Modern methods of motivation. Innovative technologies for personnel motivation management as a problem of modern management Modern methods of personnel motivation

Introduction

Thousands of years before the word "motivation" entered the lexicon of leaders, it was well known that people could be deliberately influenced to successfully accomplish organizational goals. The very first of the techniques used was the “carrot and stick method”. In the Bible, ancient traditions and even ancient myths, one can find many stories in which kings hold an award in front of the eyes of the alleged hero or raise a sword over his head. However, royal daughters and treasures were only offered to a select few. The "gingerbread" offered as a reward for most deeds was hardly edible. It was simply taken for granted that people would be grateful for anything that would allow them and their families to survive.

Why do people work? Why do some people do easy work and remain dissatisfied, while others do hard work and are satisfied? What needs to be done to ensure that people work better and more productively? How can you make work more attractive? What makes a person want to work? These and similar questions are always relevant in any field of business.

The management of an organization can develop excellent plans and strategies, find optimal structures and create effective systems for transmitting and processing information, install the most modern equipment in the organization and use the best technologies. However, all this will be nullified if the members of the organization do not work properly, if they do not perform their duties well, if they do not strive with their work to contribute to the achievement of corporate goals and the fulfillment of the organization's mission. The readiness of a person to do his job is one of the key success factors for the functioning of any organization.

The path to effective management of a person lies through understanding his motivation. Motivation takes leading place in the structure of personality and is one of the basic concepts that are used to explain the driving forces of behavior. Only knowing what motivates a person, encourages him to act, what motives underlie his actions, you can try to develop an effective system of forms and methods of managing him. To do this, you need to know how certain motives arise or are caused, how and in what ways motives can be put into action, how people are motivated.

The relevance of this topic lies in the fact that, having understood the mechanism of formation of the motivational sphere of a person, managers will be able to effectively manage personnel, increasing the productivity of the enterprise by motivating their employees; and having an idea of ​​what motivation is and what our true motives are, what the actual mechanism of motivation is, we will be able to manage our own lives more effectively, adequately perceive not only the people around us, but the whole situation of interaction, enjoy the present, listening to our needs and desires, make plans for the future, based on our true motives.

Labor productivity directly depends on the level of motivation of employees to work and the type of this motivation.

Thus, determining ways to increase productivity, ways to increase creative initiative, as well as stimulating and motivating employees are becoming a priority in the practice of Russian management, and the relevance of the chosen topic is beyond doubt.

No management system will function effectively if an effective model of motivation is not developed, since motivation encourages a particular individual and the team as a whole to achieve personal and collective (organizational) goals.

Modern theories of personnel motivation and their use in practice prove that far from always material incentives induce a person to work harder. The true motives that make you give maximum effort to work are extremely difficult to determine. Having mastered modern technologies of motivational activity, the manager is able to significantly expand his capabilities in attracting an employee to perform tasks aimed at achieving relevant in any business area.

With all the breadth of methods by which employees can be motivated, the manager must choose for himself how to stimulate each employee to perform the main task - the survival of the company in fierce competition. If this choice is made successfully, then the manager gets the opportunity to coordinate the efforts of many people and jointly realize the potential of a group of people, a team for the benefit of the organization and society as a whole.

The purpose of this course work is to analyze the features of incentive systems and motivation of staff in modern conditions and consideration of systems of motivation and incentives on the example of a particular organization.

To achieve this goal, the following tasks were developed:

1. Give theoretical justifications for staff motivation;

2. Review the main scientific approaches to motivation and stimulation labor activity.

3. To study the methodology and practice of building incentive systems for personnel at domestic enterprises.

4. Analyze the system of stimulation and motivation of labor at a particular enterprise. Make brief conclusions and suggestions based on the results of the study.

Object of research: modern systems of stimulation and motivation.

Subject of study:

The practical significance of this study lies in the fact that having studied modern technologies of motivational activity, the manager is able to significantly expand his capabilities in attracting an employee to perform tasks aimed at achieving the company's goals.

Chapter 1. Motivation and stimulation of personnel in the organization:

the basics of building an incentive system

1.1. The concepts of need, motive and incentive

Starting to analyze such a problem as motivation and stimulation of personnel in an organization, one cannot do without defining such key concepts as “need”, “motive” and “stimulus”, since these three categories are directly related to the issues considered in our work.

There are different opinions regarding the essence of the concept of labor motivation, since psychologists, economists, and sociologists deal with the problems of motivation, focusing their attention on various aspects of this issue.

As an independent scientific problem, the question of needs began to be discussed in psychology relatively recently, in the first quarter of the 20th century.

Volgina O.N. in his book “Motivation of labor of personnel of financial and credit organizations” writes that the concept of motivation in industry and encyclopedic dictionaries is interpreted as follows.

Motivation is:

A set of arguments, motives in favor of something;

Motivation - a state of predisposition or readiness, a tendency to act (act) in a certain way. At the heart of human behavior, a significant place is occupied by personality orientations, which in sociology are understood as stable attitudes towards certain social values;

Using the motives of human behavior in the practice of managing his activities, inducing a person to activity and labor productivity; includes the formation of motives in the process of human activity, and their consolidation as a permanent dominant;

Encouragement of a person, a social group to vigorous activity; indicates the causes and mechanisms of social actions, people's behavior aimed at achieving goals. The motivating forces of a person are his needs, interests, instincts;

The process of encouraging oneself or others to achieve the individual or overall goals of the organization;

The totality of motives for behavior and activity; the process of stimulating a person (employee) of himself and others to activities aimed at achieving individual and general goals of the organization

The action of any stimulus, both external and internal, capable of inducing or activating behavior. The role of motives can be needs and interests, drives and emotions, attitudes and ideals.

1) a set of stable motives, specifically objectified in a person’s previous life experience of his specific needs; 2) the process of actualization of any motive and its functioning - an internal psychological process that directly causes its activation and orientation;

3) a motivating reason, a reason for any action, an active state of a person (his brain structures), prompting him to perform actions that are hereditarily fixed or acquired by experience, aimed at satisfying individual (for example, thirst, hunger, etc.) or group (care for children, etc.) needs;

4) motivation for the activity and activity of the subject (individual, group, community of people), associated with the desire to satisfy certain needs;

5) external or internal motivation of an economic entity to act in order to achieve any goals, the presence of interest in such activities and ways to initiate it;

We can highlight the key points of each interpretation of this concept.

Motivation is:

use of motives of behavior;

motivation for vigorous activity;

incentive process; the effect of any incentives;

state of predisposition and readiness;

a set of stable motives;

set of internal incentives.

The first stage and the driving force behind the process of labor motivation is the formation of a need. As an independent scientific problem, the question of needs began to be discussed in psychology relatively recently, in the first quarter of the twentieth century. Needs are the source of human activity. They can be very diverse: the need for food; material reward; have social status, place, role in society; the need to realize their abilities; the need for security; need for knowledge; the need to receive approval and recognition for the work performed; the need to work and so on.

Needs are as diverse as people themselves. What a person needs depends on the level of his development. Needs tend to evolve. Needs can be innate or acquired through upbringing.

By origin, needs are natural (in food, water, etc.) and social (in recognition, fame), and based on content -

material and not.

There are three levels of satisfaction of needs:

Minimum - ensures survival;

Normal maintains the worker's ability with due dedication

to work (reflected in a rational consumer budget);

The level of luxury, when satisfaction of needs becomes an end in itself

or a means of demonstrating high social status. Needs for objects of conspicuous consumption, the cost of which itself becomes a need, are called artificial.

The form of realization of the need is interest, that is, the specific form in which the need can be expressed (money, title, approval, new position, etc.). This stage of the process of motivation coincides with the stage of psychological explanation of the process of satisfaction of needs. Interest can be material (in the form of wages, bonuses, vouchers to a sanatorium, etc.) or moral (in the form of gratitude entered in work book, photos on the honor roll, verbal thanks). Interest can combine elements of material and moral properties.

The next most complex and important stage of the motivation process is the formation of a motive for any activity.

Human behavior is usually determined not by one motive, but by their combination, in which motives can be in a certain relationship to each other according to the degree of their impact on human behavior. Therefore, the motivational structure of a person can be considered as the basis for the implementation of certain actions by him. The motivational structure of a person has a certain stability. However, it can change, in particular, consciously in the process of upbringing a person, his education.

There are the following main types of motives:

1) motive as internally realized needs (interests) that encourage

actions (sense of duty) associated with their satisfaction;

2) motive as an unconscious need (desire);

3) motive as a tool to satisfy needs. For example, the motive

it can become a goal if it acquires a special meaning for a person;

4) motive as an intention that encourages behavior;

5) motive as a complex of the listed factors.

The ratio of various motives that influence people's behavior forms its motivational structure. Each person is unique and

determined by many factors: gender, age, education,

upbringing, level of well-being, social status, position, personal values, attitude to work, working capacity, etc.

Motivation is the process of influencing a person in order to induce him to certain actions by awakening certain motives in him.

Motivation is the core and basis of human management.

The effectiveness of management to a very large extent depends on how successfully the process of motivation is carried out.

There are the following types of motivation:

1) labor (orientation to earnings);

2) professional (interest in meaningful work, mastering its skills, self-expression);

2) domineering (acquisition of a high position);

3) ideological (willingness to work for the common good);

4) master's (desire for independence, the possibility of multiplying

wealth);

5) creative (search for something new);

6) collectivist, focusing on teamwork

(characteristic of Eastern cultures);

7) lumpenized (emphasis on leveling).

The motivational structure of the personality is quite stable, but lends itself to

formation and change, for example, in the process of education,

which leads to behavior change.

For successful management of subordinates, it is necessary to know at least in general terms the main motives for their behavior and ways of influencing them and the possible results of such efforts.

Motivational mechanism

The mechanism by which conditions are formed that encourage people to

activity is called motivational. It consists of two

elements: the mechanism of external purposeful, stimulating influence (inducement and coercion) and the mechanism for the implementation of internal psychological predisposition to a particular activity.

The principles of constructing a motivational mechanism are:

Linking with the structure and degree of significance of the goals of the activity;

Simplicity, clarity, fairness;

The presence of the necessary conditions for implementation;

Possibility of correction;

Orientation both to support the creation of a new one and its adoption;

Rationality, interconnectedness of elements in their isolation

(elements of the motivational mechanism should have different durations

life cycle up to the eternal).

In addition to needs and motives, the motivational mechanism includes:

1) claim - the desired level of satisfaction of needs,

deterministic behavior. It is influenced by the situation, successes and failures. If it is achieved, then, most likely, the needs do not turn into motives;

2) expectations - a person's assessment of the likelihood of an occurrence

an event that concretizes the claims in relation to the situation;

the assumption that the result of an activity will have certain

consequences. Expectations and expectations must be carefully considered so that they do not

become a demotivating factor;

3) installations - psychological predisposition, readiness of a person

to certain actions in a particular situation;

4) assessments - characteristics of the degree of possible achievement

result or satisfaction of needs;

4) incentives - benefits, opportunities, etc., which are outside

subject, with the help of which he can satisfy his needs, if this does not require impossible actions.

The motivation mechanism works like this:

1) the emergence of needs;

2) perception of impulses coming from them;

3) analysis of the situation, taking into account expectations, claims, incentives (recent

at the same time, it can be rejected or accepted;

4) actualization (inclusion) of motives;

This process can occur either automatically, on the basis of a set, or through rational evaluation (conscious analysis contained in the stimulus)

As a result, some of the motives are selected and updated, and the rest

preserved or discarded.

5) the formation of a certain state of personality (motivation),

determining the desired intensity of its actions

(the degree of motivation) is determined by the relevance of a particular need, the possibility of its implementation, emotional accompaniment, the strength of the motive);

6) definition and implementation of specific actions.

Interest in itself cannot be a force capable of making a person work if there is no way to realize it. An important, and sometimes key, role in the process of motivation is the incentive. The dictionary of foreign words interprets this concept as follows:

"Stimulus (lat. stimulus) - an incentive to action, a motivating reason." Thus, the stimulus is an external incentive for any activity that does not depend on the employee. The manager's task is to create such working conditions so that the incentive is directed to the emergence of a motive, i.e. internal, subjectively significant and meeting the needs of the subject of labor activity incentive.

From a psychological point of view, a motive, and not a stimulus in itself, induces and directs human activity. Stimulus, stimulation, stimulation is something external to a person. The stimulus may or may not become a motive. He will become a motive when he meets with the “internal” - a need, a system of needs, or an already established system of motives.

The motive is a product of the meeting of the “external” (stimulus) and the “internal” (the system of needs or motives that have developed in the past), or, as psychologists say, the motive is an objectified need. In this sense, any motivation is non-material, even if it was born from a meeting with a very significant material incentive. This can be expressed in a simple formula:

stimulus + need = motive.

It can also be said about the stimulus that they are tools that cause the action of certain motives. The incentives are some objects, actions of other people, carriers of obligations and opportunities, everything that can be offered to a person as compensation for his actions, or what he would like to acquire as a result of certain actions. A person reacts to many stimuli unconsciously. In some cases, his reaction may not be consciously controlled.

The response to different stimuli varies from person to person. Hence stimuli have no absolute value if people are unable to respond to them. Thus, in conditions of strong inflation, wages and money largely lose their role as incentives and are already used to a limited extent within the framework of managing people. Using a variety of incentives to motivate people provides an incentive process that takes many different forms. One of the most common is financial incentives. The role of the latter in a market situation is especially significant. Here it is important to correctly assess the situation in which material incentives are implemented, try not to exaggerate its capabilities, given that a person is characterized by a very complex system of needs, interests, priorities and goals.

Incentives are fundamentally different from motivation. The difference lies in the fact that stimulation is a means by which motivation can be carried out. The higher the level of development of human relations in the organization, the less often incentives are used as a tool for managing people. Education, training as methods of motivating people determine the situation when members of the organization show an interested participation in the affairs of the organization, carry out the necessary actions without waiting or even without receiving any stimulating effect.

Now, having an idea of ​​the need, motive and incentive, we can consider the main provisions of the most famous theories of motivation and the features of stimulating labor activity.

1.2. Basic theories of motivation

IN different countries There are various models of motivation and stimulation of labor. For example, in Japan, it is based on a hierarchy of ranks. In the United States, the system of stimulating labor activity involves substantiating the strategic and tactical goals of the organization, setting the goals of the unit and each employee on this basis, choosing the means to achieve the goals, coordinating general, particular and individual goals.

As a basis, the behavioral models of Maslow, Alderfer and McGregor are most often used, which are designed to explain some of the existing "oddities" in people's behavior. Why hungry and practically homeless fellow citizens will not work effectively for the good of society - this is the theory of Maslow and Alderfer. Why workers sometimes break "smart" machines instead of working hard on them, McGregor's theory will help explain.

But if it is necessary to move from a simple understanding of the essence of what is happening to specific and effective managerial actions, namely, these are the problems facing the majority of domestic managers, then it is simply impossible to do without the application of motivation theory.

The theory of motivation is divided into two categories: content and process. Content theories of motivation are based on the identification of those internal urges, called needs, that make people act one way and not another. Works devoted to this: A. Maslow, D. McClelland and F. Herzberg.

Process theories of motivation are more modern, based on ideas about how people behave, taking into account their perception and knowledge. The main process theories are expectancy theories, equity theory, and the Porter-Lawler and W. Vroom model of motivation.

Let us consider in more detail the content of each of the theories.

Maslow's theory is based on physiological needs, the satisfaction of which is necessary for waiting. These include the needs for food, water, shelter, and rest. Needs for security and confidence in the future. These include the need for protection from physical and psychological dangers from the outside world and the confidence that physiological needs will be met in the future; social needs. These include the need for social connections, feeling accepted by others, feelings of affection and support; respect needs. These include self-respect, personal achievement, competence, respect from others, recognition; self-expression needs. These include the need to fulfill one's potential and grow as a person.

Rice. 1.2. Maslow's pyramid of needs

According to Maslow, among the physiological needs, the need for security comes to the fore when a person seeks to protect himself from possible bodily harm, as well as from adverse economic conditions or threatening human behavior. The next need is the need for spiritual intimacy and love. Satisfying it requires a person to establish comradely relationships and determine his place in the group. The satisfaction of these needs puts forward the need for respect and self-respect. Often it is these needs that are important for a person, he needs to feel his own significance, confirmed by the recognition of others. Maslow's hierarchy of needs ends with the needs of a person to realize himself, to translate into activity the reserve of his strengths, abilities, to fulfill his destiny.

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

McClelland focuses on the needs of the highest levels. He believed that people have three needs: power, success and belonging.

The need for power is expressed as a desire to influence other people. When people need power in its purest form, according to this theory, there is no tendency to adventurism or tyranny, the main thing is the need to manifest one's influence.

The need for success is not satisfied by proclaiming that person's success, which only confirms his status, by the process of bringing the work to a successful conclusion. People with a highly developed need for success take moderate risks, like situations in which they can take responsibility for finding a solution to a problem, and want specific rewards for their results.

Motivation based on the need for involvement determines the interest of people in the company of acquaintances, establishing friendships, helping others.

Herzberg's two-factor theory is based on the notion that hygiene factors and motivation should be distinguished.

Hygiene factors are associated with environment where the work is being done. The absence or insufficiency of hygiene factors causes a person to be dissatisfied with work. But the sufficiency of these factors in itself does not cause job satisfaction and cannot motivate a person to do anything. These factors include earnings, working conditions, administration policy, degree of control, relationships with colleagues, supervisor, subordinates.

Motivation is related to the very nature and essence of work. The absence or inadequacy of motivation does not lead to job dissatisfaction, but its presence causes satisfaction and motivates employees to improve performance.

Motivation can include success, promotion, recognition of work results, the possibility of creative growth, high responsibility.

The theory of expectations is related to the works of V. Vroom and is based on the fact that the presence of an active need is not the only condition for motivating a person to achieve a certain goal. A person, in addition, must believe that the type of behavior he has chosen will lead to the satisfaction or acquisition of the desired.

Expectation is a person's estimate of the likelihood of a certain event. When analyzing motivation, expectancy theory emphasizes the importance of three relationships: labor input - results - reward - reward satisfaction.

If people do not feel a direct connection between the efforts expended and the results achieved, then motivation will weaken.

The theory of justice postulates that people subjectively determine the ratio of the reward received to the effort expended and correlate it with the reward of other people doing similar work.

You can restore a sense of justice by changing the level of effort expended or the level of reward received. Employees who feel they are being overpaid will tend to maintain their work intensity at the same level or even increase it. The use of the theory of justice can be successful if it is possible to establish a fair system of remuneration and explain its possibilities to employees.

The Porter-Lawler model includes elements of expectations theory and equity theory. Five variables appear in their model: effort expended, perception, results obtained, reward, degree of satisfaction. According to this model, the results achieved depend on the efforts made by the employee, his abilities and characteristic features and awareness of their role.

One of the most important findings of Porter and Lawler is that performance leads to satisfaction. They believe that a sense of accomplishment leads to satisfaction and improves performance. Research supports Porter and Lawler's view that high performance is a cause of overall satisfaction, not a consequence of it.

In the event of a decrease in the level of wages compared to its equilibrium level, demand in the labor market will exceed supply. As a result, unfilled jobs are formed due to the lack of workers who agree to a lower wages.

Both in the first and in the second cases, the balance in the labor market is restored, and this market comes to a state of full employment. But the size of wages depends not only on fluctuations in labor demand and labor supply, but also on the quality of labor, qualifications and professionalism of workers. Different kinds jobs can be attractive to a person to a different extent, require different costs for professional education Therefore, wages should stimulate, for example, the performance of less prestigious types of work or compensate for the material costs of education. This differentiation in wages is called "equalizing differences". ».

The conclusion of the Porter-Lawler model is that productive work leads to the satisfaction of needs.

Each of the theories has something special, distinctive, which made it possible for it to be widely recognized by theorists and practitioners and make a significant contribution to the development of knowledge about motivation. Despite the fundamental differences, all theories have something in common that allows one to establish certain parallels between them.

A characteristic feature of all theories is that they study the needs and give their classification, allowing to draw conclusions about the mechanism of human motivation. Comparing the classifications of all theories, it can be noted that the various works groups of needs and mechanisms complement each other to a certain extent.

All the above motivational theories cover the most important aspects of a person's attitude to work, but none of them is able to give a convincing explanation for the presence or absence of motivation, which would be true for all situations of life without exception. Motivational theories indicate to managers involved in personnel in which direction to implement motivational policies, but do not provide unambiguous recipes for specific actions.

1.2. The essence of labor incentives

Stimulation (stimulating effect) is the process of applying incentives that are designed to ensure either the obedience of a person in general, or the purposefulness of his behavior. This is achieved by limiting or, conversely, improving the ability to meet his needs.

Stimulation performs the following main functions:

Economic - contributes to increasing the efficiency of production;

Moral - creates the necessary moral and psychological climate;

Social - forms the income and expenses of employees.

The incentive principles are:

Complexity, which implies the optimal combination of all its types;

Individualized approach;

clarity;

Perceptibility;

Constant search for new methods;

The use of anti-stimuli along with incentives that reduce interest in obtaining results.

Incentives can be topical (current), which is carried out with the help of wages, and promising (with the help of conditions for a career, participation in property). The latter is more effective with large goals facing a person, a high probability of achieving them, if he has patience, purposefulness.

There are two options for stimulation - soft and hard.

Rigid stimulation involves forcing people to take certain actions and is based on a certain value minimum (fear).

Its examples are piecework wages or wages for final result(it may not be available), lack of social protection (its presence weakens the incentive and mechanism).

Soft incentives are based on the inducement to activities in

correspondence with the value maximum. Its tool is, for example, a social package (benefits, guarantees).

When creating a motivational mechanism, it is necessary to take into account the type of person (primitive, economic, social, spiritual).

The ideal variant of the motivational mechanism assumes that internal

motives (desires) should take precedence over external positive motives (inducement), and those, in turn, take precedence over external negative motives (coercion).

Incentives can have a differentiated (one stimulus affects many aspects of activity, but in different ways) and undifferentiated (as the goal requires a special stimulus) effect.

People are more motivated if they have a clear idea of ​​the task, meet the requirements of the work, receive the support of the team, the opportunity for training, the leader provides them with assistance, shows interest and respect for their personality, provides the right to act independently, success is properly recognized, different incentives are applied, since the same ones bother.

The process of using incentives at different stages of the organization and management of production should also be different. Incentives have become most widespread in production units engaged in the manufacture of goods and their delivery to the market. Motivation and stimulation of personnel have a significant impact on the development of such important characteristics of their work as the quality of work, efficiency, diligence, diligence, perseverance, conscientiousness, etc. among employees.

The ideal job should:

have a purpose, i.e. lead to a certain result;

be judged by co-workers as important and deserving of being done;

enable the employee to make decisions necessary for its implementation, i.e. there must be autonomy (within limits);

provide feedback with an employee, evaluated depending on the effectiveness of his work;

bring fair remuneration from the point of view of the employee.

Designed according to these principles, work provides inner satisfaction. This is a very powerful motivational factor that stimulates the qualitative performance of work, and also, according to the law of the rise of needs, stimulates to perform more hard work.

Stimulation as a method of influencing labor behavior is mediated through its motivation. When stimulated, the incentive to work occurs in the form of compensation for labor efforts. Impact through incentives is usually stronger than direct impact, but in its organization it is more complicated than the latter. The division of incentives into "material" and "moral" is conditional, since they are interrelated. For example, a bonus also acts as an act of recognition in relation to an employee, as an assessment of his merits, and not just a material reward for the results of work. Sometimes, employees are more socially oriented, belonging to a certain community, and prestige are stronger than the orientation towards monetary rewards.

1.4 Methods of motivation and stimulation

There are various methods of motivation. There are three main ones: economic, socio-psychological, organizational and administrative.

1.4.1. Economic Methods

Consider the most popular economic methods of motivation.

In addition to wages, there should be cash payments (bonuses) based on performance or special individual rewards as recognition of the value of an employee,” says Tatyana Kostyaeva, head of the HR department of the Planet Fitness Group.

The employer has the right to establish various types of bonuses, allowances and incentive payments. This procedure should take into account the opinion of the labor collective. In addition, the employer can determine the system of material incentives in the employment contract.

The provision on bonuses is the basis of the entire bonus system. The administration draws it up either as a separate document, or makes it an integral part employment contract. The company develops it independently. The management indicates in the Regulations the categories of employees who can be rewarded, the types of payments (annual, quarterly, monthly, on holidays), conditions, sources, goals and other criteria for determining the amount of incentives. The management of the company indicates in this document the person responsible for the payment of bonuses and the documents on the basis of which they are paid. Each criterion must be clearly stated.

Legislators have determined that the bonus can be one-time, that is, it does not have to be provided for by the wage system at the enterprise. The authorities pay it to a usually limited number of employees for achievements in labor: rationalization proposals, inventions, length of service, successful work of the unit, and others. Such a bonus is issued only at the discretion of the employer. The employee cannot demand its payment, in contrast to that provided for by the collective agreement. There is no dispute about one-time bonuses, because the staff knows that it is awarded for special merits. However, it must be remembered that monetary motivation is by its nature "unsaturated", and a person quickly gets used to a new, higher level of payment. That level of payment, which only yesterday motivated him to a high working return, very soon becomes habitual and loses its motivating power. Therefore, it is important to use other methods of motivation.

Gifts occupy a special place in the system of staff motivation. “If we give our employees the same gift that we give our customers, there will most likely be no appreciation from them,” says Elena Zhulanova, Head of Human Resources at TNT Express in Russia. “More likely, there will be a feeling that unclaimed balances are being sold.” The value of the gift should be proportional to the value of the achievement, she says, although some companies set value standards in proportion to salary. But it doesn’t always make sense to focus on the cost: the best gift is the one that draws attention to the person’s personality: a photo collage, something related to his hobby, and so on.

Compensation for seniority and bonuses.

It is customary to talk about staff turnover as a negative phenomenon. In reality, this is not always the case. It happens that the personnel policy of an enterprise is precisely to stimulate high turnover, to ensure the retention of the best and the departure of insolvent workers. In some cases, this approach is economically justified.

However, if an enterprise is interested in keeping employees at their jobs, it is worth considering appropriate mechanisms in the compensation plan. We are talking about additional payments for seniority, as well as bonuses.

One of the main motivators that stimulate effective work and attachment to the workplace, as already noted, are the opportunities provided by the employer for career, personal and professional growth. A modern ambitious person (whether a man or a woman), every three to five years, feels the need to move “upstairs”. Unfortunately modern Russian business is designed in such a way that not every company is able to build an attractive career ladder for its employees. As a result, we are increasingly seeing job changes in the labor market due to the lack of prospects in the same place.

An additional payment for the length of service in the company can partially solve this problem. Especially if it is accompanied by a change in the name of the position, for example, “manager”, “senior manager”, “leading manager”, etc. If a person knows that with successful work he will receive such a promotion once every two or three years, then the desire to change places is reduced.

As for bonuses, they serve as a very pleasant, long-lasting "signal" of the employer, showing how much he appreciates his employees. Oddly enough, the bonus system may not lead to a significant increase in personnel costs. In different classrooms, we conducted the following experiment: we offered participants a choice of two compensation plans. The first assumed a stable, slightly above the average for the market, monthly wages. The second contained the same stable pay, but 15 percent lower than the first, but once a year the employee received a bonus in the amount of the entire “underpaid” amount compared to the first plan. It is clear that the total wage for the year in both cases is the same. Only in the second version, part of it was paid not by month, but at a time. It is easy to calculate that such a bonus amounted to almost twice the amount of a monthly salary. As a rule, more than half of the survey participants prefer the second option, explaining it as follows: “It is difficult for me personally to save money, but here the company does it for me.” In this case, women usually tend to the second model, and men - to the first.

Large bonuses act as two motivating factors at the same time: they “tie” the employee to the company for at least a year and inspire them for a long time with memories of the large amount received, spent on an expensive purchase or, for example, travel

Free lunches.

Free lunches can be a great way to keep employees loyal and thank them for a job well done. Tom Brocks, vice president of human resources for a division of New York-based Central Hudson Gas and Electric, found a great way to show appreciation to employees. He didn’t even have to go far: one of the restaurants of the Culinary Institute of America (CIA) chain was next door, on the same street as Brox’s office. “Our employees receive Gift certificates CIA is quite common. They are accustomed to this and perceive free lunches simply as a thank you. We do not consider this practice to be something out of the ordinary, Brox explains. - Initially, gift certificates were seen as a reward for new ideas as part of a work efficiency improvement program. We then made the decision to give them out as an additional pre-holiday benefit and as a reward for various accomplishments throughout the year.” Many employers agree with the folk wisdom that the way to the heart is through the stomach. Managers use culinary achievements not only to thank the staff, but also to strengthen team spirit and employee loyalty.

Ginny Fitzgerald is Assistant Superintendent of Control for Yarde Metals, a stainless steel and aluminum sales company. She talks about how her company's management used the invitation to lunch as a tool to reward employees.

1.4.2. Socio-psychological methods

Creating a favorable psychological climate in the team. The task is not as simple as it might seem, and often, to solve it, they resort to the services of professionals - psychologists and consulting specialists. If the size of the team allows, the leader should sometimes try to talk with subordinates on non-work topics.

Sharing success.

Sharing the company's success with employees is something more. Than an expression of appreciation or even cash bonuses. When people feel like they're contributing to a company's achievement, they stay loyal to it longer and take more responsibility for their work.

Participation in innovation.

Participation in innovation is like a two-way street. Employees feel trusted and valued, especially when some ideas are taken into consideration or, even better, put into practice.

Mission as a reward. For those who often travel on official business, a business trip is not a reward at all. But an employee who sits in the office all the time may enjoy the trip like winning the lottery.

Workplace.

The productivity and efficiency of workers' labor are closely related to their working conditions. Everything matters: the work space, the equipment, the presence or absence of air conditioning, even the degree of comfort of the furniture.

Music at work.

Music at work is a complex issue. For some, music distracts, for others, on the contrary, it helps to work better. If you have allowed your employees to listen to music at work, ask if everyone agrees. Otherwise, you should negotiate with music lovers at a volume that will not disturb the neighbors.

Party

Partying at work is as inevitable as changing seasons. If they are interesting, they serve as a great motivator, giving people the opportunity to get to know each other better and have some fun.

Whether this responds to emotional needs is debatable, but nowadays, for many, it is work that involves most of the communication. For those who love socializing, parties will always be fun and help you appreciate your work more.

Socio-psychological methods of motivation and stimulation include the following main elements.

First, the creation of conditions under which people would experience

professional pride in involvement in the assigned work, personal

responsibility for its results.

Secondly, the presence of a challenge, providing an opportunity for everyone in their workplace to show their abilities, to better cope with the task, to feel their own significance. To do this, the task must contain a certain amount of risk, but also a chance to succeed.

employees may be authorized to sign documents they have contributed to.

Fourthly, high appreciation, which can be personal and public.

The essence of personal evaluation is that especially distinguished employees

were mentioned in special reports to the leadership of the organization, presented to him, personally congratulated by the administration on the occasion of holidays and family dates. In our country, this practice has not yet become widespread.

Public evaluation involves the possibility of declaring gratitude,

awarding valuable gifts, certificates of honor, badges, entering the Book of Honor and the Board of Honor, conferring honorary titles, titles of the best in the profession, etc.

Fifthly, socio-psychological methods include higher goals that inspire people to effective, and sometimes selfless work. The satisfaction that arises when they are achieved affects the behavior in similar situations in the future.

Sixth, they morally stimulate such psychological moments as

creating an atmosphere of mutual respect, trust, concern for personal interests,

encouraging reasonable risk, tolerance for mistakes and failures, and so on.

Seventh, the provision of equal opportunities for everyone, regardless of position, contribution, personal merit, the elimination of areas forbidden for criticism.

One of the forms of incentives, in fact, combines the above. We are talking about promotion, which gives both a higher salary (economic incentive), and interesting and meaningful work (organizational incentive), and also reflects recognition of the merits and authority of the individual by getting into a higher status group (moral incentive).

However, this method of motivation is internally limited: there are not many high-ranking positions in the organization, especially free ones; not all people are able to lead and not all aspire to it, and above all, promotion requires increased costs for retraining. At the same time, when there are few vacancies, the fear of losing a job is a sufficient, although not ideal, incentive to provide a desirable producer. It must be borne in mind that the listed organizational and moral and psychological factors motivate differently depending on the time in office, but after

For 5 years, none of them provide adequate motivation, so job satisfaction falls.

1.4.3. Organizational and administrative methods

Career growth.

People like to think that their career is progressing. Even a small increase in responsibility gives a positive impetus. A career is a great motivator. The more often the rungs of the career ladder are located, the more diverse the titles, the more opportunities for continuous growth. And continuous growth, in turn, helps to retain experienced staff and creates an opportunity for rewarding everyone according to their deserts. This circuit works just fine.

Professional growth.

All existing theories of motivation speak of promotion and professional growth as two different concepts, since the first of the factors operates within the framework of one particular organization, and the second contributes to a job change. However, the factor of professional growth can be perfectly used within a large company, where there is an opportunity to move from one area of ​​activity to another.

Flexible work schedule.

In recent years, there has been a growing trend associated with the desire to defuse peak hours, which has become known as flexible working hours.

Flexible work schedule - a regime that implies the obligatory presence at work for a certain period of time and working out a set number of hours per week. However, employees themselves can regulate the time of the beginning and end of the working day.

Flexible working hours are an effective means of motivating employees, as they provide the following benefits:

1) Makes it possible to work exactly when people are most productive (“owls” should not come by 8:00, and “larks” can start the working day earlier);

2) Allows employees to distribute work time.

Creation of a team.

One of the most popular motivation strategies today is team building. Working in a team led by a leader is the right principle. When creating a team, the following goals are pursued:

Make employees feel that their contribution is appreciated;

Recognize that no goal can be achieved without the participation of all those who work in this direction, regardless of their position in the hierarchy;

Create an atmosphere of respect and trust between team members;

Provide more effective communication between employees.

Teams are groups of people united by a common goal, using the abilities of each team member and the capabilities of the united group to achieve it.

1.5 The essence of remuneration as a factor in motivating staff

Money is the most obvious way an organization can reward employees. Conflicting estimates of the amount of money needed to motivate effective action date back to the dawn of human relations theory. Supporters of this theory argue that the social needs of people are of paramount importance, while supporters of the theory of scientific management argue that rewards of a material and economic nature necessarily lead to increased motivation.

The choice of rational forms and systems of remuneration of personnel is of great socio-economic importance for each enterprise in the conditions of market relations. Forms and systems of remuneration of workers at all levels of management create a material basis for the development of human capital, the rational use of labor and the effective management of personnel of all categories. Remuneration of personnel for work or compensation to employees for the efforts expended plays a very significant role in attracting labor resources to enterprises, in motivating, using and retaining the necessary specialists in an organization or firm.

An inefficient or unfair remuneration system can cause workers to be dissatisfied with both the size and methods of determining and distributing income, which ultimately can lead to a decrease in labor productivity, product quality, violation labor discipline and so on. In free market relations, workers who are dissatisfied with the established wage system can simply enter into an open conflict with the company's management, stop working or organize a strike, which has recently been confirmed by the real practice of domestic enterprises.

The relationship of remuneration of employees with the actual results of the production activities of certain organizations is carried out with the help of the forms and systems of wages used by them. They determine the mechanism of dependence of the remuneration of each employee on the performance of labor activity. In any organization, the labor expended by a particular contractor can be expressed in terms of the amount of working time worked by him or the volume of products produced, work performed or services rendered. Depending on the economic indicators in which the costs or results of labor are measured, it is customary to distinguish between time-based and piecework forms of remuneration for personnel. With time-based payment, the amount of the employee's remuneration depends on the actual working hours worked, and with piecework - on the volume of work and services performed

In modern practice, mixed wage systems are often used - one part of the remuneration of each employee depends on the results of the group's work (usually variable), and the other part depends on individual characteristics (fixed salary).

The tariff-free wage system makes the worker's earnings completely dependent on the final performance of the entire workforce. Therefore, this system can be applied only where these results can be accurately specified and there is a common interest and responsibility for the final results of labor. Workers are assigned a certain qualification level, but no corresponding tariff rate is set.

The commission system of remuneration is used for employees who work under agreements and contracts. In this case, payment is established in the form of a fixed share of the income received by the enterprise from the sale of products (services) produced by the employee.

The system of remuneration based on floating salaries assumes that, based on the results of the work of a given month, new salaries are formed for specialists in the next month.

Remuneration systems for small enterprises, the subject of which is the provision of services, consulting, engineering, it is possible to use the so-called labor remuneration rate.

People tend to compare themselves with others. They correlate the size of their salary with what those around them have. Feeling unfair in remuneration for work performed can seriously impair motivation. The fair remuneration policy has a good reason. At present, one of the strongest incentives in work is the realization that your work, unlike the efforts of colleagues, is fairly valued.

It must be understood that rewarding an employee is giving him the opportunity to feel his importance.

Payments for working conditions.

Unfavorable working conditions, if they are practically impossible to improve, must be compensated for by workers, primarily by increasing rest time, additional free food at work, and preventive and therapeutic measures. Shift payments are set for work in the evening and night shifts. Surcharges for the level of employment during the shift are introduced mainly for multi-machine operators, adjusters and repair personnel. Also, surcharges are established when combining professions (functions).

Allowances.

Surcharges for productivity above the norm in the form of piecework earnings may take place if the reason for overfulfilling the norms was the employee's ability to do this work exceeding the average level. Bonuses for personal contribution to improving efficiency are established: 1) to the authors of rationalization proposals for improving engineering and technology; 2) authors of proposals for improving the organization of labor, production and management; 3) working specialists and managers directly involved in the implementation of technical and organizational innovations.

In addition to salary, there is another means of motivation -

intra-company benefits:

1) payment by the company for medical services; 2) insurance in case of long-term disability; 3) full or partial payment of expenses for the employee's travel to and from the place of work; 4) providing its employees with interest-free loans or low-interest loans; 5) granting the right to use the company's transport; 6) vacation; 7) membership in clubs;

8) advising on legal, financial and other issues; 9) meals during work; 10) other expenses.

1.6 Methodology and practice of building systems

stimulation and formation of personnel motivation

Quite a lot has been written about the methodology for building incentive systems and shaping staff motivation. What would you like to pay attention to first of all? First of all, the fact that Russian leaders are trying to build their own models of evaluation, stimulation and motivation, based on the specific conditions of activity. Let's take an example.

In the Russkaya Korona group of companies, grass-roots personnel undergo an attestation procedure on a monthly basis. An organization whose work is built on attracting and serving customers, selling services, simply cannot afford to evaluate such personnel every six months or a year, otherwise control over their work will be lost.

The most common criteria for assessing junior staff are the following indicators of the employee's labor behavior:

Fulfillment of the obligations taken

Quality of work,

Independence at work

Competence,

Reliability,

attitude towards work,

Attitude towards the profession

Discipline,

Striving for professional development

Relationships with colleagues

Relationships with clients.

In accordance with the current legislation, a civil servant cannot be subject to certification more than once every 2 years and less than once every 4 years. In this case, it is superfluous to talk about the educational and motivational functions of certification. They are reduced to zero by the timing and form of its implementation. However, on public service certification still plays a role, but this is a topic for another study.

But the most interesting thing is that if certification is not mandatory in accordance with federal law or other regulatory legal act, but its implementation is provided for by local normative act organization, then it must be carried out according to the general rules that were established by acts former USSR(for example, the Regulations on the procedure for attestation of managers, engineering and technical workers and other specialists of enterprises and organizations in industry, construction, agriculture, transport and communications, approved by the USSR State Committee for Science and Technology and the USSR State Committee for Labor dated October 5, 1973 No. 470/267). And this means that commercial organizations, while fixing the attestation procedure by law, must take care of its compliance with the “principles of developed socialism”. I think that here further comments would be inappropriate. Obviously, the civil service system needs serious improvement, including from the point of view of the formation of a new model for assessing civil servants.

In the Russian Crown company, insurance agents of all categories (with the exception of chief specialists), customer acquisition managers and customer service managers are certified. This category of employees is evaluated once a month. For an organization whose work is built on attracting and serving customers, selling services, such a cyclical evaluation is probably optimal.

A group of employees of one line of activity, headed by their immediate supervisor, is invited to the attestation commission. And the grand jury, on the basis of the data provided, evaluates the results of each of its employees in the presence of this entire group. They try to ensure that every top manager attends at least one assessment per month, as an “honorary chairman”, especially if they know that the direction he supervises failed in the reporting month. And basically, the commission includes managers from the head of the department and above, as well as the oldest employees of the company; just employees who are respected, trainee employees who are in the personnel reserve; secretary of the commission - an employee of the personnel department in charge of the attested direction. The commission is not permanent, its members change once a quarter, because. the commission works once a week, in fact, the whole working day. The number of members of the commission is 3-5 people. The number of employees of the direction does not exceed 20 people; no more than 200 people are subject to certification per month - this is the maximum number of grass-roots personnel of this category.

There is a detailed assessment of the strengths and weaknesses, the degree of realization of the potential of each employee, the specific results of his activities. The best employee of the direction is identified, who is immediately rewarded immediately, and the worst employee, who will have to work the whole next month under the supervision of a personal curator (he will present his proposals for the further use of this employee for the next certification).

The Certification Commission also identifies groups of employees who work consistently with results, work consistently and work with varying success. Those who work “consistently with results” include not only employees who exceed the plan, but also those who creatively approach its implementation. Depending on belonging to one of the groups, the employee receives a monthly ranged income and enjoys the appropriate privileges.

The results of the labor assessment and the wishes of the attestation commission for each employee are published via internal communications and are available to any employee of the organization. Thus, certification in this case acts not only as one of the elements of personnel performance assessment, but also as one of the elements of labor motivation and stimulation. In this version, it is not formal. At the beginning of the procedure, each employee of the specified category of personnel reports on the implementation of the monthly work plan, his report is supplemented by comments from the line manager. The certified person is given the opportunity not only to hear the peremptory verdict of the jury, but also to find out professional assessment of their work by authoritative people of the organization who are members of the attestation commission, to participate in their own assessment, to appeal to the top management of the organization in case of disagreement with the final conclusions.

The presence at the certification of colleagues and the availability of information about the results of certification act as powerful factors of motivation for productive work. Naturally, with such openness, the principles of objectivity and correctness must be observed. They cannot be equally severely condemned, for example, an employee who did not fulfill the plan due to lack of experience, and an employee who used working time for personal interests. Identifying the worst employee should not be the end of this process. But if he still exists, then you need to help him. And here a personal curator plays a significant role, who for the next month not only controls the work of this employee, but also helps to build it in an optimal way to fulfill an individual plan. The personal curator receives an individual allowance to the monthly income for the additional workload. This allowance has lower and upper limits and is determined based on the results of the monthly work of the supervised employee.

Personnel assessment should be public.

Since in this case not only conscientious employees win, but also the entire staff of the organization, which becomes visible to successes and shortcomings in work, the dynamics of the organization's development, an informal approach to business, and the interest of managers at all levels. And the public definition of the monthly remuneration shows the employees the interest of the organization's management in observing the principle "to each according to his work", excludes gossip about "favorites" and "deprived" that is so common in any structures.

at the enterprise

2.1 Brief description of the enterprise

The Kakadu group of companies was established in 2003 and today it is a public catering enterprise with an extensive network of cafes. The company operates in the format of fast food, pizzeria.

The main task of the Kakadu Group of Companies is to provide residents with fast food products.

A necessary condition for successful work in market conditions was the development of modern marketing technologies, the implementation of structural, organizational and personnel measures.

The results presented in terms of the subjective conditions for ensuring activities were achieved by a set of strict measures against managers, specialists and personnel. At present, the enterprise is a fairly strong autonomously functioning economic mechanism, a well-coordinated team capable of solving the tasks facing it.

The management of the enterprise pays attention not only to the quality of its products, but also to the culture of customer service, the external and moral character of the employees of the enterprise, their level of education and professionalism. High demands are placed on the issue of cleanliness and order in general at the enterprise, its individual divisions.

Every month, the technologist of the enterprise holds a “Day of Quality”, at which issues of improving the quality of products and labor are promptly resolved, where ordinary employees of the enterprise are present and participate in the discussion. Along with this, special attention is paid to training the personnel of the enterprise in working methods with a focus on improving the quality of products and reducing their prices, training personnel who own modern methods of quality management.

2.2.Evaluation of the system of motivation and incentives for personnel

at the enterprise

The company employs more than 150 people. Effective use of the potential of employees includes:

planning and improvement of work with personnel;

support and development of abilities and qualifications of employees.

Main task personnel service in the enterprise is:

conducting an active personnel policy

providing conditions for the initiative and creative activity of employees, taking into account their individual characteristics and professional skills

development, together with the financial and economic service, of material and social incentives in matters of organization Catering, social protection of certain categories of workers.

To organize this work at the enterprise, there is a position of Deputy Director for Human Resources. Recently, the backbone of managers with rich professional and practical experience has been fully formed at the enterprise. At meetings and planning meetings, managers evaluate the work of various departments. With positive results, gratitude is expressed both to individual workers and groups.

The incentive system for employees of the enterprise includes moral and material rewards.

The demographic policy of the enterprise is aimed at the "rejuvenation" of the team and especially the personnel of managers and specialists.

The enterprise carries out systematic work with personnel, with a reserve for promotion, which is based on such organizational forms as training candidates for promotion according to individual plans, training in special courses and internships in relevant positions. Specific gravity young workers working positions is more than 80%.

A system of remuneration has been developed at the enterprise, which is not limited by minimum and maximum sizes and depends on the results of the work of the team as a whole and each employee in particular. For individual employees and groups of employees, quality gradations are established so that employees can see what they can achieve in their work, thereby encouraging them to achieve the required quality. Employees are paid in full accordance with their labor contributions to the final results of the work of the team, including improving the quality of products. Remuneration is not limited to the funds earned by the team.

In order to maintain the level of qualification of employees, dictated by production needs, personnel certification and reshuffles are carried out.

In order to consistently improve the qualifications of workers, to obtain the technical knowledge necessary for them to master advanced technology, high-performance methods for performing complex and responsible work, charged according to higher categories of this specialty, the following are organized:

* production and technical courses;

* targeted courses;

* training of workers in the second and related professions;

* economic training.

The lump-sum allowance is paid:

* women at the birth of a child;

* in case of death as a result of an accident at work;

* low-income and large families, etc.

Staff satisfaction is also increased by creating a healthy working atmosphere in the team, organizing technically equipped workplaces, participating in the management of changes in the organization's activities.

An example of high satisfaction with working conditions is the minimum level of injuries and illnesses in the enterprise, the practical absence of industrial complaints, very low staff turnover, the presence of a wide range of amenities and services provided by the organization to its employees. A program is being implemented for the adaptation of new employees of the team, rallying.

Thus, by implementing a well-thought-out strategy in matters of personnel management, the company works successfully and achieves good results in labor productivity.

2.3. Conclusions and proposals for the formation of a system of incentives and

motivation of the personnel of the enterprise.

Summing up our reasoning and practical analysis of the system of incentives and motivation of the personnel of the enterprise, we can draw the following conceptual conclusions.

1. Incentives are tools that cause the action of certain motives. The incentives are some objects, actions of other people, carriers of obligations and opportunities, everything that can be offered to a person as compensation for his actions, or what he would like to acquire as a result of certain actions.

2. The reaction to different stimuli is not the same for different people. Hence stimuli have no absolute value if people are unable to respond to them. Thus, in conditions of strong inflation, wages and money largely lose their role as incentives and are already used to a limited extent within the framework of managing people.

3. Using a variety of incentives to motivate people provides an incentive process that takes many different forms. One of the most common is financial incentives. The role of the latter in a market situation is especially significant. Here it is important to correctly assess the situation in which material incentives are implemented, try not to exaggerate its capabilities, given that a person is characterized by a very complex system of needs, interests, priorities and goals.

4. Stimulation is fundamentally different from motivation. The difference lies in the fact that stimulation is a means by which motivation can be carried out. The higher the level of development of human relations in the organization, the less often incentives are used as a tool for managing people. Education, training as methods of motivating people determine the situation when members of the organization show an interested participation in the affairs of the organization, carry out the necessary actions without waiting or even without receiving any stimulating effect.

5. Motivation has a great impact on a person's performance of his work, his production duties. At the same time, there is no direct relationship between motivation and the end result of labor activity. Sometimes a person who is focused on the quality performance of the work entrusted to him has worse results than a person who is less or even poorly motivated. The lack of a direct connection between motivation and the final result of labor is due to the fact that the latter are influenced by many other factors, in particular, the qualifications and abilities of the employee, his correct understanding of the task being performed, the impact on the work process from the environment, etc.

6. The gap between motivation and the final results of labor is a serious managerial problem: how to evaluate the results of the work of each employee and how to encourage him? If you reward only according to the results of work, then you can demotivate an employee who received a low result, but who tried and made great efforts. If, however, the employee is stimulated in direct proportion to motivation, without taking into account the real results of his work, then the decrease in the work results of less motivated, but productive workers is real. As a rule, the solution to such a problem is situational in nature. The manager must be aware that in the team he leads this problem can take place and its solution is by no means obvious.

Despite the generally positive experience of building a system of motivation and stimulation of labor at our enterprise, it should be noted that there are practically no studies of the motivational structure of employees. In my opinion, in modern conditions, ignoring the monitoring of labor motivators is unacceptable, since sooner or later the existing system may fail. In this regard, we consider it appropriate to offer the personnel department of the company such a form of identifying the structure of motivational activities of employees as a Questionnaire (Application). Analysis of the results obtained in the course of the survey will allow you to adjust the system of incentives and motivation at the enterprise, make it more viable and adequate to the motivational expectations of the staff.

In addition, I would like to draw attention to the fact that the construction of an effective system of staff incentives should be based on certain principles. We list these principles:

complexity;

consistency;

regulation;

specialization;

stability;

purposeful creativity.

Let us dwell on the essence of these principles.

The first principle is complexity. Complexity suggests that a comprehensive approach is needed, taking into account all possible factors: organizational, legal, technical, material, social, moral and sociological.

Organizational factors are the establishment of a certain order of work, the delimitation of powers, the formulation of goals and objectives. As already mentioned, the correct organization of the production process lays the foundation for further efficient and high-quality work.

Legal factors closely interact with organizational factors, which serve the purpose of ensuring the compliance of the rights and obligations of the employee in the labor process, taking into account the functions assigned to him. This is necessary for the proper organization of production and further fair incentives.

Technical factors imply the provision of personnel with modern means of production and office equipment. As well as organizational, these aspects are fundamental in the work of the enterprise.

Material factors determine specific forms of material incentives: wages, bonuses, allowances, etc. and their size.

Social factors involve increasing the interest of employees by providing them with various social benefits, providing social assistance, and participation of employees in the management of the team.

Moral factors represent a set of measures, the purpose of which is to ensure a positive moral climate in the team, correct selection and placement of personnel, various forms of moral encouragement.

Physiological factors include a set of measures aimed at maintaining the health and improving the efficiency of employees. These activities are carried out in accordance with sanitary, hygienic, ergonomic and aesthetic requirements, which contain the norms for equipping workplaces and establishing rational work and rest regimes. Physiological factors play no less important role in improving the efficiency and quality of work performed than others.

All of these factors should be applied not individually, but in combination, which guarantees good results. It is then that a significant increase in efficiency and quality of work will become a reality.

The principle of complexity already in its name determines the implementation of these activities not in relation to one or several employees, but in relation to the entire team of the enterprise. This approach will have a much greater effect at the level of the entire enterprise.

The second principle is consistency. If the principle of complexity involves the creation of an incentive system, taking into account all its factors, then the principle of consistency involves the identification and elimination of contradictions between factors, their linking with each other. This makes it possible to create an incentive system that is internally balanced due to the mutual coordination of its elements and is able to work effectively for the benefit of the organization.

An example of consistency can be a system of material and moral incentives for employees based on the results of quality control and assessment of the employee's contribution, that is, there is a logical relationship between the quality and efficiency of work and subsequent remuneration.

The third principle is regulation. Regulation involves the establishment of a certain order in the form of instructions, rules, regulations and control over their implementation. In this regard, it is important to distinguish between those areas of activity of employees that require strict adherence to instructions and control over their implementation, from those areas in which the employee must be free in his actions and can take the initiative. When creating an incentive system, the objects of regulation should be the specific duties of an employee, the specific results of his activities, labor costs, that is, each employee must have a complete understanding of what is included in his duties and what results are expected from him. In addition, regulation is also necessary in the issue of assessing the final work, that is, the criteria by which the final work of the employee will be evaluated should be clearly established. Such regulation, however, should not exclude creativity, which in turn should also be taken into account in the subsequent remuneration of the employee.

Regulation of the content of the work performed by employees of the enterprise should solve the following tasks:

1) definition of work and operations that should be assigned to employees;

2) providing employees with the information they need to perform the tasks assigned to them;

3) distribution of work and operations between departments of the enterprise according to the principle of rationality;

4) the establishment of specific job responsibilities for each employee in accordance with his qualifications and level of education.

The regulation of the content of labor serves to increase the efficiency of the work performed. From the point of view of stimulating the work performed, the regulation of the results of the work performed plays a very important role. It includes: determination of a number of indicators characterizing the activities of the enterprise's divisions and each employee individually, which would take into account the contribution of divisions and individual employees to the overall result of the enterprise's activities; determination of a quantitative assessment for each of the indicators; creation of a common system for assessing the employee's contribution to the achievement of overall performance results, taking into account the efficiency and quality of the work performed.

Thus, we can say that regulation in matters of incentives plays a very important role, streamlining the incentive system at the enterprise.

The fourth principle is specialization. Specialization is the assignment to the divisions of the enterprise and individual employees of certain functions and works in accordance with the principle of rationalization. Specialization is an incentive to increase labor productivity, increase efficiency and improve the quality of work.

The fifth principle is stability. Stability implies the presence of an established team, the absence of staff turnover, the presence of certain tasks and functions facing the team and the order in which they are performed. Any changes occurring in the work of the enterprise must take place without disturbing the normal performance of the functions of a particular division of the enterprise or employee. Only then will there be no decrease in the efficiency and quality of the work performed.

The sixth principle is purposeful creativity. Here it is necessary to say that the incentive system at the enterprise should contribute to the manifestation of a creative approach by employees. This includes the creation of new, more advanced products, production technologies and designs of the equipment used or types of materials, and the search for new, more efficient solutions in the field of production organization and management.

Based on the results of the creative activity of the enterprise as a whole, the structural unit and each individual employee, material and moral incentives are provided. An employee who knows that the proposal put forward by him will bring him additional material and moral benefits, has a desire to think creatively. When organizing an incentive system at an enterprise, it is necessary to take into account the proportions in pay between simple and complex labor, between workers of different qualifications.

When creating an incentive system in an enterprise, it is necessary to adhere to the principle of system flexibility. Flexible incentive systems allow the entrepreneur, on the one hand, to provide the employee with certain guarantees of receiving wages in accordance with his experience and professional knowledge, and on the other hand, to make the employee's remuneration dependent on his personal performance in work and on the results of the enterprise as a whole.

Fair remuneration of managers, specialists and employees should also be based on the same principles, but with the use of indicators specific to these categories of workers, taking into account the complexity of the tasks to be solved, the level of responsibility, the number of subordinates, etc.

It is with the use flexible systems wages, using a reasonable assessment of the workplace and job responsibilities and the subsequent participation of employees in profits and collective bonuses for reducing the share of labor costs in the cost of production, the negative attitude of the organization's personnel to the existing system of remuneration of their labor and the amount of this payment can be overcome.

Conclusion

The theoretical and practical analysis of the problem of stimulating personnel at enterprises showed that the process of losing an employee’s interest in work, imperceptible to an inexperienced eye, his passivity brings such negative results as staff turnover, low labor productivity, increased conflict in the team, etc. The leader suddenly finds that he has to delve into all the details of any business performed by subordinates, who, in turn, do not show the slightest initiative. The efficiency of the organization falls as a whole.

In the first chapter of our work, various approaches to the definition of such important concepts as "motive", "stimulus", "need" were considered. The main points of each of the concepts are highlighted.

In this work, we have identified the following major incentives and motivating criteria in professional activity:

Any stimulating action must be carefully crafted, and above all by those who demand action from others;

It is important for people to experience the joy of work, to be responsible for the results, to be personally involved in working with people so that their actions are specifically important for someone;

Everyone in his workplace is called to show what he is capable of;

Any person seeks to express himself in work, to know himself in its results, to receive real evidence that he is able to do useful things, which should be associated with the name of his creator;

It is important to be interested in people's attitudes towards potential improvements in their working conditions;

Each employee should be given the opportunity to assess their importance in the team;

In achieving the goal that the worker has determined for himself or in the formulation of which he took part, he will show much more energy;

Good workers have every right to material and moral recognition;

Employees must have free, unimpeded access to all necessary information;

Any serious decisions about changes in the work of employees should be made with their direct participation, based on their knowledge and experience, taking into account their position;

Self-control: must accompany any actions of the employee;

Employees should be given the opportunity to constantly acquire new knowledge and skills in the process of work;

You should always encourage initiative, and not strive to squeeze everything out of employees that they are capable of;

It is important for employees to constantly provide information about the results and quality of their professional activities;

Every worker should be his own boss whenever possible.

Well-designed work should create internal motivation, a sense of personal contribution to the products. A person is a social being, which means that a sense of belonging can cause deep psychological satisfaction in him, it also allows him to realize himself as a person.

The analysis also showed that each enterprise should independently develop a system for stimulating and motivating personnel, which would meet precisely its goals and objectives. Despite the abundance of various theories, it is not yet possible to hope for the emergence of absolutely objective methods for assessing the performance of such a complex object as a person.

This paper analyzes the experience of organizing a system of incentives and motivation of personnel in the Kakadu group of companies. The company is successfully developing, relying on effective personnel management. Labor motivation is carried out across the entire spectrum of the needs of workers.

Orientation to the human factor gives convincing results in the transitional economy.

At the same time, it should be borne in mind that in any case, an effective incentive system for the personnel of an enterprise must meet such principles as:

complexity;

consistency;

regulation;

specialization;

stability;

purposeful creativity.

Adhering to these principles, the management of almost any enterprise is able to form an effective system of stimulating the work of its employees.

List of used literature:

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Application.

Questionnaire

We ask you to answer a number of questions related to your work. Comparison of your answers with the opinions of other employees will allow you to draw the right conclusions about the organization of your work and its payment. But this, of course, depends on the sincerity, accuracy and completeness of your answers. We ask you to keep in mind that the opinion of each individual person will not be made public.

Your possible answers are in most cases printed on the questionnaire. You need to highlight those points that express your opinion. If the answer is not printed, or if none of the printed answers suits you, write the answer yourself. Before answering a question, carefully read all the possible answers.

Please determine to what extent you are satisfied with the various aspects of your work (cross out the corresponding square with a cross).

To what extent are you satisfied with:

Satisfied Rather satisfied than dissatisfied Difficult to answer More dissatisfied than satisfied Not satisfied

1. Earnings

2. Mode of operation

3. Variety of work

4. Independence in work

5. Compliance of work with personal abilities

6. Opportunity for promotion

7. Sanitary and hygienic conditions

8. Relationships with colleagues

9. Relationship with immediate supervisor

10. Level of technical equipment

2. The next question is built using a linear scale. Please indicate on the scale to what extent you are satisfied with your work (as a percentage). To do this, circle the corresponding number.

Completely dissatisfied with work

0 10 20 30 40 50 60 70 820 90 100

Fully satisfied with work

1 2 3 4 5 6 7 8 9 10

3. What are your plans for the next 1-2 years (underline the answer)?

continue to work in the same position;

move to the next position;

move to work in another structural unit;

move to work in another organization without changing specialty;

move to work in another organization with a change of specialty;

what else (write).

4. To what extent and how do the following factors affect your labor activity (cross out the required box)?

Does not work at all Works slightly Works significantly Works very significantly

\ 1. Financial incentives

2. Moral stimulation

H. Measures of administrative influence

4. Labor mood of the team

5. Economic innovations in the company

6. General socio-economic situation in the country

7. Fear of losing your job

8. Elements of competition

5. Do you think that economic innovations contribute to improving the efficiency of the unit (underline)?

Yes No Difficult to answer.

6. Does the current socio-economic situation in the country make you look for additional sources of income (underline)?

Yes No Difficult to answer

7. Please select the 5 most important job characteristics for you from the ones listed below. Opposite the most important characteristic for you, put the number 1, the less important 2, then 3, 4, 5.

Job Feature:

1. Provision with office equipment

2. Opportunity for professional growth

3. Opportunity for promotion

4. Variety of work

5. The complexity of the work

6. High wages

7. Independence in the performance of work

8. Prestige of the profession

9. Favorable working conditions

10. Low labor intensity

11. Favorable psychological climate

12. Ability to communicate in the process of work

13. Participation in the management of the company

Extremely low level of labor activity and dedication

0 10 20 30 40 50 60 70 80 90 100

High level of labor activity and dedication

1 2 3 4 5 6 7 8 9 10

9. Write, please, what could help increase your labor activity ___________________________________________________

10. Are you worried about the prospect of losing your job (underline)?

Yes No Difficult to answer .

11. Your position..________________________________

12. Gender (underline): male female

13. Age (underline):

up to 20 years

20 - 30 years;

31 - 40 years;

41 -50 years;

14. Education (underline):

Specialized secondary;

Unfinished higher;

Higher.

15. Work experience:

general ___________________________________________________________

by specialty _________________________________________________

16. Your average monthly salary (for the last 2 months)________

17. The amount of bonuses, allowances received by you:

last year______________________________________

in the current year ______________________________________

We thank you for your help in our work.

Introduction 3

Chapter 1. Motivation and stimulation of personnel in the organization:

the basics of building an incentive system…………………………………….7

1.1. The concepts of need, motive and incentive…………………………………….7

1.2. Basic theories of motivation……………………………………………….. 16

1.3 The essence of labor incentives…………………………………………………………………………22

1.4 Methods of motivation and stimulation…………………………………………25

1.4.1 Economic methods……………………………………………………25

1.4.2 Socio-psychological methods………………………………….30

1.4.3 Organizational and administrative methods…………………………34

1.5 The essence of remuneration as a factor in motivating staff………….…….35

1.6 Methodology and practice of building incentive systems and formation of personnel motivation………………………………………………..39

Chapter 2. Analysis of the system of motivation and incentives for personnel

at the enterprise……………………………………………………………………….43

2.1 Brief description of the enterprise …………………………………….43

2.2. Assessment of the personnel motivation and incentive system

at the enterprise…………………………………………………………………44

2.3. Conclusions and proposals for the formation of a system of incentives and

motivation of the personnel of the enterprise……………………………………………….47

Conclusion………………………………………………………………………...55

Modern work personnel and cars. For a middle-level manager..., 2006. Stepov V. V. Odintsov V. A., Sergeev S. S. Optimization methods stimulation personnel based on an assessment of the characteristics of the labor ...

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prices, or otherwise. An object stimulation - staff commercial enterprise Training: is ... work on the topic " Modern methods stimulation sales", I studied in detail methods By stimulate sales, marketing; studied...

Methods stimulation personnel (2)

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Classification methods stimulation is classical. IN contemporary management used forms and methods increasing labor activity personnel, which...

A good manager knows that in order for a company to be successful, it is necessary to pay a lot of attention to its employees, constantly encouraging them. In the past, honor boards and corporate parties were very popular, but today they practically do not work and other methods are needed.

Much attention in the science of personnel management is paid to the methods of personnel motivation. In order to manage employees without conflicts and problems, you need to know what motivation is and all its main methods.

What is work motivation?

Motivation is a means of creating a desire among employees to work better and give their best. Specialists have an internal motive that drives them to achieve their goals. In other words, the employee himself wants to improve his performance and improve the quality of his work.

Today, the most common methods of motivating employees are corporate parties and bonuses. But few managers think that the violent pastime of employees at a corporate party will not help if an oppressive atmosphere always reigns in the office.

Managers who have a richer imagination find new methods of motivating and stimulating work. Usually, there are specialists who were simply underestimated, not praised for a job well done, or who were not assigned an interesting task.

Even the most real careerist, under his mask of severity and responsibility, longs to hear words of gratitude or simply dreams of getting an extraordinary vacation.

Classification of staff motivation

There are the most famous theories of motivation, which formed the basis for the formation of different types of employee motivation.

Theory of F. Herzberg. According to Herzberg, the most best practices motivation in the enterprise are external conditions labor (for example, money) and the content of labor (for example, job satisfaction).

Theory of F. Taylor. In his opinion, workers are driven only by instincts, the desire to satisfy the needs of the physiological level. For better management, the following factors must be present:

• hourly payment;
• compulsion;
• certain standards of work performed;
• certain rules that describe the order of tasks.

Theory of D. McClelland. Based on his theory, there are three forms of human motives: the desire for belonging, the desire for power, the desire for success. Leaders seek power. Those leaders who are used to working alone tend to succeed.

A. Maslow's theory. Employees in the enterprise satisfy their hierarchical needs. That is, from lowest to highest:

1. Physiological, like food, drink, warmth, that is, ways to survive;
2. Safety. Desire to preserve physiological principles to maintain the achieved standard of living;
3. Love. The desire to be accepted in society, the team;
4. Recognition. Desire to be a respected person in society;
5. Self-realization. The desire to be better.

There are many other theories, but they all have one general concept: there are certain methods of stimulating employees in the enterprise.
The main methods of motivating personnel in the organization of better work are divided into:

• material;
• intangible.

Material and non-material types of motivation

Material motivation is divided into 2 groups:
1. The system of fines. In the organization of a better workflow, methods of penalties are used. That is, if an employee does not work well, shows bad results or makes gross mistakes, he is fined, which is what motivates him to work better;

2. Reward system. The opposite way, that is, to stimulate employees, a bonus is paid for any achievements, well-done work. So, every employee knows that if he performs his duties better, if he strives for more, he will receive a bonus.

Non-material motivation has many more types:

1. Praise the head. In fact, this method of stimulation is very effective, although many people think otherwise. Public and personal praise of the authorities encourages to move on, to strive for more. It is because of this that many enterprises still use honor boards, both physical and virtual;

2. Career growth. Each employee knows that if he performs his work better and faster, he will be promoted, which will significantly raise his social status and guarantee further development in the professional field;

3. Training at the expense of the company. A great way to motivate if a company offers its employees to take courses to improve their skills at the expense of the company;

4. Good atmosphere in the team. Employees perform their work much better and better if they are in a warm, friendly team. And vice versa, if the atmosphere is far from calm, it cannot set you up for a working mood;

5. Image of the company. Many aspire to work in an organization that everyone knows and its services or products are used in great demand because it's prestigious. Here one should take into account the prestige of the company not only in the market, but also as an employer;

6. Sports and cultural events. Outdoor trips, joint trips to concerts, theater, sports - all this is a great motivation and makes the atmosphere in the team warmer and more pleasant. Employees must have a good rest, only then they can work well.

Each manager himself chooses the tangible and intangible modern methods of motivating the personnel of the organization that are suitable for himself, which will correspond to his business, and will help to achieve the maximum return from employees.

Modern methods of personnel motivation management

Through methods, goals are achieved. Staff motivation methods should have such an impact on employees that their behavior meets the requirements of the business. Modern methods quite diverse, but they can be divided into groups:

• individual are aimed at motivating narrow circles of employees with the same motives and needs;
• diagnostic ones are used to evaluate a certain employee, and show ways to motivate him;
• organizational ones are used to create an incentive system in an organization, such as the development and implementation of a grading system.

Problems that arise in the preparation of staff motivation

Modern methods of personnel motivation have their own difficulties. Each leader thinks about how to properly stimulate employees, but at the same time without high costs, but with high results.

In addition, it is necessary to create such a system of motivation that would easily adapt to all changing conditions.

Also, it is necessary to clearly define the optimal combination of incentive methods that would not require high costs from the management.

The best modern methods of staff motivation

As mentioned above, it is not necessary to use material forms and methods of motivating staff in organizing better work. There are many simple and interesting ways that do not require large amounts of money.

Joking punishment for the worst employees. It is not necessary to fine the worst workers, you can come up with various playful titles and titles that are given to those who do not do their job. For example, the title "Turtle of the Month".

Entertainment. Many modern companies abroad have play areas where employees can relax and escape from problems. Work becomes more efficient, and the staff does not have thoughts about how depressing the atmosphere in the office.

Spontaneous gifts. Small gifts to employees just for a good mood cannot but rejoice and stimulate work.

Attention to family members of employees. You can provide vouchers for children to camps or sanatoriums, give out sweet gifts for the holidays, and guarantee health insurance for all family members of each employee.

Replacing the premium with more budget options. Not everyone can afford to give awards to distinguished employees. For example, you can give a person an unscheduled day off.

Bonuses for those who are in good health. In other countries, such methods of motivating and stimulating staff as providing bonuses to those who have not been sick all year and have constantly undergone medical examinations have long been practiced.

Free visit to work. For the best specialists at a certain time, you can set a free visiting schedule.

Large selection of prizes for good work. For example, a gym membership, a trip to a restaurant or a movie.

And finally...

Of course, a good salary is the best motivator. All leaders should remember one thing: they come to them for good money and career growth, and they leave because of the oppressive atmosphere and inadequate leadership.

Basic methods are not material motivation – best options for better performance at a lower cost.

If you have your own options or examples of good motivation, leave them in the comments, people will be interested to read about them 🙂

Idea of ​​motivation

Motivation is a variety of incentives for employees to carry out effective and high-quality work performed in full. To achieve the set goals and objectives, a good incentive is needed. Let's consider a practical example.

Example 1

The manager encourages the staff by paying bonuses. Many workers are starting to work more efficiently than in the previous period. But, for some colleagues, this measure does not work. In this case, incentive punishment can be applied. The quality of work increases both in the first and in the second case.

Motivation is an effective method of working with personnel. Some employees need encouragement. If they are not praised or scolded, then there is a possibility that the quality of work will decrease significantly. An effective leader uses various techniques to stimulate employees. The most preferred of them are corporate events. Such events help the manager to consider the potential of the employee in an informal atmosphere. Let's consider a practical example.

Example 2

The manager organizes a corporate event for the staff. In order to see the atmosphere and relationships in the team, it is necessary to gather all employees without exception. But some workers do not want to visit it. The manager forces them to attend. In the event that an employee does not come to the event, he is threatened with punishment from the manager. All employees have gathered, but the atmosphere is quite tense. Therefore, the manager's plan did not materialize in full, and the potential of employees remained undiscovered.

Types of motivation

• material motivation
• Non-material motivation

Let's take a closer look at each type of motivation.

Motivation on a material basis

Remark 1

Motivation for material basis associated with financial rewards and punishments. The system of financial punishments encourages the employee to work effectively. In Russian economic practice, this is a fairly common method. Part of the employee's finances is withdrawn in favor of the enterprise if his work is not effective enough in relation to other employees. Most often, this helps to work better and the employee corrects himself.

The financial incentive system works in the opposite way. If an employee shows good results, then the leader encourages him financially. Any employee knows that if he works effectively and achieves his goals, he will be able to count on financial incentives.

Non-material motivation of personnel

1. Verbal encouragement of the manager - public or personal praise of the manager is very effective in motivating the employee. Based on genetic memory, employees are prone to public promotion. Therefore, on large enterprises still apply the award the best employee month and year.
2. Possibilities career development– each employee strives to become part of a young and promising team. The prospect is to eventually take a worthy position among others, to assert your authority
3. Education and professional training at the expense of the enterprise
4. Presence of a friendly atmosphere in the enterprise
5. Formation

The task of modern labor motivation is to create such conditions under which the potential of the staff will be used most effectively.

The results of the study of motivation models do not allow us to clearly determine what motivates a person to work. The study of human behavior in the process of work provides only some general explanations of motivation, but further they allow the development of pragmatic models of employee motivation in a particular workplace.

From the whole range of motivational models developed by scientists-managers, we can single out, from our point of view, the most vital and justified in practice. The evolution of their origin and functioning is very, very diverse.

Below is a classification widely used by firms in a number of countries. These are models such as:

Knut and gingerbread;

Primary and secondary needs;

Internal and external rewards;

Factor model of stimulation;

justice;

expectations;

social justice, etc.

The traditional method of "carrot and stick" in developed civilized countries ceases to work even with regard to workers physical labor. Therefore, managers of prosperous corporations (regardless of where they are in the world) of the approach, according to which the main duty of an effective manager is to achieve the interest of employees in labor and the effectiveness of their work.

Douglas MacGregor created his theory, in relation to American companies, and the Japanese William Ouchi, based on his theory, developed his own approach to personnel management (Table 1.2).

Table 1.2

Comparison of concepts of work motivation

Traditional approach	Modern approach
The "carrot and stick" method	McGregor theory	Ouchi's theory
Most employees do not like work and try to avoid it whenever possible.	The job is desirable for most employees.	It is necessary to take care of each employee as a whole (concern for the quality of life)
Most employees need to be forced to do their jobs through administrative, economic and psychological pressure.	Employees are capable of purposefulness and self-control, they are able to independently determine strategies for achieving goals.	Involving employees in the group decision-making process.
Most employees are only interested in safety.	The interest of employees depends on the system of rewards based on the final result.	Periodic staff rotation and lifetime job security.
Most employees prefer to be performers and avoid responsibility.	The employee strives for responsibility and independently assumes managerial functions.
Almost all employees lack creativity and initiative.	Many employees have a developed imagination, creativity, ingenuity.

Job security for workers participating in specific productivity improvement schemes.

Creation of appropriate conditions for the protection of health, safety and well-being of all employees.

Providing opportunities for the growth of professional skills, the realization of the abilities of employees, the provision of training programs, advanced training and retraining.

Maintaining an atmosphere of trust in the team, interest in the implementation of a common goal, the possibility of two-way communication between managers and employees.

In addition to the generally accepted classification of motivation methods, they can be divided into individual and group, as well as external - rewards coming from outside, and internal - rewards given by labor itself (feelings of the significance of work, self-esteem, etc.). Wages cannot be the sole purpose of labor. In itself, monetary (financial) incentives make motivation at the enterprise effective when the latter functions as a system based on the following basic principles:

Communication, cooperation and agreement between employees and management regarding the general principles of the system.

Reasonable system for evaluating work and determining the scope of the latter.

Well thought out and justified measurement and evaluation criteria; weighted standards, control over them, periodic review; clear alignment of incentives with performance; remuneration, especially additional, not for the accepted level of performance, but for the one that is stimulated and primarily associated with quality.

The same principles form the basis of the organization of wages in the enterprise.

Consider such an employee incentive system as profit sharing. The essence of this system lies in the fact that a bonus fund is formed at the expense of a predetermined share of profit, from which employees receive regular payments. The amount of payments is made dependent on the level of profit, the overall results of production and commercial activities enterprises. Payments to workers and employees (including representatives of the highest administration) in the form of "sharing in profits" are not taxed. Thus, entrepreneurs are encouraged by the state to spread this system. In many cases, "profit sharing" involves the payment of all or part of the premium in the form of shares.

In the system of "profit sharing" bonuses are awarded for the achievement of specific results production activities enterprises: increasing labor productivity and reducing production costs. As a rule, the considered system is used in large firms whose economic and financial position is stable.

The whole set of conditions and factors of labor motivation consists of three subsystems:

Technological - conditions and factors that determine the nature and

the level of production technology, working conditions, as well as the degree of participation

workers in managing it all;

Economic - related to material interest and

responsibility in the growth of production and sales of products, a decrease in

costs and environmental protection;

Social - characterizing the degree of satisfaction of social

needs, prestige and significance of labor, moral satisfaction,

independence, the possibility of creativity, etc.

• MOTIVATION
• STAFF
• EFFICIENCY
• MATERIAL REMUNERATION
• INTANGIBLE INCENTIVES

• Analysis of the dynamics of the main indicators of banking activity in the Primorsky Territory
• Development of agribusiness in the agro-industrial complex of the municipality
• Improving the management of personnel motivation in a road repair and construction enterprise

In modern management, the issue of staff motivation is of the greatest relevance. Any manager who wants to achieve high productivity with the help of efficient operation his subordinates, must take care of the availability of incentives for them to work, therefore the main task modern management is the creation of such working conditions under which the potential of employees will be used in the best possible way.

It is worth noting that managers have always realized that it is necessary to encourage people to work for the organization, but most believed that simple material rewards were enough for this. But in modern conditions, priorities have changed, and now non-material motives also play a very important role in choosing a job.

To date, there is a conditional division of incentives into material and non-material. At the same time, the ratio of these incentives differs significantly depending on the company. Thus, in most Western European firms, there is a gradual reduction in the share of material rewards and an increase in the share of non-material incentives. While a significant number Russian enterprises and firms is characterized by the fact that the policy of managers is aimed at reducing the share of public consumption funds in family incomes and increasing the share of material rewards in incomes.

The forms of material motivation of personnel include:

• Salary, its size and compliance with the complexity of the work.
• Prospects for salary increase.
• Permanent bonuses for qualifications, work experience, services to the organization.
• Transparency and clarity of the remuneration system; "white" salary.
• Absence of fines and deductions from the permanent part of earnings.
• Payment based on results, bonuses; opportunity not to receive, but to earn.
• Participation in the ownership of the enterprise (percentage of profits, dividends on shares).
• Additional earnings in the organization (participation in projects, economic agreements, grants, etc.)

To date, wages are the most important element of the remuneration system, with which you can stimulate the activities of staff, as well as influence the efficiency of the worker. Taking into account the fact that Labor Code Russian Federation prohibits disciplinary action in the form of a deduction from the employee's salary, it is beneficial for the employer that wages are not fixed, that is, they depend on working hours, sales volume, manufactured products, and so on. In this case, the employee will strive to fulfill the duties assigned to him as carefully as possible, since the size of his salary will depend on this. Some companies use a mixed remuneration system, that is, in addition to a fixed salary, they receive bonuses if they reach a given rate. The method of calculating the bonus also differs depending on the organization, in some companies the percentage is assigned depending on the total number of store sales, in others - on the personal contribution of an individual employee, and somewhere depending on the position held. Each company develops its own bonus system, taking into account the specifics of its activities.

Consider the system of material motivation in OJSC Sberbank of Russia. To improve the efficiency of employees, the bank uses a mixed remuneration system, that is, the salary consists of a fixed salary, which varies depending on the position held, as well as a bonus, which depends on the number of hours worked, the implementation of the plan for sales of banking goods and services and the regional coefficient. That is, in this case, we are talking about individual motivation, when the higher the premium, the more deposits, credit cards, loans, coins, etc. sold by a bank employee. Such a system allows an employee to double his salary, and sometimes even more, which undoubtedly motivates the employee not only to fulfill sales plans, but even to overfulfill them. There is also collective motivation, it takes place when accruing a quarterly or annual bonus, then the employee's monetary reward depends on the general indicators of the bank branch, that is, on the fulfillment of sales plans for a certain period of time.

Since for effective motivation remuneration should be perceived by the employee as fair, for this purpose it is the responsibility of the heads of departments to inform employees about what their salary consists of and what their motivation is. The bank even organizes checks of its personnel, which are aimed at revealing how employees are aware of their motivation, because only in this way can high labor productivity be achieved from an employee.

Another way of material motivation for initiative employees is payments in the amount of 25,000-50,000 rubles, depending on the territory of application, or 10% of the effect obtained, but within 1 million rubles, to those who sent their proposals to improve the efficiency of the bank, reduce costs, etc. to the Marketplace of Ideas, and whose ideas turned out to be really useful.

Also, in order to increase the motivation of employees, Sberbank periodically holds competitions among branches. For example, the branch that issued the largest number of credit cards or attracted the largest number of clients to NPFs receives a fixed cash reward, which is subsequently divided among employees.

In general, we can say that Sberbank, following the example of foreign companies, pays great attention to staff motivation and considers it an integral part of its production system.

The non-material (non-monetary) motivation of personnel includes: social benefits, additional pension provision, medical insurance, travel expenses, meals, mobile communications, subscription to the pool, etc. traditionally referred to as non-financial incentives, since the employee does not receive “live” money in his hands, although the company spends money on all this.

Among the methods of modern non-material motivation, the following can be distinguished:

1. Providing staff with a comfortable working environment. For example, Google equips its offices so that employees want to work there. It shows up in everything from colors offices, ending with a buffet and a free work schedule.
2. Corporate culture. An important motivation is a sense of the importance of one's person in front of the authorities. At LandsEnd, management wrote on the tiles next to the pool the names of all 1,300 employees of the firm, who, according to the owner of the company, Gary Comer, made it possible to prosper.
3. Social support. Confidence in tomorrow– here is another motivating force. The introduction of a compensated social package (CSP) has officially begun on the Far Eastern Railway. The employee is set a certain limit of funds, within which he has the right to independently choose the necessary social services throughout the year as if he were making his choice from a menu in a cafe. KSP is an additional compensation. For example, corporate social assistance does not include a discount on Internet payments and cellular communication, but this service is included in the individual package. Another important benefit is payment. kindergarten, even if it is not departmental, but municipal or private. Russian Railways also pays summer holidays for the children of their employees, sanatorium treatment, travel to the place of work by public transport, services of sports and cultural institutions, medical services in addition to the basic voluntary medical insurance policy, additional personal contributions to the NPF Blagosostoyanie, etc. Kindergartens created at enterprises may turn out to be attractive, and therefore increase the motivation of employees. This is especially important for a company where a significant part of the employees are mothers with children. preschool age. In such cases, the cost of maintaining children is lower, and parents are always aware of how their child is developing. Among those who have successfully put into operation their own centers for the maintenance of children of employees, such large corporations like Wang Laboratories, Corning Glass Works and others.
4. Opportunity to self-actualize, climb the career ladder. BOSCH offers employees three types of career growth: vertical (leader's career), in related fields (project manager's career) and highly professional (superspecialist's career). Each employee annually undergoes an assessment interview, on the basis of which individual career planning is carried out. In addition to the career plan in the company, for many positions there are replacement plans for several years in advance: for a manager - for 8 years, for a specialist - for 3 years.
5. Competitions. Sberbank periodically holds competitions for the sale of banking services among consultants, SOCHLs or promoters. So, for example, employees who have connected the largest number of Mobile Banks are given gift cards cosmetics stores or bowling; the first five promoters, depending on the number of Sberbanks Online connected by them, are awarded an e-book for the first place, an MP3 player for the second and computer mice for the third, fourth and fifth places.
6. The organization of a flexible work schedule for an employee is the most common way of motivation. This method is a system of working time planning, in which employees must work per week a certain amount of hours, and they can independently distribute their working time. In the last few years, the idea of ​​creating a "floating" chart has become popular. So in Sberbank, private service specialists have a work schedule of 3/2, 2/2 or 2/1, employees are also allowed to coordinate their work schedule with the manager in order to choose the most suitable work time for themselves.
7. Division of the work task. That is, a work spanning 40 hours per week is shared between two or more employees. Such a system provides an advantage both for individual employees and for the organization as a whole, since, thanks to this method, the experience of not one, but several employees can be used. Besides this system enables an organization to hire qualified employees who are unwilling or unable to work full-time. Thus, Primorye Bank offers students the job of a promoter with the opportunity to work from two to four hours a day, depending on the schedule of his classes.
8. Training at the expense of the company is one of the powerful motivational tools. The employer can insure himself with a special contract, according to which trained the specialist is obliged to work at the same place for a certain time. You can also offer group training - for example, a foreign language. Sberbank strives to make continuous development an integral part of its corporate culture by actively involving personnel in development programs. A special section "Education" has been created on the corporate intranet portal, in which each employee of Sberbank can receive all necessary information about certain training programs, register and take distance learning. There is also a Sberbank virtual library with free access for all employees. An intranet store operates on the corporate portal, where each Sberbank employee can order a book from their workplace with corporate discounts. This is especially true for remote and rural areas where there are no major players in the book market, and new business literature is often difficult to obtain. The goal of the Bank is to ensure maximum coverage of management by intensive development programs, to give any manager a chance to reach a new level of efficiency and self-realization. Modern forms of education are actively used: business games, business cases, business simulations. In total, about 165 thousand employees of territorial banks and 2.7 thousand employees of the central office (about 70% of employees) were trained in 2010. The corresponding costs amounted to about 515 million rubles.
9. Measures of moral appreciation, such as elementary compliments to employees for their work, mentions and photographs in the media, in corporate publications. In Sberbank, on the corporate website, they post photos of those employees who have achieved high results in sales of banking goods and services and a description of their merits to the bank and the story of employees about how they managed to achieve such results. This is done in order to praise a distinguished employee and show other employees what to strive for. Also, in all branches of Sberbank there are honor boards where the names of employees who are the best in terms of service quality, speed, and the number of sales at the end of each month are written.
10. Another fairly effective incentive method is the issuance of incentive cards to employees to purchase goods in their own store. This form of non-material motivation operates in many large networks shops. For example, in "Ile de Beauté", L "Etoile,Gloria Jeans, AdidasAndReebokfor employees of stores there are discounts on their own products from 10-25%.
11. Loans at preferential interest rates and discounts on the purchase of other banking services. For example, in Sberbank, employees receive consumer loans at 17.9%, while interest rate for ordinary clients starts from 20% per annum.
12. Organization corporate events dedicated to significant events or holidays. For example, in and investment and construction company « ARCADE» All corporate holidays for employees paid by the company, it is good motivation, since it often happens that in some companies employees do not attend company-wide events simply because they do not want to spend their money on it. And the organization of informal communication of employees is important for a good atmosphere in the team, as it allows people to get to know each other better and take a break from work.
13. Company trips. Olga Prilepina, an employee of a St. Petersburg IT company, says: « Every year we travel with the whole team along the route St. Petersburg-Helsinki-Stockholm-Petersburg. We do part of the way on buses, then we take a ferry. In the capitals of Scandinavia we visit museums, water parks, walk, take pictures. The atmosphere on these trips and in our office is very warm. Employees are looking forward to these excursions, and I think this greatly increases their loyalty to the company.”.
14. Paid centralized lunches. This method of non-material motivation is used, for example, in the Sotka supermarket, since employees usually have to work 10-12 hours a day, management believes that it is necessary to ensure that their employees are well fed.
15. Paid holiday.
16. Participation in the discussion and solution of problems of the organization, taking into account the opinions of employees, supporting a reasonable initiative.
17. Clear requirements for work, clearly formulated service functions, goals and objectives of the work.
18. Independence and independence in work, lack of strict control.
19. Opportunity for creativity and self-expression at work.
20. Remote presence at the workplace using a personal computer.
21. Stability in work, job security, confidence in the future.

In general, we can conclude that material and monetary incentives are the engine of "progress", but still not the only factor that encourages a specialist to work. An important role in personnel management is also played by non-material motivation, which, undoubtedly, is the most powerful incentive to work.

Bibliography

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