For this, the following groups of methods can be used:

1) restricting the interaction of conflicting parties, the use of coordination mechanisms (for example, the delimitation of powers between subordinates), leading to the elimination of the main reasons for the conflict and unifying the team.

2) Methods that combine the conflicting parties defining them common goals. For example, the establishment of corporate integrated objectives (joint goals for conflicting units, employees, etc.).

3) methods that stimulate employees to independently out of conflict, or to promote its permission: the creation of a system of remuneration and stimulating conflict behavior and promoting the settlement of the available conflict, etc.

To prevent destructive conflicts and the possible flow of constructive conflicts to destructive in organizations, a certain system of preventing conflict situations can be established, stimulating their positive consequences of conflicts.

Such a system may include a number of activities: a clear definition and explanation of work requirements for all structural units and officials, the creation and maintenance of a favorable microclimate in the organization and culture of the Organization, the production and development of organizational goals, stimulating the participation of workers in solving enterprise problems, debugging feedback mechanism in the organization's communication system, the creation of a mechanism for the settlement of discrepancies of interests and emerging problems (organizational meetings, the possibility of treatment with a proposal or a request to responsible or to higher persons), etc. Such a system will allow managers during detecting emerging conflicts, effectively identify their reasons, to quickly begin management of conflict situations, and therefore, and prevent the most severe consequences of destructive conflicts, such as formalization of relations, psychological antagonism and almost always the following reduction in the overall performance of the work.

Thus, the creation of a system for preventing conflict situations in organizing the system of stimulating their positive consequences will ensure high efficiency of the management system in the organization, maintaining a favorable psychological climate in the labor collective.

3) Development of a set of social packages for employees of the organization

The formation of the material system of motivation is the formulation of goals appropriate to individual needs and desires and thus contributing to the behavior necessary to achieve these goals. From an economic point of view, the correct system of motivation leads to a reduction in the difference between the number of paid hours and the amount of productively spent hours, and, accordingly, aims to reduce the costs of the company. The motivation system form constant and variable remuneration elements, benefits and intangible motivation factors.

The main task of the head after the purpose of the goal and the subject of work is to organize a workflow, in particular to force employees to work. To do this, you need to motivate them, induce action. It is clear that the main motivating factor is the wage, however, there are many and other factors that encourage people to work more efficiently. It is difficult to overestimate the degree of importance for the head of the ability to influence the personnel, to motivate it to achieve an optimal result, use human resources in full and with maximum efficiency.

The system of indirect material incentive has long been both fruitful in the West, in Moscow and St. Petersburg, as one of the methods of attracting and holding up high-class specialists. In small local companies, the benefit system is limited only by compulsory species of compensation regulated by labor legislation.

However, in my opinion, in connection with the "personnel hunger", in the near future companies will be forced to actively implement a system of additional compensation. The decision to implement the system of indirect material motivation (in addition to the use of the mandatory social package) is very responsible. However, an effective system of benefis, along with a competently built material motivation system, will allow dynamically developing companies to provide themselves with high level qualifications and have a significant competitive advantage over other employers.

The management of Golden Patterns LLC decided to develop three social packages for its employees.

The first package includes:

· Voluntary medical insurance - an employee who worked in the organization for more than 5 years is provided by the Voluntary Medical Insurance Policy in the amount of 20,000 rubles. per year he can use on certain medical services;

· Compensation of cellular services - the organization pays unlimited corporate cellular communication in the amount of 1,000 rubles. per month, choosing an operator at its discretion;

· Payment of additional weekends - the organization provides one paid day per month - the so-called personal or children's day with saving salary.

In the second package includes:

· Payment of visits to the fitness club - the organization offers two types: the organization buys a subscription for the amount of 4,000 rubles. per year in a specific fitness club, or the payment of this amount to the employee in order to be engaged in any other fitness club, but at the same time, if this amount is missing for the subscription to buy, the employee independently pays the difference;

· Payment of dinners - the organization pays an employee amount in the amount of 2,000 rubles. once a month.

The third package includes:

· Payment of training, additional education of employees who worked in the organization from two years, both full payment of training by the employer and partial, within 15,000 rubles, or an interest-free employee lending to the same amount, for educational purposes;

· Payment of the time of illness - the organization provides employees the opportunity to be absent until the week per year due to the disease, without providing them with the hospital leaf to the employer with saving salary;

· Payment of additional weekends The organization provides one paid day per month - the so-called personal or children's day with saving salary.

Each employee of the organization can choose one of three social packages that fits it. Package cost is almost the same, the only difference, package under No. 1 is more expensive per 4000 rubles, but only those employees who worked in the company for at least five years can choose it.

Social guarantees are often fundamental in the choice of work, so the involvement of high-class specialists, as a rule, demanding to choose from the place of work, requires the elimination of the shortcomings present in the organization. Expect to attract highly qualified personnel without providing the social package today looks almost unreal. The social package ensures the competitiveness of the organization and makes it possible to keep valuable workers from care to another company, stimulating them for long-term cooperation. At least, for half of the employees surveyed by sociologists, the provision of solid social package becomes a factor holding them from making a decision to change the place of work.

 

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