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

Motivation is an important component of any individual's activity. From Latin, this term, found in many scientific fields, is translated as "what moves forward." Correct internal and external motivation allows a person to fully realize their natural abilities and achieve their goals.

Features:

Currently, psychologists, sociologists and educators are studying the deep essence of motivation. But, despite this, there is still no single definition of the concept itself. In psychology, motivation is defined as a physiological process that controls a person's behavior and determines his reactions in a certain life situation. You can use other definitions for this concept, namely:

Motivation of a person to a certain action.
The ability of an individual to satisfy his own needs through any activity.

It follows from this that if a person is motivated, then he is active, organized, distinguished by purposefulness and character stability. Many scientists who study the influence of motivation on a person's success in society associate it with the presence of motives.

The motive can be conditionally considered the meaning of the activity, but this concept should not be confused with the goal or need. The motive is expressed in the form of specific human experiences that evoke positive or negative emotions associated with satisfaction or dissatisfaction with the state of affairs. For example, if hunger is a need, then food can be considered the goal. The motive in this case is the desire to eat. In the real world, it sometimes takes a lot of inner tension to realize motives.

Internal and external motivation

Depending on the source of the motivation for action, the following types of motivation are distinguished:

Internal or intrinsic. In this case, there are no connections between the vigorous activity of a person and any external circumstances. The motive for this or that action is thoughts, emotions and feelings.
External or extreme. It arises when external circumstances push a person to certain actions. If you exclude them, then the activity can drop to zero.

Intrinsic motivation is always associated with pleasure. In this case, for a person, the result itself is already a reward. With this type of motivation, the individual:

Easily maintains a high level of concentration while performing the assigned task, which eliminates the risk of accidental errors.
Performs the assigned tasks as clearly and efficiently as possible, without unnecessary exhausting overvoltage.

To increase intrinsic motivation, a person must convince himself that he likes to do the work that he was assigned. In other words, you need to turn your work into a hobby. A feature of intrinsic motivation is that it can, to a certain extent, depend on the emotional state of a person. For example, a person can enjoy work only if he is doing well in his personal life.

It is in this case that external motivation, which is often associated with material or moral reward, should keep a person from wrong actions. This type of incentive to action is less effective. Under the influence of external stimulating factors in humans:

It can be difficult to concentrate, which will lead to a slowdown in action.
There will be no genuine interest in the problem, which can significantly reduce the quality of the result.

It is optimal when internal and external factors of motivation are in balance. It is in this case that the likelihood of becoming a successful person increases significantly. Extrinsic motivation is more changeable, which is associated with changes in the conditions of the surrounding world. With constant internal motivation, despair is not characteristic of a person, therefore he always finds ways out of the most difficult situations in life.

Classification of motivation by other factors

Depending on other factors, other types of motivations can be distinguished. So, by their constancy, they can be classified into:

Persistent, who are distinguished by the maximum reinforcement of some kind of external influence or internal belief. In this case, it is not required to create additional motives for the person to successfully move towards the goal. Such motivations can work wonders, as they support a person in a creative state for a long time.
Unstable, requiring mandatory external support in order to ensure the advancement of the individual forward.

In addition, motivations are classified according to their effect:

Positive involves the use of exclusively positive incentives. For example, parents promise a child to buy some thing for the fact that he successfully completes the school year.
Negative is based on an understanding of what not to do. For example, students need to attend lectures so that they are not expelled. This type also includes material penalties for uncompleted work.

For the successful work of any team, competent external and internal staff motivation is required. As a rule, this issue is dealt with by experienced personnel officers with a psychological education. Setting the right motivation always requires an individual approach. It is necessary to understand what for a particular employee is the motive and incentive for high-quality performance of work. Of course, it is important to arouse internal interest, but, nevertheless, the most effective external positive motivation (VPM) of staff.

External motivation of personnel is divided into types in terms of receiving benefits:

Material involves receiving material rewards, for example, in the form of cash. This method is considered effective only in relation to the encouragement of an individual employee, a small team working on a specific topic or a group of people involved in narrowly focused work.
Intangible provides for the receipt of emotional benefits by personnel. This method works effectively when applied to the entire team. With its help, you can raise the self-esteem of all employees at once and inspire them with self-confidence. This is the case when a person begins to consider the work collective as his family.

Non-financial motivation of personnel requires a professional approach. It is conventionally divided into:

Labor. For this, the personnel are provided with comfortable working conditions, as well as the opportunity to work on a flexible schedule and receive time off if necessary.
Status. In this case, high-quality work should be a guarantee of promotion up the career ladder, which in itself entails an improvement in welfare.

Staff motivation is divided according to the methods used. It happens:

Normative, when in relation to a specific employee, psychological methods of influence are applied, prompting the qualitative performance of the assigned tasks. Most often, persuasive informative conversations are held.
Coercive, this method involves the use of the power that leaders have. This method of motivation is permissible only if the employee does not perform his work properly.

It should be understood that for every working person, the main motivating factor is a competent balance between work and personal life. When it is violated, life discomfort is observed, and this, in general, negatively affects a person, and, therefore, does not allow him to perform his work efficiently.

In order to correctly determine the motivation for personnel, you need to take into account the vital needs of employees. The main ones are as follows:

Maintaining your own health in good condition, which, of course, does not allow you to do work for wear.
Having free time to pay attention to your loved ones.
Getting the opportunity to solve personal problems if necessary.
Understanding of the management in the event of force majeure.

In order to motivate staff for quality work, you can use the following examples:

Provide one or two paid extra days off per month. On this day, a person will be able to solve any personal problems, and while completing the assigned tasks, he will not be distracted by them.
Establish a shorter working day for certain categories of employees. For example, this is often needed by valuable professionals in old age.
If possible, allow employees to work remotely for objective reasons.
Organize the correct work schedule, providing nutrition and preventive rest breaks.

An effective motivation is to support the personal growth of employees. It is necessary to create all conditions for those who strive to move up the career ladder. To improve the qualifications of employees, it is necessary to conduct trainings, coaching, seminars during working hours.

The strongest motivation is recognition of success. The honor roll should not be considered a relic of the past. It is a very powerful intangible positive motivation. In addition, at general meetings, managers should not forget to list the distinguished employees. Traditions must be created in a prosperous, successful team. To do this, you need to conduct corporate events, but the main thing is that they are not forced. The rule should also be the periodic informal communication of management with employees.

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

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

Internal staff motivation factors:

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

External staff motivation factors:

Money
Career
Status
Prestigious things
Life aesthetics
The ability to travel

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

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

Material motivators of staff

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

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

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

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

Intangible staff motivators

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

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

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

3. Various company-wide eventsnot directly related to work. These are internal company holidays dedicated to significant events. In addition, various events to which employees have the right to invite their families, country trips and excursions arranged by the company. We would also include paid centralized meals in this category.

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

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

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

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

Training presentation STAFF MOTIVATION

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

From the article you will learn:

★ Staff motivation

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

What is intrinsic and extrinsic motivation

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

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

An example of extrinsic motivation

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

An example of intrinsic motivation

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

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

No. 4. Material reward motive

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

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

How intrinsic motivation works

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

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

# 1. Game motive

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

How to manage: include a playful element in your work.

Example

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

# 2. Purpose motive

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

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

Valentin Timakov, Deputy General Director for Human Resources, IBM (Russia and CIS)

... It develops better than training!

Number 3. Motive potential

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

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

Elena Belikova, HR Director, RED

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

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

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

Introduction

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

Fragment of work for review

The answers were interesting and reasonably consistent. The positive feelings expressed were mainly associated with the work experience and its content. An example is the chief of accounting, who was very pleased when he was assigned to install new computer hardware. He felt a sense of pride in his work and was satisfied that the new equipment had revolutionized the way in which his department worked. At the same time, negative feelings were mainly associated with the external conditions in which the work is carried out - its context. For example, such a feeling was expressed by one engineer, whose first job was filling out time sheets and running an office in the absence of a boss. It turned out that the latter was always very busy and could not find time to train the engineer, and when he tried to ask questions, I was annoyed. The engineer said that in such conditions he felt like an auxiliary worker doing work that has no prospects. Arranging these expressed positive and negative feelings in the form of a table, F. Herzberg concluded that satisfaction is associated with the content of the work, and dissatisfaction with its context1.
F. Herzberg named the factors causing satisfaction as motivators, and dissatisfaction as hygienic factors. Taken together, motivators and hygienic factors formed the basis of F. Herzberg's two-factor theory of motivation.
F. Herzberg's two-factor theory shed new light on the content of labor motivation. Prior to its introduction, D's managers focused mainly on hygiene factors. When faced with moral problems, the typical solution was to raise wages and improve working conditions. However, it was found that such simplistic solutions did not really work. F. Herzberg's theory offers an explanation for this problem. Hygiene factors, if sufficient, only prevent the development of a feeling of dissatisfaction in the worker. To achieve motivation, it is necessary to ensure the impact of motivation factors (second group): a sense of success, recognition from others, the possibility of business and creative growth.
F. Herzberg believes that an employee begins to pay attention to hygienic factors only when he considers their implementation inadequate or unfair.
Surveys carried out by the Central Research Laboratory of Labor Resources showed that in industry and construction in Russia, the main factors of dissatisfaction are poor social conditions and insufficient wages (hygienic factors). In the conditions of the economic crisis, when many people are afraid of losing their jobs and not finding another, the managers of many enterprises do not care about the factors of a healthy environment and even violate labor laws. Thus, the study of F. Herzberg's theory of motivation is highly relevant for the leaders of Russian enterprises1.
K. Alderfer's theory. Substantial theories of labor motivation by F. Herzberg and especially A. Maslow were developed in the works of K. Alderfer. He formulated a model of categories of needs, which is more supported by the available empirical data.
K. Alderfer identified three groups of basic needs: existence, connections and growth. Existence needs are about survival (physiological well-being). Connection needs emphasize the importance of interpersonal, social relationships. Growth needs are associated with a person's inner desire for development.
Unlike A. Maslow and F. Herzberg, K. Alderfer does not argue that needs of a higher level become a motivating factor only after the needs of a lower level are satisfied, or that deprivation of something is the only way to activate a need. For example, according to his theory, human origins and cultural environment can lead to the fact that the needs for connections will precede the unmet needs of existence, and the more satisfied the needs for growth, the stronger they become.
Content theories do not take into account the individual characteristics of people, their past experience, as well as the probabilistic nature of the motivation process. The authors of procedural theories of motivation tried to avoid these shortcomings.
Procedural theories of motivation. Within the framework of procedural theories, it is analyzed how a person distributes efforts to achieve specific goals and how he chooses a specific type of behavior.
Procedural theories do not dispute the existence of needs, but believe that people's behavior is determined not only by them, but also by the perception and expectations associated with a given situation and the possible consequences of the type of behavior chosen by a person.
The most famous procedural theories of motivation:
theory of expectations;
theory of justice;
the Porter-Lawler model.
V. Vroom's theory of expectations. The main idea of \u200b\u200bthis theory is as follows: a person hopes that the type of behavior chosen by him will lead to the satisfaction of what he wants. Expectation - an assessment by a person of the probability of a certain event. Motivation (M) depends on the expectations of a person and can be represented by a formula in the form of a product of three expectations - expectations that efforts will give the desired result (Op); expectations that the result will lead to the receipt of the promised reward (O) and the expected value of the reward (O):
Mr \u003d Or Ov Ots.
All these indicators are of a probabilistic nature and can take values \u200b\u200bfrom 0 to 1. If the value of any of the motivation factors is small, then motivation will be weak, and work results will be low. Hence, the most effective motivation is achieved when people believe that their efforts are bound to enable them to achieve their goals and lead to rewards.
People have different needs and value specific rewards differently. Therefore, it is necessary to compare the expected remuneration with the needs of employees and strive to bring them in line. A firm balance should be established between the results achieved and the reward.
The theory of justice is based on the fact that people subjectively determine the ratio of the reward received to the effort expended, and then relate it to the reward of other people doing similar work. This theory can be expressed by the formula:
M \u003d Vs / Us: Vd / Ud
where Vs, Vd - their own and other people's reward, respectively;
Us, Oud - one's own efforts and the efforts of other people, respectively.
Unfair rewards are stressful. If a person considers his work to be underestimated, he will reduce the effort expended. Since the perception and assessment of fairness are subjective, in practice the manager must tell and explain why there is a difference in remuneration.
Some organizations keep the amount paid secret. But this does not solve the problem, as people begin to suspect injustice even where it does not exist in reality.
The Porter-Lawler model is a complex procedural theory of motivation that includes elements of the theory of expectations and the theory of justice.
L. Porter and E. Lawler investigated what the result achieved by employees depends on. Their model includes the following variables, between which the relationship is monitored:
expended effort;
results;
perception;
reward;
degree of satisfaction.
The results achieved by the employee depend on three variables: the effort expended, the abilities and characteristics, as well as their awareness of their role in the work process. The level of effort expended, in turn, depends on the value of the reward and on how much a person believes in the existence of a strong connection between the cost of effort and possible reward. Achieving the required level of performance can result in both internal (satisfaction, self-esteem, etc.) and external (executive praise, bonuses, promotion) rewards. Satisfaction is the result of external and internal rewards in a fair manner. Satisfaction is a measure of how valuable the reward really is. This assessment will influence the person's perception of future situations. Various theories of motivation contribute to significant improvements in specific approaches to managing people.
F. Taylor's theory of "economic man". In his opinion, the efficiency of workers' labor depends on two main mutually complementary directions of motivation: a) changes in working conditions based on the scientific organization of labor; b) efforts of direct management to maintain business cooperation. Taylor gives a simplified idea of \u200b\u200bthe motives of a person, according to his idea, the employer is dealing with an economically motivated employee (hence the name "theory of economic man") 1.
E. Mayo's theory of the social person. The works of E. Mayo and his group for the first time proved the potential benefit of taking into account psychological factors and the lack of motivation of the "carrot and stick" type. E. Mayo's studies have shown that the need to be recognized by colleagues is just as important (if not more) than economic motives2.
In Mayo's theory, four fundamentally new proposals are highlighted: 1) social needs are the basis of motivation for labor behavior, since an employee's true satisfaction occurs only in the process of interacting with other people; 2) in the conditions of the industrial revolution, the meaning of labor has shifted from the labor process as such towards social relations at work; 3) the employee is more susceptible to influence from his social group than to control from the manager; 4) the receptivity of employees to management depends on how well the manager meets the social needs of his subordinates; 5) a good manager should not only think about the production technique, but also be a “guardian” of his subordinates3.
D. McGregor's Theory "W" (management by the principle of cooperation). The main provisions of the "Y" theory, which is most widespread in the work behavior of managers, are as follows: a) a person is able and will control himself if he strives for the goals in which he is interested, people mobilize enormous internal energy when they are interested in their purposes; b) the efforts made by the individual to achieve the goals set before him are proportional to the reward for them; c) the joy of success and recognition has a more effective impact on people's willingness to work than an increase in wages or cash bonuses; d) even the average ordinary person is surprisingly rich in various ideas, etc. 4
Concept - "The Law of the Result". In general, the concept of scientists P. Lawrence and D. Lorsch, better known as the "law of result", is imperiously acting in the motivation of an individual's labor behavior. The essence of this concept boils down to the desire of workers for previously approved types of work behavior, which they associate with full satisfaction of needs and avoidance of those types of behavior that are associated with insufficient satisfaction (partial) or complete dissatisfaction of the need1.
The concept of national characteristics. Human needs themselves, but for themselves, are practically the same in all cultures and in all historical periods, only the form, means and priority of their satisfaction change under the influence of the development of productive forces, social relations, historical traditions, and the entire spiritual life.
Corporate hierarchy concept. Self-preservation (survival) - the main and very first level of the hierarchy does not cease to exist even after satisfaction. Security is the second level of the hierarchy. A prominent position is the third level of the hierarchy. Awareness and implementation are the last two levels of the corporate hierarchy 2.
After analyzing the literature on the topic under consideration, we can conclude that motivation is the process of encouraging oneself and others to act in order to achieve the goals of the organization with the help of labor behavior. The motivation of a person to work is understood as a set of moving forces that induce a person to carry out certain actions.
2. External motivation of staff
Fundamentally, there are two forms of motivation - external and internal (Fig).
Fig. Extrinsic motivation

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

List of references

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2. Bass, V.N. Organizational behavior management. Monograph / V.N. Bass. - M .: Publishing house of Moscow Humanitarian. University, 2010.
3. Bondarenko, T.V. Setting up the motivation system in the company: Teaching aid / T.V. Bondarenko. - M .: ICT. 2015.
4. Zakharova, T.I. Organizational behavior: Educational-methodical complex / T.I. Zakharova. - M .: Ed. Center EAOI, 2008.
5. Kokorev, I.A. Organizational mechanism of personnel motivation / I.A. Kokorev. - M., 2008.
6. Lazareva, N.V. The method of use and the concept of improving the motivational mechanisms of personnel development: Monograph / N.V. Lazarev. - Stavropol: SevKavGTU, 2009.
7. Ozernikova, T.G. Formation and development of the labor motivation system / T.G. Ozernikov. - M., 2007.
8. Organizational behavior / Ed. G.R. Latfullina, O. N. Gromovoy - SPb .: Peter, 2014.
9. Perevozchikova, V.Yu. Formation of organizational behavior and motivational mechanism of workers of entrepreneurial structures of the pharmaceutical industry / V.Yu. Perevozchikova // Director. - 2012. - No. 2. P.14.
10. Polyanina, A.A. Evolution of ideas about managing the motivation of labor behavior / A.A. Polyanina // Modern Management. Issue No. 11 / Under the general editorship of A.N. Krivomazov. - M .: Intersocialinform, 2008.
11. Reva, V.E. Organizational behavior. Textbook / V.E. Reva. - Penza: PSU, 2006.
12. Slesarev, V.A. On the issue of improving labor motivation / V.A. Slesarev // Scientific works of the Moscow University for the Humanities. Issue 87. M .: Moscow University for the Humanities, 2008. S. 68-73.
13. Tsvetkova, R.I. Motivational sphere of personality: Monograph / R. I. Tsvetkova. - Khabarovsk: KhGPU Publishing House, 2008.
14. Shupilo, OM Motivation of workers of a cooperative organization as the basis for the formation of organizational behavior / О.М. Shupilo // Bulletin of the Belgorod University of Consumer Cooperatives (special issue), 2005.

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The article provides answers to the questions:

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

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

Motivation types: internal and external

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

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

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

The right choice of employee motivation

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

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

How to apply in practice

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

There are other factors as well, such as:

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

How to determine staff motivation

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

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