Shapiro S. A

The development of a personnel motivation system and its implementation at an enterprise is not an end in itself. If this issue is not approached formally, an effective motivation system will allow 100% use of the existing human resources potential and minimize turnover. Evaluating the effectiveness of the motivation system will help you choose its optimal parameters and make it really perfect.

The article addresses the following questions:

• Why is a staff motivation system needed?
• What methodology for evaluating effectiveness should be chosen at the first stages of developing a motivation system;
• How to assess whether the staff motivation system is effective in a simple way;
• Improving the personnel motivation system based on the results of its assessment.

Development of a personnel motivation system is one of the most important tasks of a company's HR management

The strategic task facing any company, regardless of its form of ownership, is to increase the productivity of employees, to get the most out of them. For commercial enterprise this means an increase in profits, for a non-profit - an increase in the efficiency of its activities, the fastest achievement of the goals that have been set for it.

An increase in labor productivity is directly related to the interest of employees in their work and its results, with how high their motivation for productive work is. The personnel motivation system is based on the use of both material and non-material financial incentives. The use of only one type of incentive has long been recognized as ineffective for many types of activities, excluding low-skilled and low-productivity labor.

There are no unified recommendations on how and in what proportions to use those opportunities for motivation personnel who give material and non-material incentives. For each enterprise, the proportions that determine the optimal ratio between those and other motivational factors are selected on an individual basis, taking into account both the specifics and characteristics of production, and personnel, its real needs.

Of course, from the first attempt to find the ideal ratio that determines the necessary balance between material and non-material motivation, impossible. This balance is determined empirically as a result of the analysis and periodic assessment of whether the personnel motivation system is effective in this stage enterprise development. There are many fairly complex methods that allow you to analyze and evaluate the effectiveness of the personnel motivation system in a company with a high degree of accuracy, requiring a large amount of initial data. But in most cases, especially if the development of a personnel motivation system in an enterprise is at an early stage, there is much point in using them No. In order to monitor the situation and quickly adjust the existing motivation system, you can use fairly simple methods that, in practice, allow you to get a clear idea of ​​its effectiveness. It is advisable to apply complex assessment methods in order to bring the effective system of personnel motivation in the company to a truly ideal state.

How to assess whether the staff motivation system in your company is effective

The fastest and most affordable method to understand how satisfied the company's employees are with their work is a survey. Since the task of HR managers is to get an overall picture for each unit, which differs in its specifics production activities, personnel and working conditions, such a questionnaire can be made anonymous. But employees must indicate in it the name of the structural unit. The questionnaire should contain characterizing the working conditions and its content, each of which is some one material or intangible factor. For the convenience of calculations, you can use a five-point or ten-point system by which each factor will be evaluated.

Since one or another factor may have a greater or lesser influence on the overall assessment of the motivation system, it is advisable to use a weighting coefficient for each of them, while the sum of the coefficients should be equal to one. So, for example, such a factor as the level of wages will be more "weighty" than a comfortable room temperature or a free work schedule. The weight significance of each of the considered motivational factors should be determined in the course of discussion by experts - heads of the enterprise and personnel services, heads of workshops, and other structural divisions.

The selection of factors by which it will be assessed whether the personnel motivation system is effective will also have to be made by experts. For example, in a questionnaire, employees can evaluate their satisfaction with such material factors as wages; fair distribution of premiums and bonuses; the need for free meals and travel expenses, visits to fitness centers, medical services. They can also evaluate those involved in the company's motivation system, such as:

• the quality of work and its conditions;
• psychological climate in the team;
• the possibility of obtaining additional education and self-development;
• schedule;
• opportunity career development;
• job satisfaction;
• objectivity of the distribution of intangible benefits;
• compatibility of work with personal life;
• loyalty of the company's management to ordinary employees.

After processing the results of the survey, an average score is determined for each of the selected indicators. At the same time, it should be taken into account that, for objective reasons, one should not expect that satisfaction with remuneration will be rated with the highest scores, it is good if it is rated at 4 on a five-point scale, and 7-9 on a ten-point scale. received for each structural unit results - information on the basis of which options for improving the motivation system are considered.

Answers to the whole range of questions about the material and non-financial incentives You will find employees in the section of the site "Staff Motivation".

Answers to the questions of personnel officers and HR-s from 12.00 to 14.00 April 3:

• Remote. How to arrange, pay for and control the work and what to do with those who cannot be transferred (simple)?
• Staff reduction. Five lessons from the past crisis to take into account this time.
• Part-time work. How to transfer and what to do with employees who refuse?

Improving the personnel motivation system based on the results of its effectiveness assessment

An analysis of the personnel motivation system will make it possible to determine which motivational factors cause employee dissatisfaction, which of them can be replaced, which ones. Measures to improve the motivation system should be carried out according to the following algorithm:

• elimination of identified problems;
• optimal combination of organizational, administrative and material factors of motivation;
• satisfaction and encouragement of those natural needs of employees that do not contradict the strategic goals of the company: adjustment and formation of a new social package, improvement of working conditions;
• using the principles of the company's compensation policy, taking into account economic feasibility.

The goal of optimizing the motivation system is to establish

A well-thought-out system of personnel motivation in an organization allows you to control the behavior of employees, create conditions for the prosperity of the enterprise.

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Goals and objectives

The main goal of the personnel motivation system is to stimulate the activities of personnel in order to increase productivity.

A motivated worker performs better professional duties, and this has a beneficial effect on the profit of the company as a result.

The main tasks of the motivation system:

• stimulate Professional Development and growth in the qualifications of workers;
• optimize personnel costs;
• ensure employee loyalty and staff stability;
• to orient employees towards solving the strategic tasks of the company;
• stimulate efficient work each employee;
• attract highly qualified specialists to the company.

Kinds

There are various systems of motivation. So, it is customary to distinguish models according to the place of their application. The most popular are Japanese, American and Western European models of motivation systems.

Domestic science and practice cannot yet boast of unique knowledge on how to develop such a system of incentives. This is largely due to the fact that for a long time there were no incentive measures, except for an additional bonus and a social package.

stand apart certain types systems for evaluating the effectiveness of personnel - for example, a scoring model.

scoring

When using a point incentive system, employees are given points for the performance of labor functions.

With their help, you can evaluate the abilities of a particular employee, as well as such important qualities as responsibility, diligence, ability to work in a team.

At the end of the billing period, employees receive a bonus in accordance with the points scored.

Let's explain this scheme in practice:

• the incentive payment fund is 60 thousand rubles;
• number of employees in the state - 3;
• for failure to complete tasks, the employee receives 0 points, for completed without comments - 1 (we use a simplified rating system);
• the maximum number of points is 14 (for all employees), 42 points (for the entire department).

So the first leader personnel service scored 12 points, manager - 10 points, HR specialist - 13 points.

We use the formula:

(maximum amount of incentive payments / total number of points) * total points of a particular employee = amount of remuneration

For the 1st employee: (60 thousand/42) * 12 = 17143 rubles.

For the 2nd employee: (60 thousand/42) * 10 = 14286 rubles.

For the 3rd employee: (60 thousand/42) * 13 = 18571 rubles.

Japanese

Japanese managers are striving to create a system that would be aimed at organizing group work and fostering collectivism.

In their model, a significant role is given to a qualitative indicator. After all, it helps to increase the profit of the company. To achieve this goal, corporations use effective systems of wages, analysis of the organization of jobs, certification of workers, etc.

The peculiarity of the Japanese system is that it highlights the loyalty of its employees to companies.

Employees are identified with the firm they work for. At the same time, each employee is sure that he is a significant person for his company and its fate depends on his actions.

To prevent employees from leaving for another firm, a remuneration system based on seniority is applied. Employees also receive bonuses twice a year and regularly improve their skills.

In general, the remuneration system is built not only on the length of service, but also taking into account other indicators, including the qualifications of the employee and the effectiveness of his activities.

The personnel motivation system, as we discussed earlier, is a set of tasks. Their solution allows to achieve high efficiency of the work of employees.

The system is developed at a particular enterprise, taking into account the specifics of the activity, the organization of the state, etc.

Structure and elements

The corporate system of motivation and incentives for the personnel of the organization consists of the following elements:

• goals and objectives (results that the company seeks to obtain);
• the strategy and policy of the company in this area, taking into account the long-term goals of the development of the organization and the time to achieve them;
• principles of motivation and stimulation of labor;
• system functions - regulation, planning, organization, coordination and regulation, motivation and stimulation, control, accounting, analysis;
• system structure (and not material incentives);
• system formation technology.

Approximate scheme motivation systems in the organization

Tools

Tools are those types of incentives that can influence the motivation of staff. They can be tangible and intangible. Among them there are those that directly depend on specific results of labor, for example, bonuses.

Indirect motivation tools are also used - reimbursement of expenses for communication, food, travel, etc.

They are used to increase employee loyalty, reduce staff turnover.

Indirect tools do not depend on the results of work and are determined by the status or rank of the employee.

Development and construction features (step by step algorithm)

In the process of creating a personnel motivation system, the following stages can be distinguished:

• formation of the company's goals and objectives in this area, approval of those indicators that can clearly demonstrate the result of each employee's activities;
• approval of the tariff scale;
• determination of the tools that are planned to be used in the personnel motivation system;
• evaluation of the effectiveness of each employee;
• establishing the relationship between performance and remuneration.

Analysis and economic efficiency

Analysis modern system motivation is necessary in order to assess whether employees are affected by it, whether their reaction to the impact of the motivation system corresponds to the expectations of management, etc. For this, various techniques are used - for example, analysis of variance for related samples.

The motivation system provides for certain costs for incentive instruments. That is why organizations need to track cost effectiveness.

A company is interested in an employee as long as he earns more for the company than the company spends on him.

Assessment steps

The personnel motivation system is being evaluated in several stages:

• Stage 1. At this stage, the existing system of motivation and stimulation of personnel in the organization is evaluated. The company conducts a survey of employees in order to analyze the effect of tangible and intangible factors.
• Stage 2. Questionnaires of participants are transferred to the employees who will carry out the assessment.
• Stage 3. Processing questionnaires, calculating the average score for each factor.
• Stage 4. Analysis of each factor by which the motivation of the company's employees is carried out. First of all, it is necessary to pay attention to those of them that received the lowest estimated result.

Why might not work?

Many managers are interested in the question: "Why does the motivation system not work?". There can be many reasons for that.

Usually they boil down to the fact that the employer, when building it, is not at all interested in the opinion of his employees.

Conducting surveys, questionnaires will identify the needs of employees. Their satisfaction will serve as an excellent incentive for effective work.

Stimulation and motivation of staff must be constantly improved and improved. To do this, you need to know in which direction to move, what changes and in what area of ​​the incentive system to carry out, etc. This is possible only after an assessment of the labor incentive system already in place at the enterprise. As such, there are no special methods for assessing the labor incentive system. But, as already mentioned, the incentive system is integral part personnel management systems at the enterprise, therefore, methods for assessing the personnel management system can also be used to assess the labor incentive system.

Assessment methods are presented in Table 1.5.1.

Table 1.5.1 Classification of incentive evaluation methods

Survey methods (data collection) include: interviewing and questioning. The interview method can be used to evaluate the labor incentive system.

Interview - a survey "face to face", obtaining information in personal communication. This is not an exchange of opinions, but the receipt of information from one person - the respondent. According to the author Abryutina M.S., in contrast to the conversation, the roles of the interview participants are different: the respondent acts as an object of study, the other - as a subject.

The essence of the method: interview questions are developed either for the workers of the enterprise, or for specialists acting as interviewees. After the interview, conclusions are drawn about the labor incentive system and its impact.

Questioning is a system of logically consistent methodological and organizational and technical procedures interconnected by a single goal: to obtain objective reliable data about the object or process under study for their subsequent use in management practice.

Justification methods include: comparison method and evaluation method economic efficiency bonus systems in the enterprise. The comparison method allows you to compare existing system stimulation of labor at an enterprise of any industry with a similar system of advanced organization of the corresponding industry, with a standard state or state in the past period.

Method for assessing the economic efficiency of the bonus system at the enterprise. The effectiveness of the labor incentive system can be judged by the effectiveness of the bonus system at the enterprise, which is the main form of its manifestation. Such a bonus system can be considered cost-effective, which forms the level of payment in accordance with the degree of fulfillment of indicators and bonus conditions and ensures the achievement of an effect greater than the corresponding bonus part of the salary, or equal to this part.

Qualitative assessment of the effectiveness of the bonus system

When evaluating the effectiveness of the bonus system, it is necessary to give it quality assessment from the point of view of fulfilling its functional purpose. To do this, it is revealed: compliance of the established bonus indicators with the task of the enterprise; justification for the amount of the incentive.

The bonus system does not have an incentive effect if the bonuses are too low (less than 7 - 10% tariff rate, official salary) .

Quantifying the effectiveness of the bonus system

This assessment is given from the standpoint of the benefits of its application for the employer. She suggests:

determination of the achieved level of performance of the bonus indicator during the performance evaluation period (UD);

comparing it with the level of performance of the indicator in the base period or some other level of performance of the indicator taken as the base (Ub), and determining the magnitude of the change in the indicator;

determining the effect in monetary terms obtained from the change in bonus indicators (Ed);

comparison economic effect with an appropriate bonus payment and determining the absolute or relative effectiveness of the bonus system.

The absolute efficiency of the bonus system (Ae) is understood as the difference between the effect of a change in the level of bonus indicators in the period under review (ED) and the value of paid bonuses (P) corresponding to this change. Calculated by formula (1.5.1):

Ae \u003d Ed - P (1.5.1)

Relative efficiency (Oe) is the ratio of the economic effect from a change in the level of bonus indicators to the amount of the bonus paid. Calculated by formula (1.5.2):

Absolute and relative efficiency indicators are used for comparison various systems bonuses according to the degree of their profitability for the employer. The effect in monetary terms, obtained on the basis of a direct comparison of the achieved and the base level of indicators, is calculated by the formula (1.5.3) as follows:

Ed \u003d En \u003d Ud - Ub (1.5.3)

When calculating the economic effect for a long time operating systems bonuses are most appropriate, according to the author V.V. Kulikov, take the average level of performance of the indicator in the base period. When calculating economic efficiency, the cost of bonuses must be taken together with deductions attributable to bonuses to off-budget federal funds (pension fund, social insurance fund, medical insurance). According to the bonus system, one can judge the system of labor stimulation at the enterprise. If the bonus system is cost-effective (Ed is greater than zero, Ae is greater than zero, Oe is greater than one), then the labor incentive system effectively performs its stimulating role (function) and is effective from a material point of view.

Analysis methods include: system analysis, functional cost analysis and expert analytical method estimates (method expert assessments), the Pattern method.

The systematic approach directs the researcher to study the system of labor stimulation as a whole and its components: goals, functions, structure, means (methods) of stimulation, information; to identify the types of relationships between these components and external environment(other subsystems, for example, the wage system, the quality system) and bringing them together into a single holistic picture. The essence of the method is as follows. A systematic analysis of the state of the labor incentive system has several goals:

Determination of the present provision of the incentive system;

Identification of changes in the state of the incentive system in the spatio-temporal context;

Identification of the main factors causing changes in the state of the incentive system;

Forecast of the main trends in the future state of the incentive system.

This assessment method is based on the analysis of certain indicators that characterize the labor incentive system, such as labor productivity, wage growth in the enterprise, their ratio, staff turnover, an indicator of the qualitative composition of workers (by age, education, length of service), an indicator of defective products, discipline. After analyzing the compliance of these indicators required level the conclusion is made about the system of labor stimulation as a whole. The more inconsistencies and discrepancies, the less effective the incentive system is. Advantages this method evaluation - its implementation does not require the direct participation of the workers of the enterprise, respectively, there are less costs, you only need to analyze the documentation according to the indicators. But at the same time, the opinions of those for whom the incentive system functions, to whom it is directed - the workers of the enterprise are not taken into account. This is the disadvantage of this assessment method.

Functional cost analysis of the incentive system (FSA) is a method of feasibility study of the functions of the incentive system at the enterprise, aimed at finding ways to improve and reduce the cost of organizing the incentive system in order to increase its efficiency.

The expert-analytical method is one of the most common methods for assessing not only the labor incentive system. This assessment method is based on rational arguments and on the intuition of highly qualified experts.

Method Pattern consisting of the first letters English words meaning assistance to planning through quantification technical data, was developed in 1962-1964. The following steps go through the process of applying this method:

The problem under study is divided into a number of sub-problems, individual tasks and elements subject to expert evaluation;

Problems, sub-problems, tasks, their elements are arranged in a "decision tree";

The coefficients of importance of each element and task are determined;

Estimates put forward by individual experts are subject to open discussion.

Thus, the development of a system of motivation and incentives is A complex approach in the decision to improve the efficiency and quality of work. When using it in the management of social facilities, it turns out how well developed and effective the system is.

Motivation is a set of processes that guide and support the behavior of an individual, encourage him to achieve goals, and determine activity.

Incentives are a way of rewarding employees for participating in production, based on a comparison of labor efficiency and technology requirements.

Methods for studying the motivation and stimulation of personnel can be very diverse and depend on the elaboration of the incentive system at the enterprise, common system management and features of the enterprise itself. To improve the system of influence on labor motivation personnel should be seriously analytical work. Various methods of personnel management should focus on the effectiveness of the required material and financial costs and the achievement of organizational goals.

conflict administrative non-material collective

Staff motivation must be constantly improved and improved. To do this, you need to know in which direction to move, what changes and in what area of ​​the motivation system to carry out. The motivation system is an integral part of the personnel management system at the enterprise, therefore, methods for assessing the personnel management system can also be used to assess the effectiveness of the labor motivation system.

The interview method can be used to assess the system of labor motivation. Interview - a survey "face to face", obtaining information in personal communication. This is not an exchange of opinions, but the receipt of information from one person - the respondent. Unlike a conversation, the roles of interview participants are different: the respondent acts as an object of study, the other as a subject. G. I. Mikhailina, M.: Dashkov and Co., personnel management, 2006, p. 263 The essence of the method: interview questions are developed either for the workers of the enterprise, or for specialists acting as respondents. After the interview, conclusions are drawn about the labor incentive system and its impact. The considered methods are shown in Table 1

Table 1 Classification of methods for assessing staff incentives

Questioning is a system of logically consistent methodological and organizational and technical procedures interconnected by a single goal: to obtain objective reliable data about the object or process under study for their subsequent use in management practice. V. M. Tsvetaev, personnel management, M.: St. Petersburg, 2002, p. 126

The methods of substantiation include the method of comparisons and the method of assessing the economic efficiency of the bonus system at the enterprise.

The comparison method allows you to compare the existing system of labor incentives at the enterprise with a similar system of advanced organization of the relevant industry, with the normative state or state in the past period.

The effectiveness of the incentive system of the labor system can be judged by the effectiveness of the bonus system at the enterprise, which is the main form of its manifestation. Such a bonus system can be considered cost-effective, which forms the level of payment in accordance with the degree of fulfillment of the indicators and conditions of bonuses and ensures the achievement of an effect greater than the corresponding bonus part of the salary, or equal to this part.

When evaluating the effectiveness of the bonus system, it is necessary to give it a qualitative assessment in terms of fulfilling its functional purpose. To do this, it is revealed: compliance of the established bonus indicators with the task of the enterprise; justification for the amount of the incentive. The bonus system does not have a stimulating effect if the bonuses are too low (less than 7 - 10% of the tariff rate, official salary). Z.P. Rumyantseva, N.A. Sagomatin, R.Z. Akberdin and others, organization management: tutorial. M.: Unity - Dana, 2008, p.215

A quantitative assessment of the effectiveness of the bonus system is given from the standpoint of the benefits of its bonuses for the employer. It involves: determination of the achieved level of performance of the bonus indicator during the period of performance evaluation (UD); comparing it with the level of performance of the indicator in the base period or some other level of performance of the indicator taken as the base (Ub), and determining the magnitude of the change in the indicator; determination of the effect in terms of money received from the change in bonus indicators (Ed); comparing the economic effect with the corresponding bonus payment and determining the absolute effectiveness of the bonus system. Under the absolute efficiency (Ae) of the bonus system in the period under review (Ed) and the amount of premiums paid (P) corresponding to this change, and is calculated by formula (1): T. A. Komissarova, management by human resourses: tutorial. M.: Delo, 2008, p. 312

Ae \u003d Ed - P, (1)

where Ae - absolute efficiency; Ed - bonus indicator; P - the amount of premiums paid.

The absolute efficiency indicator is used to compare different bonus systems in terms of their profitability for the employer. The effect in monetary terms, obtained on the basis of a direct comparison of the achieved and the baseline level of indicators and is calculated according to the formula (2): See ibid.

Ed \u003d En \u003d Ud - Ub, (2)

where Ed, En - bonus indicator; Yd - the period of evaluation of efficiency; Ub - the level of performance of the indicator, taken as the base.

When calculating the economic effect of long-term bonus systems, it is most expedient to take the average level of performance of the indicator in the base period. When calculating economic efficiency, the cost of bonuses must be taken together with deductions attributable to bonuses to off-budget federal funds (pension fund, social insurance fund, medical insurance).

Thus, according to the bonus system, one can judge the system of labor stimulation at the enterprise. If the bonus system is economically efficient (Ed is greater than zero, Ae is greater than zero), then the labor incentive system effectively fulfills its stimulating role and is effective from a material point of view]. T. A. Komissarova, human resource management: a textbook. M.: Delo, 2008, p. 321

The methods of analysis include: system analysis, functional-value analysis and expert-analytical method of assessment (method of expert assessments), the Pattern method.

The systematic approach directs the researcher to the study of the system of labor stimulation as a whole and its components: goals, functions, structure, means (methods) of stimulation, information; to identify the types of connections of these components between themselves and the external environment

(other subsystems, for example, the wage system, the quality system) and bringing them together into a single holistic picture. T. A. Komissarova. Human Resource Management: A Study Guide. M.: Delo, 2008, p. 74 The essence of the method is as follows. A systematic analysis of the state of the labor incentive system has several goals:

Determination of the present provision of the incentive system;

Identification of changes in the state of the incentive system in the spatial and temporal context;

Identification of the main factors causing changes in the state of the incentive system;

Forecast of the main trends in the future state of the incentive system.

This assessment method is based on the analysis of certain indicators that characterize the labor incentive system, such as labor productivity, wage growth in the enterprise, their ratio, staff turnover, an indicator of the qualitative composition of workers (by age, education, length of service), discipline. After analyzing the compliance of these indicators with the required level, a conclusion is made about the labor incentive system as a whole. The more inconsistencies and discrepancies, the less effective the incentive system is. The advantages of this assessment method are that its implementation does not require the direct participation of the workers of the enterprise, therefore, there are less costs, it is only necessary to analyze the documentation on the indicators.

Functional and cost analysis of the incentive system (FSA) is a method of feasibility study of the functions of the incentive system at the enterprise, aimed at finding ways to improve and reduce the cost of organizing the incentive system in order to increase its efficiency. T. A. Komissarova. Human Resource Management: A Study Guide. M.: Delo, 2008, p. 71

The expert-analytical method is one of the most common methods for assessing not only the system of labor incentives. This assessment method is based on rational arguments and on the intuition of highly qualified specialists - experts. Davydov A. V. Motivation and remuneration in market economy. M.: Novosibirsk, 2007, p.175

The pattern method, which consists of the first letters of English words meaning planning assistance through the quantitative evaluation of technical data, was developed in 1962-1964. The following steps go through the process of applying this method:

The problem under study is divided into a number of sub-problems, individual tasks and elements subject to expert evaluation;

Problems, sub-problems, tasks, their elements are arranged in a "decision tree";

The coefficients of importance of each task, each element are determined;

Estimates put forward by individual experts are subject to open discussion.

As an example of another method for assessing the effectiveness of a staff incentive system, one can cite an assessment formula that takes into account the effects that arise when labor productivity increases, staff turnover decreases and when staff is trained with the subsequent combination of several professions. First, individual performance indicators are determined by the formulas (3, 4, 5):

The effect of reducing staff turnover (monthly) is calculated

according to formula (3):

Et \u003d Zn x R (Kt1 - Kt2), (3)

where Zn - the cost of a beginner; Zot - the cost of personnel selection; Roth - the number of selected candidates; P - average headcount workers; Kt - the turnover rate is equal to the number of dismissed workers Ruv / R.

The effect of training with the subsequent combination of professions

calculated by formula (4):

Goiter \u003d Zzp x Rep x N - Goiter, (4)

where Zzp - costs for wages per employee per month; Rep - the number of workers trained in related professions; N is the calendar period for which the efficiency is calculated; Goiter - training costs.

The effect of increasing labor productivity (per month) is calculated by formula (5):

Ep \u003d P x Dm x (P2 - P1), (5)

where P is the number of employees; Dm - the number of working days worked by them per month; P - labor productivity as the ratio of sales per day to the number of employees.

The effect of the impact of the employee training program on labor productivity and product quality can be determined by the following formula (6): О.А. Zaitseva, A.A. Radugin, K.A. Radugin and others. Fundamentals of management. M.: Unity, 2006, p.298

E=P x N x V x K - N x Z, (6)

where P is the duration of the training program on labor productivity and other performance factors; N is the number of trained workers; V - value assessment of the difference in labor productivity between the best and average workers performing the same work; K is a coefficient that characterizes the effect of training employees (for example, an increase in labor productivity, expressed in shares); Z - the cost of training one employee.

Each of the considered approaches to assessing economic efficiency has its own positive points and implementation difficulties. The most acceptable in practical terms, however, seems to be an assessment of certain areas of motivational policy, which makes it possible to identify the costs of their implementation and to determine with sufficient accuracy the performance indicators of the ongoing personnel policy. However, enterprises of various forms of ownership (state, commercial, etc.) have a different degree of freedom in choosing methods for implementing socio-psychological and motivational policies and the possibility of implementing alternative options.

Therefore, the general criteria for effectiveness can be the following:

Payback period for personnel costs;

The amount of income growth;

Minimization of current costs;

Profit maximization;

Minimization of costs due to personnel costs.

The orientation of the enterprise to the use of one or another criterion predetermines the approach to the choice of indicators used to analyze and justify the effectiveness of the ongoing motivational policy, its forms and methods.

Thus, as a result of studying the theoretical and methodological foundations of the concept of the essence of the organization of personnel labor motivation, we can draw the following conclusions:

Motivation is an incentive, a reason for any action, an active state of a person (his brain structures), which encourages him to perform hereditarily fixed or experience-acquired actions aimed at satisfying individual (thirst, hunger, etc.) or group (care for children). etc.) needs; Rudenko V.I. Management. A guide to preparing for exams. Rostov n/a: Phoenix, 2007. P.192

A number of definitions of motivation were listed, methods and types of staff motivation, and the concept of staff incentives were given and analyzed. In the value system of the enterprise, the management of labor motivation should become the basis, the optimal methods of motivating personnel and their combinations are chosen so that the efforts of the employee become the most effective and efficient;

To achieve effective labor motivation, an organization must have certain motivational resources. Such resources should be the principles social partnership, labor potential enterprises, efficient organization of labor and competent social politics conducted at the enterprise;

To assess the effectiveness of the applied motivational policy in personnel management, a quantitative and qualitative assessment of the effectiveness of the proposed methods should be carried out, choosing the most suitable for the working conditions. specific organization. Mintzberg G. Structure in a fist: creation effective organization/ Per. With. eng. Ed. Yu.N. Kapturevsky. St. Petersburg: Piter, 2009. P.512

Motivation is one of the most important factors that affect the performance of each employee and the team as a whole. How well an employee is motivated depends on his desire for self-improvement of his skills and abilities. Evaluation of the motivation of working personnel in a company is one of the major assessments, which allows you to identify the degree of interest of a subordinate in achieving certain results. Exist various methods and methods for assessing staff motivation.

Motivation assessment

If we talk about the assessment of motivation, then this concept can be divided into two equal parts:

In the first case this assessment It is carried out before hiring and it is aimed at how interested a person is in a given company in which he came to work. A correct assessment at this stage allows you to identify more promising employees, those candidates who need to be invested in training.

In the second case, it should be carried out among subordinates working in the company. Such an assessment is aimed at how interested a person is in a given company in which he came to work. It helps to identify subordinates who have high potential. In addition, it allows you to see the effectiveness of the motivation system.

Motivation system

Until now, the main drawback of the labor motivation system has been complete absence relationship between wages and workforce.

To date this system is constantly being improved and its basis is formed by such important principles as:

• Communication with the development plan of the organization;
• clarity;
• Competitiveness;
• Mechanisms of personnel motivation;

The company's income directly depends on the incentive of the staff!

One of the important components of the system is non-material or material incentives for the work of personnel. In order to encourage staff to fulfill the plan, these indicators should be included in the list of criteria, upon reaching which the employee is obliged to receive financial incentives. The bonus system should be a significant part of the employee's salary and include a certain set of criteria that must comply with the company's objectives, the implementation of which directly depends on labor activity personnel. Stimulation of motivation is subject to the achievement of the main performance indicators of the personnel and the company:

• Achievement of quantitative indicators (volume of production);
• Providing customer service;
• Fulfillment of standard indicators for all types of resources;
• Compliance with and fulfillment of product quality requirements.

When developing new methods and methods of bonuses, it is very important that, based on the results of work, it is carried out monthly in the following areas:

• For an important task (up to 50% bonus);
• From the workshop director's fund (up to 10% bonus);
• For collective merit (other% of the premium).

The selection of personnel for the appointment of bonuses for high qualifications can be based on the following criteria:

For staff-

Collective:

Customized:

1. Absence of violations of labor discipline;
2. Innovation;
3. Safety;
4. Mentorship.

Additional customized:

1. Improving skills;
2. Combination of professions;
3. Education;
4. Mobility.

Leaders -

• Customized:

1. Education;
2. Discipline;
3. Professionalism;
4. Innovations.

Additional:

• Work experience;
• Knowledge of foreign language;
• Additional education;
• Increasing skills.

Development of motivation

Until today, managers did not even imagine that there was a creation of such methods: it was assumed that the salary would be as a motivating factor. As practice shows, an effective motivation system helps to significantly improve the performance of both the team and each individual subordinate.

The system of motivation of working personnel, as a rule, is based on the use of two main types of incentives:

1. The intangible basis is all kinds of promotions, corporate culture and the use of advantages over their colleagues;
2. The material basis is all kinds of bonuses, salary increases, bonuses, etc.

A competent combination of non-material and material incentives allows you to achieve high results in the promotion of the company. At the same time, it is extremely important that the motivation system be special for each individual team, it is created taking into account the individual characteristics of doing business.