Organization of personnel motivation at the enterprise. Personnel motivation system - effective schemes and methods

Staff motivation– the key to improving the quality and results of work!

Staff motivation is a set of material and non-material incentives designed to ensure high-quality and productive work for employees, as well as a way to attract the most talented specialists to the company and retain them.

Problems to be solved when implementing a personnel motivation system

Retaining productive employees;

Involving employees in work and unlocking their potential;

Attracting the right employees to the company.

Types of staff motivation

Material motivation of personnel- salary, bonuses and rewards.

Non-material (non-monetary) motivation of personnel- social benefits, additional pension provision, medical insurance, travel, lunch, mobile communications, swimming pool subscription, etc. traditionally referred to as a method of non-material incentives, since the employee does not receive “real” money, although the company spends money on all this.

When is it necessary to review the staff motivation system?

The return on investment in human capital does not meet management's expectations;

Turnover per employee is lower than the industry average;

Total personnel costs exceed optimal values;

The number of staff is unreasonably high;

Low loyalty of the organization's employees;

High staff turnover;

Low quality of work.

Basic methods for improving staff motivation

System implementation management by objectives , as a method of motivating staff;

Creating a reliable assessment systems employee performance and determining his development potential;

Development of a salary system, grading of positions;

Financial modeling and assignment of rates by grade;

Development of a system of bonuses tied to results based on key performance indicators ( KPI );

Formation of piecework-bonus part of wages;

Creating transparent and clear routes for career advancement;

Creation of "golden" personnel reserve , including training plans for employees included in the personnel reserve;

Manager training on the topic "Staff Motivation".

Staff motivation as a problem

Many Russian companies are developing and implementing various personnel motivation systems. And, nevertheless, the complexity of the problem lies in the fact that it is not entirely clear how to encourage people to work? Let's look at the main issues related to motivation one by one.

When do you need to start developing and implementing a new or changing an existing staff motivation system?

It is necessary to think about solving the problem of staff motivation:

If employees evaluate their work as insignificant for the company;

If employees have expressed dissatisfaction with career growth and wages;

If they talk about a lack of independence at work;

If there are unclear requirements from the management of the company or divisions;

If there is an underload in the work of other employees, as a result, a large proportion of informal conversations, tea parties, smoke breaks, etc.

The development and implementation of a motivation system becomes necessary if many employees show symptoms of professional “burnout”: decreased enthusiasm and loss of interest in work, as well as the replacement of professional interests with other interests not related to work. In addition, if the company’s staff turnover increases sharply, then first of all you need to think about its motivation. It is necessary to focus on the following “turnover rate”: from 4-7% to 12-15% renewal of the workforce. In some Russian companies, turnover reaches from 100% to 250%! It should also be noted that if warring factions arise in a company between young and mature employees, or women and men, then the problem may also be an ineffective motivation system.

Finally, it is necessary to think about various factors, including the development of an effective motivation system, if the informal leader is actively fighting against the leader.

Salary as a motivating factor

Most Russian managers believe that what motivates people to work successfully is, first of all, wages. Therefore, if a company cannot pay a lot of money, people usually work “carelessly,” and management puts up with this, justifying this state of affairs with a limit in financial resources. Of course, this attitude to the problem of personnel motivation on the part of management is influenced by the traditional Russian exaggeration of the importance of wages as the main or only motivating factor. There is also a special, purely Russian attitude of the employees themselves towards money. This attitude is expressed in the opinion that money should be paid for the fact of being present at work.

It is known that in the minds of Russian workers there are two attitudes: “They pay money” and “They earn money.” So, we are now talking about the prevalence of the first attitude: “Money pays.” Unfortunately, this attitude manifests itself not only in mature, but also in young workers. But the second idea, “They earn money,” has not yet become completely popular among Russian workers.

The idea of ​​receiving money for being present at work is obviously a legacy of the Soviet era. But it is precisely this that creates the first contradiction in the goals of management and the expectations of employees: the staff wants to be paid, and the managers want the staff to earn money. There is a second contradiction in the goals of management and the expectations of employees: management wants to pay as little as possible, but at the same time have employees work as best as possible, and employees want management to pay as much as possible, but ask them to do as little as possible.

At training seminars, managers of different companies always ask the following questions: “You are a psychologist, tell me which of the employees definitely need to increase their wages, and which ones need not be raised?”, “You are a psychologist, tell me by how much and how often it is necessary increase so that the employee is motivated?”

These questions have a real basis, because the influence of such a motivating factor as salary is far from clear. So, if for one employee an increase of 100 USD - very significant, then for another it is imperceptible. And the third employee, focused on a career and promotion, has a salary increase of 100 USD. will cause irritation and a desire to resign.

How should wages be increased?

The general recommendation is as follows: it is necessary to increase wages by an amount ranging from 15-20% to 40-50% of the employee’s salary. It has been noted that the effect (value) of a wage increase lasts from six months to one year, after which it falls. A decrease in motivation from a salary increase almost always manifests itself, even if the employee’s salary is significantly increased, for example, by 2 times. Young workers who need to solve important life problems are highly motivated by increased wages: start a family, buy an apartment, create conditions for the birth of a child, etc.

High motivation from increased wages is present among managers whose work involves pronounced responsibility and tension, and wages act as a factor compensating for the high costs of time and health. Wages may not act as a motivating factor for creative workers who are focused on the substantive characteristics of work: independence, creativity.

Salary (or bonuses) will not be a motivating factor if there is a large time gap between achieving good results at work and receiving money. Therefore, wages become a motivating factor only when they are directly related to labor results.

The salary must reflect not only the effective, but also the objective characteristics of the employee: his education, length of service in the company, duration of work in this profession. Thus, the salary must consist of at least three parts: a minimum but stable part, bonuses based on work results and a monetary amount reflecting the employee’s experience and length of service.

The significant gap in wages between top managers and line managers of many Russian companies and banks, often tens of times, reduces the motivating value of earnings among middle managers. If there is a large difference in payment (most often, bonuses) different categories workers, the “black envelope” principle is practiced all over the world - transferring money in an envelope. However, this principle does not always work in Russian companies, since Russians usually easily ask about who received money and how much, and also talk about their income. People generally tend to compare who earns and how much. This tendency will be especially strong if the principle of fairness is violated in the company. In other words, if one employee sees that another, formally, is the same as him and receives significantly more for the same work that he does, then the first will believe that he is not being paid extra. If an employee believes that he is not being paid extra, then he will either sharply reduce his productivity, or for some period he will try to work well in order to increase his earnings. An employee who believes that he is overpaid will strive to maintain high intensity and efficiency of his work. In general, an employee's assessment of his salary is influenced by two conditions: a comparison of what other companies in the industry pay for the same work and his comparison of his efforts and time spent on work and rewards.

In one small company, an employee said something like this to me: “I used to try really hard to work. But then, when I saw that the results of my work had absolutely no effect on my earnings, I stopped trying. Now I work exactly as much as I am paid for.”

Motivating factors other than wages (non-economic incentives)

Despite the great importance of wages in the development of a personnel motivation system, it is still a mistake to think that wages are the only factor motivating staff. There are many more factors that influence employee satisfaction and the level of their professional motivation.

A very important motivating factor is the socio-psychological atmosphere in the company and the opportunity to communicate with colleagues. It is important that there are no informal conversations during too much working time. For example, it is believed that to satisfy the need for communication, in addition to the lunch break, an additional 10-15-minute break, organized twice a day: before and after lunch, is sufficient. A motivating factor for an employee is the opportunity to receive and see the result of their work. And, conversely, if, after a long period of intense work and effort, a person does not see the results of his work, he experiences acute dissatisfaction. A serious motivating factor for almost all people is the opportunity to have respect at work and feel like a significant and necessary employee. An extremely important motivation factor is the opportunity to improve one’s professional qualifications entirely or partially at the expense of the company. Some Russian companies, for example, pay up to 40% of the cost of training for leading employees. Delegation of professional tasks, responsibilities and powers by the manager is often a motivating factor for ambitious employees. Invitations from management to informal meetings, sports events, hunting or trips to which a narrow circle of close associates are invited (satisfying the need for involvement) can also motivate.

Individual approach to motivating individual employees

Since the problem of motivation belongs to the category of complex, ambiguous and contradictory problems, often the best way to build an effective system of personnel motivation is to take into account their professional and individual characteristics (psychotypes). I will briefly describe the two main ideas of this approach: the employee’s expectations and the diagnosis of his psychological type.

The subjective expectation of the employee is of great importance: if he works well and with dedication, he will receive the reward he desires. It is important for the manager to know what kind of reward the employee expects - a promotion, an increase in salary, a referral to a training seminar or a second higher education, receiving additional free time, an extension of the bonus, etc. If the incentive reward matches the employee’s expectations, his motivation increases; if it does not coincide, then it decreases.

An employee’s positive or negative reaction to one or another form of remuneration also depends on his character and psychotype. You can use different classifications of psychological types and select motivating factors for each of them. Let us limit ourselves to those classifications that are clearly evident at work. So, workers differ in orientation; according to this criterion, three psychotypes can be distinguished.

“Internal” people are those who are focused on the content of the work and emotional comfort. The opportunity to achieve a significant or outstanding result is important to them; they strive to choose interesting work for themselves that involves communication with colleagues; they like to feel needed and significant. The need for self-realization of their abilities is very important for them. Salary does not come first for them. If there is good money, but routine and uninteresting work, they can go to another company for less money, but where there is an opportunity to express themselves and realize their ideas.

“External” people are those for whom the external attributes of work and success are important. They value salary, the opportunity for career growth, praise from management, they strive to have symbols of success - a good office, a cool car, clothes, power. “Mixed” types are those for which both are important. Despite the fact that mixed psychotypes exist, in each specific case it is necessary to analyze which work conditions come to the fore for a person, and which ones come to the background. If the content of the work is in the foreground, then the motivating factor will be a task whose implementation will require creative activity from the employee. If status and position are in the foreground, then career growth and money will motivate the employee.

Workers vary in character (or temperamental qualities)

Cholerics are active, sociable, open, ambitious and quick-tempered, they love risks, value advancement and development in everything: in wages, career, “building up” professional knowledge, experience and well-being. They need to be constantly encouraged, at least once or twice a year, according to the results and capabilities of the company: increase their salary, position, send them for training, etc. At the same time, what is important for them is not what specific type of encouragement they receive, but that their superiors often pay attention to the results of their work.

Phlegmatic people are calm, slow, reserved and stable people. Most of all, they like organizations in which there is no threat of layoffs or bankruptcy. What is valued in wages is not so much its size as stability and regularity.

Sanguine people are active, energetic people with good self-control and effective self-regulation. First of all, they value career growth, so they will be motivated by appointment to a new, higher position.

Melancholic people are emotional, sensitive, anxious, prone to a leading position, do not like to take risks, and are afraid of conflicts. They value a good atmosphere, a positive attitude from management, calmness and the absence of conflicts. If all this is present at work, they will not move to another company even when there is an opportunity for career growth and an increase in wages. In this case, they reason something like this: “It’s unknown how I can get along with the employees and management there. But here they respect me, I know everyone. I will stay in this company."

Employees are divided into different psychotypes based on their thinking style

Analysts value job content, stability, learning opportunities and professional development. He can be motivated by having plenty of time to complete a task thoroughly, in detail, by the absence of rush and stress, as well as by the opportunity to learn. Pragmatists value careers and income. If a company has the ability to satisfy the needs of pragmatists, they will work. If there are no such opportunities, then pragmatists easily change jobs. Critics appreciate the opportunity to be a relevant expert and evaluate the work of other employees. They love the freedom to express their opinions and do not submit to authority. I noticed that in case of staff reductions, critical employees are fired first. However, qualified critics should be valued, because they are the ones who can identify a mistake in time, predict failure, and limit the power of an arrogant leader. Realists strive for leadership position and management. These are potential leaders. If there are vacancies in the company, they will work, if there are no vacancies that match their professionalism, they will leave.

And the last is a classification of employees based on how differently they feel about working in the organization. According to this criterion, professionals, performers, managers (leaders) and neutrals are distinguished. The psychological type of the employee, manifested in his attitude towards the company, also affects his motivational expectations.

Professionals show interest in the content of their work, love difficult tasks, strive to receive new, professionally significant information, show independence and autonomy, and do not like to either lead or obey. A professional can be motivated by the fact that he will have freedom in choosing a problem, the opportunity to work independently, and he will have minimal control or no control at all. He needs to be given difficult tasks and periodically sent to various educational seminars and trainings. It is important for a professional to periodically get out into his professional community so that he is recognized and positively assessed by his “colleagues.” Professionals therefore love conferences, publications, speeches, awards, distinctions.

Performers love to work in a team, together with everyone else, they like to go to work in the morning and come home from work in the evening, they strive to distribute responsibilities and functions in the workplace, they are focused on carrying out orders and assignments, they avoid responsibility and leadership. They will be motivated by a positive assessment from the manager, public encouragement of a moral nature, and instructions to perform representative functions.

A leader seeks influence and power. If he is not appointed as a leader, as a rule, he becomes an informal leader and may resist management decisions and criticize the company's management. Such an employee will be motivated by the prospect of becoming a leader - responsibility and career growth.

A neutral is the most difficult employee in terms of his motivation, because any motivating system may be ineffective for him, because his interests lie outside of work. He can be interested in anything: religion, esotericism, butterflies, painting, hunting, sports, cars, etc. The following working conditions are important to him: a clear definition of work tasks, a stable schedule without overtime, clear and uncomplicated work, friendly relations with colleagues from whom he expects acceptance of his values ​​and interest in his hobbies. He is not primarily interested in salary.

Development of an effective motivation system

To develop and implement an effective motivation system, it is necessary to implement three stages: diagnose the company’s motivational environment, develop a segmented motivation system in which material and moral means of motivation are comprehensively applied, and regularly monitor and correct the motivational system.

First stage: diagnostics of the company’s motivational environment (system of incentive conditions). At this stage the following activities are implemented:

Development of methods for objective and unambiguous measurement of employee performance.

Availability to employees of official information about the desired result (how to work and what results to achieve).

Assessing the degree to which the desired results are achievable. When a task is too difficult or too easy, employee motivation tends to decrease.

Taking into account the principles of incentives: the presence of motivation conditions common to all, a reasonable assessment system, the presence of clear criteria for measuring results, simplicity and clarity of means for assessing results, the connection between results and incentives, measuring results and rewarding all employees according to the results of their work, emphasis on quality, control over standards, the presence of a mechanism for revising standards, and incentives for capable and talented workers.

The second stage of developing a motivation system is the stage of building a segmented motivating system and taking into account the psychological characteristics of employees.

At the second stage, it is necessary to conduct a personal survey of employees in order to identify certain groups and develop a segmented motivation system. An example of such a questionnaire aimed at obtaining information for building a segmented motivation system is given at the end of the article.

At the second stage, it is also possible to conduct psychological testing of workers within each group in order to take into account their expectations and implement an individual approach according to the psychotypes of individual workers. At the second stage, taking into account the selected groups of workers and data on their individual psychological characteristics, it is necessary to introduce the principle of complexity, i.e., use not only material, but also moral means of stimulation:

Assessment and recognition of the personal merits of individual employees: public assessment at meetings, improvement of the interior of the office of a capable manager, articles in the internal corporate press about achievements, photographs or messages on special stands and “Honor Boards”, honorary orders from senior management, badges of honor and awards.

Assessing and recognizing the merits of the unit: informing about the achievements of the unit at meetings and in the internal corporate press, organizing gala dinners in honor of certain employees, sending employees to a certain conference (seminars, exhibitions, meetings), sending a group for training, going on a group excursion or tourist trip trip, presentation of insignia.

Personal recognition of employees’ merits from management: verbal expression of gratitude, written expression of gratitude, gifts, conversation with the manager.

The third stage of developing a motivation system is monitoring and correction. At this stage, employees are constantly surveyed, approximately once every six months, and motivating factors are changed in accordance with the information received about their attitude to working conditions in the company.

What are the methods of social motivation of staff? How to develop a motivation system based on the example of other organizations? Where to get help managing the program work motivation staff?

Do you know what you need to focus on when developing a motivation system? This is not only the specifics of the enterprise, the competent distribution of responsibilities, rewards and fines. It is also a rational organization of work and influence on each employee in accordance with his character and approach to work.

I, Anna Medvedeva, a regular author of the HeatherBeaver resource, will help you sort out these and other questions.

So let's begin!

1. What is personnel motivation in an organization?

First, let's find out what it is.

The classic definition is as follows:

This is a set of processes that encourage, guide and support the work activities of employees to achieve certain goals.

It is not difficult to guess that there are several methods of motivation.

The most effective system is one that combines:

• material incentives (additional cash payments);
• non-material rewards (gratitude and praise);
• fines and punishments.

To successfully manage a motivation system, it is necessary to know the factors that motivate employees. They are internal And external.

Internal dreams include creative ideas, the need for self-realization, etc. Externally - money, career growth, social status, high standard of living, etc.

Optimal ratio of internal and external factors - the basis for coordinating the interests of employees with the interests of the company and a successfully developed motivation program.

In the table we give examples of well-known theories of motivation from world developers.

Various theories of motivation:

№	Name	Content
1	A. Maslow's strategy	People's behavior is determined based on their needs. It is necessary to find out the needs of employees and, based on the data obtained, develop a motivation system.
2	E. Schein's theory	Each employee falls into one of 8 categories based on their core values. Each such “career anchor” has its own types and methods of motivation.
3	F. Herzberg system	Herzberg based his theory on intangible values ​​- responsibility, career growth, recognition. He called wages and monetary incentives only a deterrent factor.
4	System of V. I. Gerchikov	This model solves managerial problems, but does not pay attention to psychological ones. That is, it teaches how to get certain actions from an employee, and not how to satisfy his requests.

2. Features of motivation in accordance with different types of employees - 5 main types

All employees can be divided into several categories depending on their character and attitude to work. Knowing the type of each person, it is easier to choose the most effective methods of motivation. Even if the type is mixed, this approach will still work.

So, take a closer look at your colleagues, analyze your observations and draw conclusions about who works in your team.

Type 1. “Toolkit”

For such people, the main thing is the size of the salary. They do not attach their souls to either the team or the institution. This does not mean that their relationships with colleagues are bad. They can be quite friendly. But if a competing company offers such an employee a salary higher than yours, he will leave without hesitation or regret.

How to motivate toolmakers? Of course, with money. High salaries, bonuses and cash bonuses. If necessary, a system of fines is also used.

Type 2. “Professional”

For such an employee, work is a means of self-expression. The main thing is that he finds his work interesting. Therefore, he takes on the most complex tasks and loves innovative directions. Professional interest in work can encourage him to complete a large volume in a short time.

Since the entire being of a professional is filled with passion for his work, the amount of salary fades into the background for him. It is best to motivate this type of employee by elevating him to the rank of expert. That is, constantly ask for his advice and emphasize his professionalism and contribution to the enterprise.

Type 3. "Patriot"

An employee of this type does not separate his mission from the general one, just like success. He lives for work and feels like an integral part of the company, and a necessary one. It is very important for him to know that his enterprise needs him.

Such employees often manifest themselves as social leaders in their teams. You can motivate them financially, but it will be much more effective to express gratitude and emphasize its significance and irreplaceability.

Type 4. "Master"

Despite the fact that such a person works for hire, the main thing for him is independence. He does not accept any control in the work process. It is easier for him to take full responsibility for risky decisions.

An effective motivation for this type of employee is to recognize his authority and provide freedom of decision-making. Monetary incentives for such employees are secondary.

Type 5. "Lumpen"

This is the most hopeless case. No activity, initiative, desire for professional development and growth. Lumpen seeks only to minimize effort in performing work duties.

Finding effective motivation for such an employee is very difficult. Most likely, it doesn't exist at all. Since he is equally not interested in material rewards, career growth, praise and certificates of honor.

The most likely way to influence the lumpen is through increased control and an authoritarian management style, since the danger of punishment is the only thing that can somehow excite him.

You will find information on ways to increase motivation in the article “”.

3. How to develop a personnel motivation system in an organization - step-by-step instructions

Let's draw up an approximate scheme for introducing a motivation system at an enterprise.

It can be adjusted as the action progresses, because the process always proceeds differently and some unforeseen circumstances are sure to arise.

Step 1. Inform employees about intentions to increase motivation

This must be done. Moreover, it is necessary to educate subordinates about the main goals of the activities being undertaken. That is, to clarify that the motivation system is being implemented not only to ensure that each employee improves the quality of performance of their work duties and each department becomes a leader. What is most important is to achieve the common goal that faces the entire enterprise.

Employees will be aware of the situation and feel like they are part of a big deal.

Step 2. We study the company’s staff in detail

Since motivation involves different methods influences, you need to know how to choose them correctly. And for this you need to study your team. Find out how people live, what they are interested in, who has what priorities, etc.

The simplest and most popular survey method is a questionnaire. In addition to items about the actual data of employees (age, education, specialization, etc.), include questions in the questionnaire regarding career growth, leadership, etc.

Pay attention to points about whether the company meets the needs of employees. And also be sure to provide a place for wishes and suggestions. Add a column in which employees can rate the importance of questions on a 10-point scale. To get the most honest answers possible, we recommend conducting the survey anonymously.

Step 3. Analyze staff motivation systems

Study known motivation systems, especially those of competing companies that have so far been more successful than yours. Find the principles and methods that best suit you from the different options. Effective motivation of personnel in an organization must be comprehensive.

Examples of famous programs:

1. "Golden fever". Well suited for departments that directly work with product sales. Departments in different regions are awarded points for the sale of certain items. Cash rewards are distributed based on the results.
2. "Imago". Employees present their ideas for improving the operation of the enterprise and offer practical solutions. The management considers all options and awards points for useful and rational proposals.

Step 4. Conduct an employee survey

The opinion of subordinates is also very important. If you take it into account, you will develop an effective motivational system. In surveys, take into account the specifics of departments, especially in remote branches and regional representative offices of the company.

Step 5. Inform employees and implement a system for increasing motivation

When the motivation system is ready, implement it at the enterprise. But first, be sure to bring the staff up to date.

Tell us about all the moments of the program:

• purposes;
• timing;
• proposed changes;
• benefits of the motivational system, etc.

The program must first of all be transparent . That is, it should not leave employees with a feeling of understatement, vagueness, injustice, and especially deception.

4. Who provides assistance in increasing staff motivation in the organization - review of the TOP 3 companies

Business management companies often combine both service delivery and training.

We would advise you not to neglect the opportunity to gain new skills. In a dynamic business field practical experience has great value.

1) Vpodarok

The team, working at the highest professional level, has become the best in its field over the 10 years of its existence. Their clients are large Russian and foreign organizations (Yandex, Beeline, Rosneft, Audi, Mercedes-Benz, Microsoft, etc.). In the list of services of this company you will find everything related to motivation and marketing: motivation and bonus systems, increasing employee KPIs, establishing partnerships and much more.

Company advantages:

• professional approach to work;
• adequate price tags;
• efficiency;
• reliability;
• various payment options.

On the Vpodarok.ru website you will also find 10 solutions for building customer loyalty - gift cards and certificates, promotional souvenirs, etc.

2) MAS Project

The business performance management system offered by MAS Project includes over 30 tools that will help you take your business to a higher level.

The result of implementing such a management system will be:

• increasing company profits;
• accelerated growth and development of the enterprise;
• increasing the efficiency of each employee.

For each client, a presentation is made taking into account the specifics of the business. The learning process consists of 2 parts - primary and secondary. Specialists develop a motivation system for each organization, taking into account all the issues and nuances. If necessary, trainers will be used to train managers in management techniques. Tariff plans MAS Project provide different variants- up to 25, 50 and 100 users.

3) TopFactor

The company offers both services for the implementation of management technologies and a ready-made software product, with the help of which you will streamline the entire list of tasks and control in the enterprise. With it, you can evaluate the performance of individual employees, departments and the organization as a whole.

You will achieve:

• establishing feedback with staff;
• designation of the contribution of each employee to the common cause;
• organizing the time and efforts of employees;
• receiving subjective assessments from your experts;
• transparency of the assessment and reward system;
• objective control in production;
• effective analysis of all internal information, etc.

TopFactor has been helping to successfully solve the most complex issues of increasing the efficiency of enterprises for 18 years.

5. How to motivate employees through work organization - 5 effective principles

Increasing the effectiveness of the motivation system is not only about the correct selection of rewards and punishments.

Rewards are the result of work activity. But it is important that the process itself becomes as effective as possible.

Principle 1: Combining tasks

This means that you need to move away from the traditional scheme, when a task is broken down into components and distributed among several workers. Entrust this task to one of your employees from start to finish. This approach contributes to the acquisition of additional skills and ensures the completeness of assignments.

Principle 2: Completeness and integrity of work assignments

The second principle increases the employee’s responsibility for the process, since he alone performs all stages. In addition, the performer comprehends the significance of the tasks and his responsibilities.

Example

At a telecommunications company, the HR department revised the principles of distribution of responsibilities between employees. Each of them was assigned responsibilities for maintaining certain stages of accounting for all departments.

Now each employee fully reports on the two departments that are assigned to him.

In just two months new principle work showed that it is much more effective than the previous one. Each employee performs their duties faster and with better quality, and the responsibility for work and concentration of employees has increased.

Principle 3. Establishing relationships with consumers

This provides feedback to clients, helps employees acquire additional professional skills and increases their degree of independence.

The introduction of this operating principle is possible, for example, in organizations involved in the repair of household and office equipment, sewing workshops, car services and other service establishments.

Example

A service center for the repair of office equipment has established a strict restriction on the interaction of technicians with clients (to avoid unofficial work in the workplace). Because of this, the manager had to spend a lot of time on negotiations, clarifying the nuances of the repair and explaining them to clients.

After analyzing the situation, management changed the operating principle. Communication with clients, as well as the purchase of spare parts necessary for repairs, was entrusted to the craftsmen. As a result, the work process became more streamlined, and clients remained satisfied, since communication through the manager left many feeling deceived.

Principle 4: Delegation of authority

Responsibility for completing tasks and control over work is completely transferred from management to subordinates. It also makes workers more independent, teaches self-organization and increases the level of work motivation.

Effective staff motivation is one of the most significant factors in the competitiveness of modern organizations.

The key task of management is to manage the resources available to the enterprise in order to obtain optimal results. Currently, the concept has become generally accepted that the most important resource of an enterprise is its personnel (often referred to as human capital), and in the light of this concept, optimization of human resource management is of particular importance. One of the most important characteristics human capital is his motivation to work, and the management of this indicator plays a key role in personnel management, since the generally accepted idea is that there is a direct relationship between the motivation of an employee and the effectiveness of his work.

Recently, attention has especially increased to the problem of motivation as a management function, with the help of which the management of any enterprise encourages workers to act most effectively to ensure the production process in accordance with the planned plan. The process of creating or reconstructing an organizational management structure is inextricably linked with the development of personnel management, control and information support, and people are the main source of effective development of an enterprise.

Motivation is an activity that activates the team of an enterprise and each employee and encourages them to work effectively to achieve goals. Only the leader achieves success who recognizes people as the main source of development of the organization.

The task of labor motivation in management practice is to encourage people to perform their work most effectively in accordance with the rights and responsibilities delegated to them.

Motivation plays an important role in an enterprise and is the main carrier of the interests of employees. Incentives can be individual objects, the actions of other people, and many other values ​​that can be offered to the employee in compensation for his increased mental or physical effort.

Motivation plays a leading role in labor productivity, in the effectiveness of the organization or enterprise as a whole. Knowledge of the structure and hierarchy of motives of various categories of workers allows you to avoid many mistakes in management and create the appropriate conditions for realizing the creative potential of each participant in the production process.

Significant disadvantage Russian enterprises– underestimation of the potential and intellectual resources of people working in organizations. But human potential for an enterprise is the main competitive advantage. Currently, it is necessary for all personnel of the organization to act as a cohesive team with a clear vision of the future, a clear understanding of their importance and motivation to act independently to achieve their goals. Well-trained, motivated and organized personnel determine the fate of the enterprise.

The problems of building a system of motivation and stimulation of labor are currently one of the most pressing, since the issue of the most effective mechanisms for motivating and stimulating employees of organizations in various fields of activity remains unresolved.

1. The essence of labor motivation in management activities

Employee motivation occupies one of the central places in the organization's personnel management, since it is the direct cause of their behavior. Orienting employees to achieve the goals of the organization, connecting the interests of each employee and the organization as a whole is the main task of personnel management. Changing the content of work, increasing the level of education and social expectations of workers increases the importance of motivation as a function of management and complicates the content of this type of management activity.

Today, for the effective functioning of an organization, responsible and proactive employees are required, highly organized and striving for personal self-realization at work. These employee qualities are difficult to ensure through traditional forms of material incentives and strict external control, wages and punishments. Only those people who understand the meaning of their activities and strive to achieve both their personal goals and the goals of the entire organization can count on obtaining high results. Formation of such employees is the task of motivational management.

The problem of effective motivation and stimulation of personnel is currently quite widely considered in the scientific and journalistic literature. This is evidenced by the appearance during recent years a significant number of economic works by domestic and foreign authors, both fundamental and applied, devoted to this problem.

In our country, the concept of labor motivation in the economic sense appeared relatively recently in connection with the democratization of production. Previously, it was used mainly in industrial economic sociology, pedagogy, and psychology. This was due to a number of reasons. Firstly, the economic sciences did not seek to analyze the relationship of their subjects with the named sciences, and, secondly, in a purely economic sense, until recently, the concept of “motivation” was replaced by the concept of “stimulation”. This understanding of motivation led to an orientation toward short-term economic goals and the achievement of immediate profits. This had a destructive effect on the need-motivational system of the employee’s personality and did not arouse interest in own development, self-improvement, and it is precisely this system that today is the most important reserve for increasing production efficiency.

Personnel motivation largely determines both the immediate success of the organization and the development of the economy in the country, the level of people’s well-being, which determines the importance of personnel motivation problems.

An analysis of the works of domestic scientists showed that there are different definitions of the concept of “motivation” (Table 1.1).

Table 1.1

Definitions of "motivation"

	Definition of "motivation"
Lukashevich V.V.	Motivation is the motivation of a person to act to achieve his personal goals and the goals of the organization.
Turchinov A.I.	Motivation is the process of motivating a person, with the help of intrapersonal and external factors, to perform certain activities aimed at achieving individual and general goals.
Gerchikov V.I.	Motivation acts as the main component of an employee’s self-awareness, determining his attitude and behavior at work, his reaction to specific working conditions.
Economic Encyclopedia	Motivation is a person’s motivation to work, which is the resulting system of internal motivating elements, such as needs, interests, values, on the one hand, and, on the other hand, external environmental factors reflected and recorded by a person’s consciousness, i.e. external incentives that encourage activity. .
Fedoseeva V.N.	Motivation is a set of internal and external driving forces (motives) that encourage a person to act in order to achieve the desired actions.

Of course, each author defines motivation based on his own point of view. However, all definitions of this concept, one way or another, are similar in one thing: motivation is understood as the active driving forces that determine people’s behavior. On the one hand, there is motivation imposed from the outside, and on the other hand, self-motivation.

Therefore, in my opinion, the most meaningful definition will be the following: motivation is the internal state of a person, caused by external or internal influence, associated with his needs, which activates, stimulates and directs his actions towards his goal. The more active a person’s actions are, the higher the possibility of satisfying various needs, because due to a lack of something a person experiences a state of discomfort.

It should be noted that human behavior is always motivated. Motivating employees means touching on their important interests and needs for something. Violations in motivation can have a variety of reasons, which are rooted in interpersonal conflicts between employees.

Exemplary companies that achieve significant results in motivating tens or even hundreds of people to commit to work and to constantly innovate show that there is no reason why it is impossible to create systems that allow the majority of employees to feel like winners.

Nowadays, no one doubts that the most important resource of any company is its employees. However, not all managers understand how difficult it is to manage this resource. The manager's task is to make the most of the staff's capabilities. No matter how strong the decisions of managers are, the effect from them can only be obtained when they are successfully implemented by the company’s employees. And this can only happen if employees are interested in the results of their work. This is the most important aspect of staff motivation.

As practice shows, an employee’s skills will not bring results if he is not interested in them.

It is necessary to understand how capable the employee is of completing the tasks assigned to him, and how motivated he is to complete them.

In management, the following types of motivation are distinguished: direct, authoritative (forced) and indirect (stimulation). Direct motivation is a direct influence on the employee’s personality and his value system through persuasion, suggestion, psychological influence, agitation, demonstration of example, and so on. Authoritative (coercive) motivation is based on the threat of deterioration in the satisfaction of any employee’s needs if he fails to meet established requirements. Labor stimulation as a method of forming motives presupposes the employee’s right to choose a behavior option in accordance with his interests.

The result of effective personnel management is the concentration of employees’ efforts on accomplishing the tasks outlined by the organization’s strategy, ensuring effective use intellectual and physical capabilities of employed workers, realizing their potential, improving the quality of life, strengthening labor relations in the spirit of cooperation and improving the moral climate, achieving mutual benefit of individuals, professional and social groups personnel of the organization, developing among employees the interests and behavior necessary for the organization in order to integrate the expectations of the organization with their interests. The ultimate goal of working with personnel is to ensure maximum convergence of the organization’s expectations and the employee’s interests related to professional activities.

Motivation is the process of influencing a person to encourage him to take specific actions by inducing certain motives in him. Depending on what goals motivation pursues, two types of motivation can be distinguished: external and internal.

Psychologists distinguish two types of motivation: internal and external. Internal is associated with interest in activity, with the significance of the work performed, with freedom of action, the opportunity to realize oneself, as well as develop one’s skills and abilities. External motivation is formed under the influence of external factors, such as wage conditions, social guarantees, the possibility of promotion, praise or punishment from a manager. They have a strong effect, but not necessarily a long-lasting one. More effective is a system of factors that will influence both external and internal motivation.

It should be kept in mind that in life there are no clear distinctions between “external” and “intrinsic” motivation. Some motives in some cases are generated by “internal” motivation, and in others by “external” motivation. Sometimes a motive is simultaneously generated by different motivation systems. It is well known that motivation is of great importance for a person’s performance of work, however, there is no direct relationship between motivation and the final result of work activity. Sometimes a person focused on high-quality performance of the work assigned to him has worse results than an unmotivated employee. The lack of a direct connection between motivation and the final result of work is due to the fact that the latter is influenced by many other factors, in particular the qualifications and abilities of a person, a correct understanding of the task being performed, and much more.

The main tasks of personnel motivation are presented in Fig. 1.1.

Rice. 1.1. Main tasks of personnel motivation

Source: A. G. Trofimov // Personnel Management. – 2010.

Let's take a closer look at what each of these tasks is.

1) Attracting personnel to the organization. Organizations compete with each other in the labor market to attract the human resources they need to achieve strategic objectives. In this sense, the motivation system must be competitive in relation to the category of workers required by the organization.

2) Retaining employees in the organization and ensuring their loyalty. When an organization's rewards are not in line with what the market is offering, employees may begin to leave the organization. To avoid the loss of employees, for whose professional training and development the organization has spent certain funds and who are a valuable resource, managers must ensure the competitiveness of the motivation system. It is worth noting that one of the main factors influencing employee retention in an organization is job satisfaction. Factors that determine job satisfaction are: job content; profession; payment; career opportunities; leadership (the manager’s ability to provide both technical and moral support; good personal relationships with the manager); co-workers (the degree of technical literacy of co-workers and the level of their social support); working conditions. Obviously, a deficiency of one (or several) factors can be partially (only partially) compensated for at the expense of others.

3) Stimulating productive behavior. Having recruited and retained potentially strong employees, the manager needs to take care of increasing the effectiveness and efficiency of their activities.

When talking about employee performance, in addition to monitoring the daily performance of assigned duties, it is necessary to consider the employee’s contribution to achieving the organization’s goals. It is possible to link the goals of the organization and the tasks set for the employee using a management system by goals.

From the point of view of efficiency, one should, first of all, encourage the correct actions of the employee, aimed at achieving the goals of the organization and meeting quality requirements. The correct actions that the organization expects from an employee must be known to him in the form of his assigned job responsibilities.

4) Control of labor costs. A well-thought-out incentive system allows an organization to control and effectively manage labor costs while ensuring the availability of the required employees.

5) Administrative efficiency and simplicity. The motivation system should be well understood by every employee and simple to administer, that is, it should not require significant material and labor resources to ensure its uninterrupted functioning.

In any case, effective and effective work employees, creativity, experience, dedication to the philosophy of the organization must be supported by a reaction on the part of the organization aimed at satisfying certain motives of employees. Work that does not meet these requirements should be discouraged and, in some cases, punished.

2. Main elements of the personnel motivation system

The main elements of the motivation system are needs, motives and incentives. In Table 1.2 we consider the elements of the motivation system in modern theories.

Table 1.2

Elements of the motivation system in modern theories

Needs
1. A. Maslow’s theory of needs
Physiological needs	– quality food; - pure water; – good living conditions; – favorable conditions for relaxation.			– fair salary; – housing loans; – sanatorium vouchers; – social package.
1.2. Needs for security	– protection from physical and moral dangers from the environment; - confidence that physiological needs will be satisfied.			– good moral and psychological climate in the team; – democratic management style of the leader; – health insurance; – assistance in extreme situations
1.3. Social needs	- communication; – imitation; – involvement; – solidarity, support, friendship, mutual assistance.			– opportunity to communicate; – democratic leadership style; – equal opportunities, “equality of chances”; - Hall of Fame; – giving thanks; – recognition of merit; – fairness in everything (in the distribution of work, assessments, rewards); – programs of cultural and recreational activities.
1.4. Needs for recognition and respect	– self-esteem; – personal achievements; – competence; – respect from others; – recognition.			- decent salary; – participation in management and decision-making; – expansion of powers; – personal benefits; – increase in the number of subordinates; – universal recognition and respect.
1.5. Needs self-expression	–realization of potential opportunities; – personal growth; – vocation; – self-expression; – curiosity; - creation; – invention; – innovation; - doing science.			– participation in management and decision-making; – participation in project groups; – ample opportunities for training and advanced training; – active growth careers; – provision of work according to interests, according to vocation; – professional guidance; – increasing the creative nature of work; – taking into account the personal qualities and abilities of the employee; – awards for innovation, inventions, discoveries; – nomination for state and international awards.
2. Theory of existence, connection and growth by K. Alderfer
2.1. Needs existence: physiological, security security, salary	– food, water, shelter, rest; – protection from physical dangers; - confidence that physiological needs will be satisfied.			– sufficient salary level; – payment for housing; - social package; – pension system; – health insurance.
2.2. Needs connections: establishing contacts, respect, appreciation personalities	- communication; – involvement; – support, friendship, mutual assistance.			– opportunity to communicate; – favorable psychological climate in the team; – equal opportunities; – giving thanks; - recognition of merit.
2.3. Needs growth: development creative potential, self-realization	– respect, recognition; – realization of potential opportunities; – personal growth; – self-expression, creativity.			– universal recognition and respect; – the right to implement their proposals; – opportunities for training and advanced training; - prizes for inventions.
3. The theory of acquired needs by D. McClelland
3.1. Need for power	– the desire to influence other people, to feel useful and important			– participation in management and decision-making; – expansion of powers; – increase in the number of subordinates.
3.2. Need for success	– participation in promising work; – achieving the goal; – prestige; – career development.			Providing initiative and broad powers; Reward for results; Participation in success; International recognition; Awarded the title "Best Employee of the Year".
3.3. Need for belonging	- communication; – imitation; – involvement; – solidarity, support, friendship.			– opportunity to communicate; – favorable social microclimate; – participation in management and decision-making; – holding meetings; – helping others; – business contacts.
4. The theory of two factors by F. Herzberg
4.1. Hygienic	- career advancement; – recognition and approval of work results; – high degree of responsibility; – opportunities for creative and business growth.			– good moral and psychological climate; – normal working conditions; – fair salary; – friendly atmosphere; – moderate control over work.
4.2. Motivations				– providing initiative and broad powers; – reward for results; – participation in success; – career planning; – fair remuneration; – providing a high degree of responsibility; – study and advanced training.
Process theories of motivation
5. V. Vroom's theory of expectations
5.1. Costs - results	– significance of the task; – task feasibility; – conducting the necessary consultations.			– evaluation of results
5.2. Reward Results	– certainty and timeliness of remuneration.			– trust in the leader; – efficiency of the enterprise.
5.3. Valence	– remuneration for achieved labor productivity.			– guarantee of remuneration; – exact correspondence of remuneration to work results.
6. S. Adams' theory of justice
		– compliance of remuneration with the average remuneration of other specialists for similar work.		Application of compensatory wages at the “market price” of the employee.
7. The concept of participatory management
		– awareness of the importance and significance of one’s work for the development of the enterprise		– participation in management and decision-making; - participation in projects; – self-control; – personal and group responsibility for results.

Source: Filatova, A.V. The essence and basic theories of motivation for personnel labor efficiency Fundamentals of economics, management and law. – 2012. – No. 1.

Let us define the terminological difference between “stimulus” and “motive”. Here are two definitions of incentive. Stimulus (lat. stimulus - goad, driver) - external urge to action, push, motivating reason. Stimulus is a physical agent (irritant) that affects a sensory organ (receptor).

The motive, according to Professor O.S. Vikhansky, is “inside” a person. That is, a motive is an ideal model of a need-significant object. Motivation is the process of influencing a person in order to encourage him to take certain actions by awakening certain motives in him.

Let's divide motivation into two types depending on the goal.

The first type is a system external influences on a person, which cause certain motives that encourage a person to carry out certain actions leading to a desired result for the motivating subject. With this type of motivation, you need to know well what motives can motivate a person to desired actions and how to evoke these motives.

The second type is more difficult. Motivation of this type forms a certain motivational structure of a person. This is a more labor-intensive and expensive way, but its results are in many ways superior to the first type.

Both of these types of motivation should not be opposed, but correctly combined.

An important element of the incentive process is the incentive. This is a kind of leverage over motives. Stimuli by themselves cannot cause action on the part of a person; they can only become a kind of “catalyst” of activity, which, in turn, is already determined by the motivational structure of the individual. Therefore, the effectiveness of incentives is determined by the specifics of a particular individual.

Let us consider the motivational models that have currently developed in modern management theories.

Only a well-developed motivation model, taking into account accumulated knowledge from the field of psychology, management, management theory, etc., will be able to function effectively and encourage both the team and a specific individual to achieve corporate goals.

Any motivation model includes incentive models. In management theory and practice, there is no ideal multifactor and multivariate incentive model that would meet all possible requirements. However, there are popular models that differ in focus and effectiveness.

The following models are widely used:

– carrot and stick;

– primary and secondary needs;

– internal and external rewards;

– factor model of stimulation;

– justice;

– expectations;

– social justice, etc.

Content theories of motivation are based on the identification of those internal drives (called needs) that make people act one way and not another. The prerequisite for the emergence of meaningful theories of motivation was the awareness by managers of some “illogicality” in the behavior of subordinates. The most significant thing in the theory of Maslow, as well as other researchers in this direction, was the identification of primary and secondary needs in the human incentive system. That is, an attempt was made to create some kind of unified scheme of the hierarchy of motives in human behavior, to understand why a person, feeling several needs at once, satisfies them in a certain sequence.

Expectancy theory, associated with the work of Victor Vroom, is based on the assumption that the presence of an active need is not the only and sufficient condition for motivating a person to achieve a particular goal. An equally important condition is the person’s assessment of the possibility that the achieved work result will lead to the satisfaction of the need. In a generalized form, the theory of expectations can be formulated as a doctrine that describes the dependence of motivation on two points: how much a person would like to receive and how much it is possible for him to get it, in particular, how much effort he is willing to expend for this. And the process of motivation is considered at two levels and consists of three blocks: effort, result and reward. Expectancy theory studies and describes the interaction of these three blocks, with effort viewed as a consequence and, to some extent, a result of motivation, and the immediate result as a function that depends on effort and the degree of its implementation. The central category of this theory is a category called expectation.

Expectations can be considered as a given person's assessment of the likelihood of a certain event. Effort-outcome expectations are the expected relationship between effort expended and results obtained. No less important are the expectations of the second level (results - reward).

The second category, which the theory of expectations operates on, is the results of the first and second levels. The results of the first level directly depend on the efforts of the employee and can be measured in kind, monetary, time forms or reflected in relative indicators(percentages, shares, growth rates, indices, etc.). The results of the second level are usually called remuneration, i.e. it is a measure of assessment of the employee’s work activity, which he expects to receive as a result of achieving certain work results. Unlike the results of the first level, remuneration is much more difficult to evaluate, especially expressed in material terms, since in addition to traditional monetary remuneration, the employee expects to receive other, non-material benefits - praise from superiors, respect from colleagues, self-realization, promotion.

Valence is the third main category of the theory of expectations, which reflects the extent to which a particular result of his activity is desirable and valuable for an employee, i.e. valence reflects the priorities of results and rewards for each specific individual. The results that the employee strives for, which he defines as the goal of his activity, indicate a positive valence, undesirable results that the employee tries to avoid have a negative valence; if a person is indifferent to the result, the valence is zero. It is important to note that valence is an individual indicator based on a system of values ​​and value orientations each specific person, therefore the problem of its assessment is one of the main problems of applying the theory of expectations in practice. The process of motivation according to expectancy theory is schematically presented in the figure.

Thus, the main provisions of the theory of expectations are as follows: this theory is subordinated to the idea of ​​​​searching for an answer to the question of how expectations affect the motivation of an employee and how motivation itself affects the results of the work activity of each individual employee. It is also argued that motivation (V. Vroom talks about the strength of motivation) is given by the product of three factors: first-level expectations (effort - result), second-level expectations (results - reward) and the valence of the second level results.

In the theory of social motivation, it is necessary to emphasize the position associated with the system of human needs as the main sources of individual activity.

The dynamic and directing functions of motivation are pointed out in their works by K. Madsen and J. Atkinson. The first function is expressed in imparting dynamism and strength to behavior, and the second in its organization.

G. Murphy and F. Allport consider motivation from the position of social determination. In particular, considering motivation as a set of motives, their system, G. Murphy notes that it depends on many social factors. The scientist includes loyalty to the group, fear of being funny, the desire to maintain one’s prestige, the need for social order, and teaching. In the process of learning, an individual acquires through assimilation such motives as the desire to be understood, the desire to be a leader, to lead others, to be led, to be guided, etc.

In the motivational structure, G. Murphy identifies three most powerful motives that subordinate other incentives: the desire for material wealth, for power, for prestige. These motives, generated by the typical conditions of bourgeois society, are, according to him, decisive in the social motivation of behavior; the motivational sphere of the individual mainly depends on them.

Thus, motivation is the result of a complex set of needs that are constantly changing. Positive motivation activates a person’s abilities and releases his potential, while negative motivation inhibits the manifestation of abilities and prevents the achievement of activity goals. In order to create real and effective motivation for his employees, the manager must determine what these needs actually are and find a way to satisfy them.

3. Basic methods of motivating and stimulating the work of personnel at the enterprise

The basis of motivation management methods are managerial (regulatory) influences. Based on the nature of their influence on people’s behavior, all influences can be divided into two groups: the first group defines passive influences that do not directly influence employees, but are created in the form of conditions regulating behavior in a team (norms, rules, behavior, etc.); the second group is active influence on specific employees and the team as a whole. In Fig. 1.2 presents a classification of motivation methods.

Rice. 1.2. Classification of motivation methods

Source: Vesnin, V. R. Management: textbook / V. R. Vesnin. – 4th ed., revised. and additional – M.: Prospekt, 2012.

Let's consider what can be attributed to each of the classification groups.

Economic methods of motivation are based on the fact that people, as a result of their use, receive certain benefits (direct or indirect) that increase their well-being.

The forms of direct economic motivation are:

Basic wages (a monetary measure of the cost of labor);

Additional remuneration (taking into account the complexity and qualifications of work, combination of professions, above-standard work, social guarantees of the enterprise);

Remuneration (determines the individual contribution of workers to the final results of production in specific periods);

Bonus (links the labor results of each structural unit of the organization and employee with the main criterion for the successful operation of the enterprise - profit);

Various types of payments (for example, payment for travel to the place of work and around the city; progressive payments for length of service; payments of several official salaries when an employee retires, etc.).

Of course, the motivational mechanism of remuneration plays a large role, but a constant increase in the level of remuneration does not contribute to maintaining labor activity at the proper level, as well as an increase in labor productivity. The use of this method can be useful for achieving short-term increases in labor productivity. Ultimately, a certain overlap or addiction to this type of influence occurs. Unilateral influence on workers through monetary methods alone cannot lead to a lasting increase in labor productivity.

Indirect economic motivation:

Provision of a company car for use;

Use of the organization's social facilities;

Use of holiday homes, children's health camps (for children of employees) on discounted vouchers;

Providing places in preschool institutions on preferential terms; purchasing products produced by the organization at prices below the selling price, etc.

Organizational methods of motivation include:

Motivation by goals (interesting goals);

Motivation by enriching the content of work (providing interesting, varied and socially significant work, with broad prospects for professional and job growth, increasing the employee’s independence and responsibility);

Motivation by participation in the affairs of the company (giving employees the right to vote in solving a number of problems, involving them in the process of collective creativity, real delegation of rights and responsibilities to them).

Moral and psychological methods of stimulation include the following main elements.

Firstly, creating conditions under which people would feel professional pride in their involvement in the assigned work and personal responsibility for its results.

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

Fourth, high praise, which can be personal and public. The essence of personal assessment is that particularly distinguished employees are mentioned in special reports to the management of the organization, introduced to them, and personally congratulated by the administration on the occasion of holidays and family dates. Public assessment involves the possibility of declaring gratitude, awarding valuable gifts, certificates of honor, badges, entering the Book of Honor and the Honor Board, conferring honorary titles, titles of the best in the profession, etc.

In modern management, more and more attention is paid to the corporate culture of an enterprise as one of the most important motivational incentives for personnel.

Corporate (organizational) culture is a set of ideas, views, values ​​shared by all members of one organization, which sets people guidelines for their behavior and actions. Its formation is influenced by several factors. As a rule, it is the character and views of the director of the enterprise that determine the style of relations between employees. In organizational culture, enterprise management is most interested in the mechanism of its influence on the behavior and work of organization members.

Management research shows that firms with a strong organizational culture achieve impressive results in the use of human resources. The most important task of a manager is to manage the motivation process in such a way that his behavior contributes to the achievement of the organization's goals.

Managers are always aware that it is necessary to encourage people to work for the organization, but at the same time they believe that simple material rewards are enough for this. In some cases, such a policy is successful, although in essence it is not correct.

People working in modern organizations, are usually much more educated and wealthy than in the past, so their motives for working are more complex and difficult to influence. There is no single recipe for developing a mechanism for effectively motivating workers to work. The effectiveness of motivation, like other problems in management activities, is always associated with a specific situation.

In addition, it must be borne in mind that the listed organizational and moral-psychological methods motivate differently depending on the length of tenure, but after 5 years, none of them provides motivation to the proper extent, so job satisfaction decreases.

Based on a generalization of practical experience in the field of motivation, a number of requirements for the organization of labor incentives have been identified:

1) Complexity - implies the unity of moral and material collective and individual incentives, the meaning of which depends on the system of approaches to personnel management, the experience and traditions of organizations.

2) Differentiation - means an individual approach to stimulating different layers and groups of workers.

3) Flexibility and efficiency - manifested in the constant revision of incentives depending on changes occurring in society and the team.

4) Availability - assumes that each incentive must be available to all employees.

5) Sensibility, that is, the presence of a threshold for the effectiveness of the stimulus, which varies significantly in different groups.

6) Graduality - assumes that material incentives are constantly being adjusted upward, which must be taken into account.

7) Minimizing the gap between the result of labor and its payment (for example, weekly wages, the introduction of an advance system).

To build motivation systems suitable for practical use by managers, the following elements can be proposed: material incentives; career and professional growth; recognition of achievements; optimization of corporate culture. The level of remuneration (including bonuses and benefits package) is the most important factor for employees, which affects the productivity and loyalty of people. The following types of financial incentives are used at food industry enterprises:

1. Salary.

A) The main part is a fixed salary (paid in full, provided there are no gross violations of labor duties).

B) Additional part, which includes: monthly bonuses; allowances for professional excellence; additional payments (for work at night, on weekends and holidays, for overtime work); part-time payment; additional payments for nursing mothers; additional payments for managing a department/team; compensation for unused vacation; additional payments to young specialists; surcharges for the use of personal vehicles, etc.

2. Bonuses are one-time payments, the amount of which (10–50% of the basic salary) depends on: length of service; salary size; general results of the department; personal contribution of each employee.

In addition to the above, the following types of bonuses are applied: annual, for absence of absenteeism, for individual merits, for length of service and target ones. Targeted bonuses include payments for quitting smoking, no sick leave, constant exercise, etc.

3. Profit sharing - this type of incentive, which applies to top managers and sales specialists (since their work affects the profitability of the enterprise as a whole). Depending on the financial success of the enterprise, a trust fund is formed (to which a percentage of the profit is allocated). The amount of remuneration (set as a percentage of the basic salary) depends on the level that these employees occupy in the company hierarchy.

4. Additional payments for sales and distribution department personnel - a tool that is designed to encourage employees to search for new markets for the company’s products and ways to maximize profits. These include payments that compensate for personal expenses of employees that are only indirectly related to work activities. For example, some companies reimburse travel expenses, not only for the employee himself, but also for his spouse.

The experience of Japanese food enterprises is interesting. Remuneration in Japan depends on three factors: the employee's length of service, his age ("life peaks") and the organization's performance. Taking these factors into account is also relevant for the Russian labor market:

A. Additional payments for length of service (10–35% of the established salary). It is assumed that after working in an organization for more than two years, people begin to work much more efficiently, bringing in significant profits.

The decision to increase an employee’s salary is made by his immediate supervisor (an important condition is the absence of disciplinary sanctions).

B. Linking the level of remuneration to the employee’s “life peaks” (for example, graduating from university, entering a job, wedding, birth of a child, renting or buying a home, etc.). Every significant event in a person’s life is usually accompanied by an increase in costs. If, at the same time, its expenses significantly exceed income, this can lead to a decrease in labor productivity, which, in turn, will negatively affect the financial results of the organization. HR specialists need to carefully monitor all the “peaks” in the life of each employee.

The decision on additional incentive payments due to changed life circumstances is made by the immediate supervisor together with the personnel department employees.

B. Taking into account the financial results of the organization’s activities when determining the level of employee remuneration. Some divisions of Russian companies use a system of so-called “floating salaries” (linked to financial results). In this case, the salary of the heads of individual divisions depends on indicators that they can influence: the dynamics of product costs, production volume, nomenclature, etc.

By using elements of the Japanese approach with traditional Russian types of incentives, the following results can be achieved: maximum utilization of production capacity; intensification of work to find and attract new customers; increasing the personal responsibility of each employee for the results of their work.

Since enterprises employ workers of different ages and qualifications who are at different stages of their careers, the motivation system must include a set of various tools. For example: the designer is more interested in high quality the product or technology it develops; top manager - the prestige of the organization, its position in the market and his participation in the profit of the enterprise, etc. The main needs of specialists who are at the stage of establishing a career (25–30 years old) are: self-affirmation, achieving independence and a level of payment that ensures a normal life labor.

Over time, the priority of needs changes: health, high wages and opportunities for self-expression, security and stability become more important. It is obvious that the use of unified corporate motivation tools will not ensure high management efficiency.

Next important element The motivation system is a subsystem of career and professional growth. The main tools here are targeted work to create a personnel reserve and career planning.

Career planning can begin with joint discussion and agreement between the manager and employee about career expectations.

It is important for the manager to understand who the employee sees himself after some time (for example, after 2-3 years), what areas are promising for him. It is necessary to give the employee a clear understanding of what knowledge, skills and competencies a promising applicant for the proposed position needs to have. In order to determine what an employee lacks now and where the area for improvement lies, it is necessary to conduct an assessment or certification of personnel. Here, the work on creating a “career tree” intersects with issues of personnel training and development.

At this stage, it is advisable to discuss the employee’s readiness to learn and participate in various projects in related areas, which is important from the point of view of his development. This approach demonstrates to the employee the company’s interest and attention to growth issues that concern the employee. However, it is necessary to minimize the risks associated with the employee’s high expectations and management’s unsupported promises.

In parallel, a system for working with the personnel reserve should be developed, including a mechanism for selecting high-potential employees.

Personnel assessment and drawing up individual development plans with their subsequent implementation are confirmation for the employee of his potential. The management of the organization must represent the vector of the company’s development in relation to career prospects employees - what vacancies will appear, when, where and how the organization will grow and what requirements will arise for employees in the future, based on the chosen strategy and development goals of the company.

The third element of the motivation system should be recognition of achievements. Work on this block should include: developing nominations and criteria for employee achievements; selection of communication channels to widely inform about employee achievements;

Non-material incentives include:

1. rewards and recognition: pennants, titles “best in the profession”, “manager of the year”, “manager of the year”. It is obligatory to present a badge and a valuable gift, written gratitude management of the company, entered in the work book. Even a compliment to an employee can be considered a form of encouragement;

2. rewards associated with a high assessment of the employee’s status, inviting the employee as a lecturer, advisor, etc.

The final link in the chain of actions to build a motivation system is attention to the corporate culture of the organization.

Thus, the construction of a motivation system involves, in practice, attention to four main points, but is not limited to them. The success of motivation is predetermined by an integrated approach to it, based on a deep and comprehensive study of the state of affairs in the organization and the motivational structure of the behavior of its personnel.

Conclusion for Chapter 1:

A person carries out certain actions in accordance with the pressure on him from a set of forces internal and external to him. The combination of these forces, called motivation, causes different reactions in people. Therefore, it is impossible to unambiguously describe the process of motivation. At the same time, based on empirical research, several concepts have been developed that describe factors influencing motivation and the content of the motivation process.

In modern management, active attempts are being made to revise classical theories of motivation in order to adapt them to the large modern structure of needs.

The use of various forms and methods of incentives will allow the company's management to create effective motivation for personnel to perform effectively, which, in turn, will contribute not only to the functioning, but also to the development of the enterprise. Therefore, the economic activity of an enterprise largely depends on the proper organization of financial and managerial work at the enterprise.

The success of any company largely depends on how completely and accurately the real state of affairs in the field of enterprise management has been analyzed. Economic reforms presuppose the approval of such economic conditions under which workers have a real opportunity to show their initiative and so that these conditions awaken their interest in working activities.

Today there is an increasing need to solve the problems of every person’s interest in quality and creative work for the benefit of the enterprise and society.

Motivation in personnel management is understood as the process of activating the motives of employees (internal motivation) and creating incentives (external motivation) to encourage them to work effectively. The purpose of motivation is to form a set of conditions that encourage a person to take actions aimed at achieving a goal with maximum effect. The motivation process can be simplified into the following stages: identifying needs, forming and developing motives, managing them in order to change people’s behavior necessary to achieve goals, adjusting the motivational process depending on the degree of achievement of results.

The personnel motivation system can be based on a wide variety of methods, the choice of which depends on the elaboration of the incentive system at the enterprise, the general management system and the characteristics of the activity of the enterprise itself. The classification of motivation methods, depending on the orientation towards influencing certain needs, can be carried out into organizational-administrative (organizational-administrative), economic and socio-psychological. Incentive methods can also be grouped into the following four types: economic incentives, management by objectives, labor enrichment, participation system.

The main trends in the development of personnel motivation systems of business entities in modern conditions are: focus on strategic approaches, attention to internal motives of work, implementation of a participatory approach to the motivational process, active development of economic and socio-psychological methods of stimulation, development, etc.

Sociological studies show that salary and individual bonuses have the greatest weight among forms of motivation, followed by various types of bonuses, with medical insurance, the possibility of obtaining loans and financial assistance standing out among others. The following motivational forms are also significant: a good moral climate in the team, a career, good working conditions, paid vouchers, social leave.

Of course, one of the main factors of material incentives is wages. It is its level that more than others determines the degree and quality of labor costs of the enterprise’s employees.

The payment system should create a sense of confidence and security in people, include effective means of incentives and motivation, and ensure the process of reproduction of expended energy (recovery of workers).

The following surcharges are possible:

Additional payment for difficult working conditions - in the amount and manner provided for by labor legislation;

Additional payment for combining professions (positions), expanding the service area, increasing production volume in the amount established by agreement between the administration and the employee;

Additional payment for work in the evening and at night - in the amount and manner provided for by labor legislation;

Additional payment for shift management;

Additional payment for overtime work;

Additional payment for weekends and holidays.

Bonuses are paid to employees on a monthly basis and are intended to encourage high-quality and timely performance of work duties, initiative and enterprise at work.

Employees are completely deprived of bonuses in the following cases:

Failure to perform or improper performance of labor duties provided for by job descriptions or technical instructions;

Committing a disciplinary offense;

Causing material damage the enterprise or damage to its business reputation;

Violation of technological discipline;

Violation of safety and labor protection rules, as well as fire safety rules.

Remuneration is used as the most important means of stimulating conscientious work. Individual earnings of workers are determined by their personal labor contribution, quality of work, production results economic activity and are not limited by the maximum size. The tariff system of remuneration is used as a basis.

Employees' wages consist of:

– official salary,

– additional payments,

– bonuses.

Among the methods of socio-psychological stimulation used at the enterprise, one should also mention the optimization of the workplace, the creation of rest rooms, the organization of general production holidays and others.

Thus, enterprise personnel management is carried out using a combination of administrative, economic and socio-psychological management methods. The basis of the personnel motivation system is laid by the use of organizational and technical methods that optimize the construction of a labor efficiency management system.

The stable amount of staff remuneration established at the enterprise prevents an increase in staff turnover and reduces the cost of finding new labor resources. In terms of the use of economic methods of incentives, the enterprise has reserves for improving the management process by improving the system of material incentives for personnel through the use of new forms of remuneration, in particular such methods of participatory management as participation of employees in the profits of the organization, participation of employees in management.

4. Directions for improving the labor motivation system

The goal of managing the current economic situation should be, first of all, to increase the interest of personnel in improving the performance of the enterprise in order to extract maximum profit during periods of significant increase in market capacity. To achieve the desired effect, it is necessary to change the existing system of personnel motivation by developing existing and introducing new forms of moral and material incentives through administrative, economic and socio-psychological management methods.

To increase staff interest in the performance of the enterprise, it is necessary to develop the following components of motivation:

1. Personnel services (all forms of social benefits, services and benefits provided to employees). Tools: occupational safety, health protection, creating conditions for rest and unloading, playing sports, caring for employees who need help. The workplace of enterprise personnel must be equipped with safety equipment. Employees of the company should be provided with services such as: vouchers for gyms and swimming pools.

Achievable goals: social security and integration with the enterprise, increasing labor activity.

2. Organization of the workplace (equipping workplaces with technical, ergonomic and organizational aids, taking into account the needs of workers). Tools: technical and organizational aids, physiological and psychological elements of working conditions.

Achieved goals: satisfaction with the state of the workplace, pleasure from work and better performance of the task.

3. Informing employees (providing employees with the necessary information about the affairs of the enterprise). Tools: production documentation, team meeting, work reports.

Achievable goals: awareness of the affairs of the enterprise, thinking and acting from the perspective of the interests of the enterprise.

4. Personnel assessment (a system of systematic and formalized assessment of personnel according to certain criteria). Tools: various methods for assessing labor results and employee capabilities.

Achievable goals: positive influence on behavior, responsibility for one’s actions.

5. Recommendations for improving the personnel motivation system at the enterprise

To create, change the existing system, build an effective system for motivating the work activity of employees, the management of the enterprise must begin by clearly understanding what it wants.

Management needs to stimulate the team to achieve its goals, not just by providing financial incentives, according to the principle of “equalization”, as is observed in this organization, but to use more effective methods of motivation that will be personally significant for each employee at different levels of management. This will give the organization a stable high quality of work and no staff turnover. Also, the management of the enterprise in the incentive system needs to take into account not only the results of work, but also the successful initiative of employees. People will work with enthusiasm and make new proposals. As a result, the company will have a team of like-minded people who will be able to implement the most interesting ideas.

In solving the problem of improving the motivation system at an enterprise, it is necessary to develop a reliable evaluation system, which should take into account factors such as professional knowledge, seniority and experience, mental and physical capabilities, working conditions and quality, and the employee’s contribution to the final result of the enterprise.

To eliminate shortcomings in the system of motivation and stimulation of personnel, it is possible to propose the introduction of a motivation system of a corporate grade system into the organization.

The experience of managers of successful companies shows that a clear system of salaries and rates, formed using specific evaluation parameters, allows:

Organize wages. Thanks to the principle of internal justice, it is possible to avoid imbalances and dispersion of salaries within the enterprise;

Increase controllability.

An assessment of existing positions is not an assessment of the personnel occupying a given position. It is not the person who needs to be assessed, but the sum of qualities necessary for a given position in the first place: whether a person is suitable for a given position is a question that is resolved during the certification process.

There are a number of ways to evaluate positions (ranking, classification). The most popular job evaluation system is the grade system. Grade (grade – “salary level”) – step (step) of the “salary structure” scale.

Each company determines the factors that are important to it, but three main groups of labor factors can be distinguished:

Knowledge and experience required for the job;

Efforts made (mental, physical);

Level of responsibility.

Other factors and subfactors are also identified. Depending on its specific needs, the company determines the significance of each group of factors, evaluates the importance of each of them, and assigns a certain weight to each factor.

Each grade can have its own social package or its own list of additional benefits (for example, payment for personal transport, mobile communications, travel vouchers, all kinds of loans, etc.). The grading system, based on the measurement of labor factors, avoids subjectivity in calculating wages: each employee can at any time receive a clear explanation of the origin of his wages.

The introduction of a grading system at an enterprise occurs in several stages, namely:

Preparation of the working group, study of the methodology;

Development of documentation (concept, position, etc.);

Job evaluation (questionnaire, interview, conversation);

Determination of job requirements, clarification of factors;

Distribution of factors by levels (ranking);

Assessment of each level;

Factor weight assessment;

Calculations of the number of points for each position;

Distribution of points by grade;

Establishment of official salaries and calculation of salary ranges;

Reproducing the graph and analyzing the results.

In order to build a grading system in an organization, it is necessary to select a group of experts (managers, top managers, HR managers, etc., who will evaluate positions.

Let's consider the main stages of implementing a grading system.

Step 1: The expert group identifies key factors for assessing the importance of positions. For example, positions may vary in level of knowledge, responsibility, issue resolution, level of communication, etc.

Step 2. Each factor/subfactor is divided into several levels (on average, 4-6) and for each level criteria for evaluation are determined (level recognition criteria).

Step 3. Each factor/subfactor level is assigned a coefficient (indicator) of significance when evaluating positions.

Step 4. Assessment of jobs (positions). The same group of experts evaluates all jobs (positions) based on the developed key factors.

Each level is assigned points depending on the degree of difficulty and manifestation of the level. In order not to complicate the calculation methodology, I will not assign large points to each level.

Therefore, in the example given, I evaluated the levels as follows:

A – 1 point;

B – 2 points;

C – 3 points;

D – 4 points;

E – 5 points;

F – 6 points.

To this end, the consultant conducts a series of structured interviews with people in positions different positions, as well as with their leaders. Documents describing job responsibilities (job descriptions) are used for analysis. Analysis and generalization of the received material allows us to obtain information for each position on key parameters that form the basis for classifying it to a specific grade. Sample Factor Research Questions.

Example: questions to assess the “knowledge and skills” factor.

What amount of knowledge is required to work in this position?

Does it boil down to a limited set of simple knowledge and skills that can be mastered in a few days (cleaning, packing, receiving visitors)?

Does this job require special education and practical training (such as camera work)?

What requirements does this position place on management functions?

Do they boil down to basic execution? etc.

Step 5. Each expert evaluates the position according to the identified criteria.

Step 6. Summary of job evaluation results:

Expert ratings for each position are averaged, taking into account the opinions of all members of the expert commission.

Based on the average score, a hierarchical ordering of jobs (positions) is carried out from general director to the courier.

Step 7. Formation of grades.

After we receive a list of positions ranked by criteria of importance for the company, it is necessary to determine the basic pay levels for various levels:

The number of grades is determined;

Determine the boundaries of the grade;

The steps within the grade are determined.

A prerequisite for this stage is the use of the same calculation rules for each factor during the assessment.

The total score for all other positions is calculated in the same way.

Step 8. Calculation of the number of points for each position (see Fig. 3.1)

Fig.3.1 Formulas for calculating the number of points

Published: 02/17/2019

• 1 Staff motivation – what is it?
• 2 Types of staff motivation
  • 2.1 According to needs
  • 2.2 By methods used
  • 2.3 According to the sources of motives
  • 2.4 By methods of stimulating personnel
• 3 Features of motivation for different types of employees
  • 3.1 Toolkit
  • 3.2 Professional
  • 3.3 Patriot
  • 3.4 Host
  • 3.5 Lumpen
• 4 How to motivate employees?
  • 4.1 Communication of plans to increase motivation
  • 4.2 Detailed study of the organization’s staff
  • 4.3 Analysis of the personnel motivation system
  • 4.4 Conducting a survey among employees
  • 4.5 Implementation of a motivation system and notification of employees
• 5 Non-standard methods of increasing motivation
  • 5.1 Arrangement of a place to relax in the office
  • 5.2 Award for good relations with colleagues
  • 5.3 Bonuses for holidays used for recreation
  • 5.4 Encouraging marriages between company employees
• 6 Is it worth contacting various organizations for motivational services?

For every enterprise manager, the issues of increasing profits and optimizing working conditions for personnel are the most pressing. These concepts are inextricably linked, because the well-being of the organization as a whole depends on the quality of work of each employee.

There are many ways to increase labor efficiency, among which staff motivation takes a leading place. It is aimed at stimulating company employees to work, developing personal growth and professionalism of each employee.

Staff motivation – what is it?

What is staff motivation in an organization? In essence, this is a set of measures designed to influence the self-awareness of company employees in order to encourage them to perform their work effectively and conscientiously perform their official duties.

The personnel policy of any enterprise cannot do without motivating its employees. Competent personnel management inevitably leads to an increase in income and contributes to the growth of professionalism of each person.

Let's imagine that the head of the organization does not show interest in the activities of employees, but at the same time demands that they fulfill their duties in full. As a rule, such companies provide a system of fines and other types of punishment for employees who make mistakes.

If a person is not motivated to work for results, he will do the work under duress. As a result, such employees simply serve their time at the enterprise in order to receive wages, without showing any desire to show results.

If management puts the motivation of its employees at the forefront of the company's management processes, then the team becomes united, and everyone brings some benefit. In addition, employees are clearly aware of their importance in the organization, they have the necessary conditions for personal growth and professional development, and they also receive moral satisfaction from their employment.

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In a modern enterprise, the personnel motivation system is designed to solve the most important tasks necessary to increase labor productivity. These include:

• stimulating labor efficiency of employees;
• creating comfortable conditions for retaining highly qualified specialists;
• increasing income from the activities of the enterprise;
• creating a team of professionals;
• attracting new people.

In order for the organization to develop steadily, the manager must create such working conditions for specialists high level, which will keep them on staff so that they do not go to competitors. Experience, as we know, is crucial; in addition, replacing a professional at an enterprise with one of the employees will require investing a considerable amount of money in training.

Attracting new forces to a team of professionals is one of the important tasks of any manager, and it will take a lot of effort to ensure that highly qualified personnel want to work for the company. To do this, applicants should be offered unique and effective methods of motivation, which will be fundamentally different from similar methods applied to personnel in competing companies.

Important: Any methods of motivating staff are aimed at fulfilling the main task of any company - increasing profits. This is facilitated by the exceptionally coordinated work of all team members.

Types of staff motivation

Let's consider the types of employee motivation.

According to needs

This type of motivation is based on the needs of the company’s personnel, and it can be material or intangible. In the first case, the management of the organization arouses the interest of employees with incentives, which are expressed in the payment of bonuses, salary increases, the accrual of all kinds of bonuses, etc.

This should also include non-monetary types of incentives in the form of payment for travel packages, trips to sanatorium treatment, and the issuance of certificates for receiving gifts. Non-material types of staff motivation can be status or labor.

The status look is also considered a psychological motivation, since a person is drawn to career and personal growth and wants to do responsible and more complex work. In addition, most enterprise employees strive for recognition of their professional qualities and increased social status.

Work motivation of personnel is aimed at people's interest directly in the work itself. To achieve this, the company’s management creates the necessary working conditions, optimizes the daily schedule, provides the opportunity to arrange time off for employees if necessary, and manage their own working time.

By methods used

In their work, the management of the organization can apply the motivation of workers according to the methods used. These include the following ways to interest a person:

• stimulating;
• normative;
• forced.

The first option creates the necessary conditions for staff through certain incentives aimed at inducing a person to perform the desired actions. Normative methods of motivating employees are associated with influencing consciousness using certain psychological techniques. This allows, through information or persuasion, to induce employees to perform certain actions of their own free will. As for the coercive method, the company's management can influence the consciousness of employees with its own power (authority) if someone does not fulfill the duties assigned to him. In contrast to the method of stimulating personnel, compulsory and normative types of motivation allow you to directly influence the consciousness of employees.

According to the sources of motives

Methods of motivating personnel of this type are external and internal, and they have a certain relationship. Extrinsic motivation helps motivate employees to perform certain actions with the help of external factors. For example, management can increase staff salaries, add some changes to the rules of human behavior in the workplace, and promote workers up the career ladder for a diligent attitude to work and strict fulfillment of assigned tasks.

Intrinsic motivation is directly related to the needs of each individual employee. It appears in cases where a person has an internal desire to improve the quality of the work performed, as well as his professional duties.

Important: despite the fact that high-quality personnel management is based on the principles of external motivation of employees, its maximum effectiveness can be achieved only if each of them has an internal motive. In turn, a person’s interest in performing a number of actions (improving the quality of work, realizing oneself as a professional in an enterprise, impeccably performing official duties, etc.) is influenced by both external and internal factors.

By methods of personnel incentives

You can stimulate company staff using positive and negative motivation. In the first case, management manages to interest employees in improving the quality of work using a system of incentives, and they can be both material and intangible. In each individual case, the possibility of increasing the salary supplement, the amount of bonuses, payment for employee training, social package, insurance, etc. is considered. The use of intangible methods allows you to increase the status of an employee, entrust him with the implementation of more complex projects in production, etc.

If an employee fails to fulfill his direct duties, the organization’s management may resort to methods of negative motivation. Financial penalties in the form of fines, as well as psychological impact, are applied to a negligent specialist. For example, a person may be transferred to unskilled labor or a position with a lower salary. This should also include reprimands and warnings, which may appear in each employee’s personal file.

Features of motivation of different types of employees

Depending on how a person feels about his work, it is customary to distinguish between certain categories of employees. In order to most effectively select a motivation method for a specific person, the head of the organization, as well as HR managers, need to know what types of personalities exist. To do this, it is enough to take a close look at people and analyze the behavior of each person.

Tools

Employees in this category represent a certain type of people who consider the size of their salary to be the main thing in their work. As a rule, such workers do not take an active part in the life of the company, and also do not attach significance to the events taking place in the team.

Despite this, such specialists can have quite good relationships with their colleagues, and they often enjoy the respect of their colleagues. Employees of the “toolkit” type do not value the moral and ethical values ​​of the company, moreover, if a more lucrative job offer is received from a competing company, they will not hesitate to write a letter of resignation and will not regret it.

In most cases, “toolmen” take their official duties responsibly and are highly qualified specialists. Managers of enterprises that employ such personnel will be interested in learning how to interest them in working for the benefit of the company. The answer is quite simple – of course, money.

Instrumentation employees will work with high efficiency if their salary is significantly increased, bonuses and all kinds of bonuses are paid. Please note that such people normally respond to healthy criticism about mistakes in their work, and therefore react adequately to penalties if they were received through their fault.

Professional

From the name itself, it is clear that professionals see work as a means of self-expression, and besides, it should bring them great pleasure. Highly qualified personnel are happy to solve the most complex production tasks. In addition, professionals love to work with innovations, new equipment and unknown technologies. Often their interest in the project allows them to short time perform large volumes of work.

The main motive of a professional employee is passion for the work performed and his own importance in the team. For this reason, the level of income for such people fades into the background. How to increase the motivation of professionals in an enterprise? As practice shows, you can interest them by elevating them to the rank of generally recognized experts in a certain field. To do this, it is necessary to constantly consult with such an employee, emphasize his contribution to the development of the organization, and also, at every opportunity, highlight the professional qualities of this person in the team.

Patriot

Patriotic employees practically live their work, and they also feel like a significant and integral part of the organization. Such people do not separate their own success from the success of the company in which they work. The most important thing for such personnel is to know that their contribution to the development of the enterprise is significant.

Patriots often enjoy authority among their colleagues and are recognized leaders (experts) in a certain field. To motivate such individuals, the company management needs to equally offer them some material reward, as well as in every possible way emphasize the importance (literally indispensability) of a certain specialist.

Master

Independence is the main thing for employees belonging to the “master” type, even though people work in hired jobs. It should be borne in mind that such a contingent does not accept any type of control over their activities.

In addition, the “owners” carry out their official duties very scrupulously, are highly qualified specialists, and often take responsibility for what is happening in the team, especially when it comes to making risky decisions.

As a rule, monetary incentives and salary come in the background for such people. The main motive of the “owner” will be full recognition of his authority, professional qualities, as well as the ability to independently make important decisions.

Lumpen

In the literal sense of the word, lumpen employees are “amoebas” in production. This contingent may make up the majority of employees, especially when it comes to large manufacturing companies. Lumpens are inactive, lack initiative, they are not interested in career growth, they do not strive to develop in the company as professionals and pursue the only goal - to minimize their own efforts in their place and wait for the end of the working day as soon as possible.

What motivation of employees in the organization will be effective in this case? As practice shows, it is quite difficult to interest lumpen people in work. About such people we can say that they:

• not interested in improving personal well-being;
• do not strive to build a successful career;
• do not need various encouragements and signs of gratitude.

Nevertheless, it is possible to influence uninitiated employees through an authoritarian (hard) management style and increased control over their actions, since the only thing that can make the lumpen worry is the fear of being punished and losing their job.

How to motivate employees?

How is employee motivation systems developed in practice at an enterprise? Let us analyze step by step an approximate scheme of actions that will encourage employees to take certain actions. Let us immediately note that it can be adjusted, since, depending on the specifics of the company’s work and the type of workers, unforeseen situations may arise.

There are a huge number of ways to motivate a person to perform their job duties efficiently and cope with the assigned tasks. We will highlight the most effective of them, which will allow business managers and HR department employees to create their own staff motivation program.

One of the most powerful motivators is salary. The higher its level, the better the quality of work within the company will be performed. The next thing you need to pay attention to is the respect of the organization’s management for each employee, regardless of their position. If a company director addresses his subordinates by name, this significantly increases his authority in the eyes of the staff. In addition, a person subconsciously understands that he is valued and is not treated like a faceless creature.

Employee praise increases productivity in a team. This method does not require financial investments, and every person will be pleased that his efforts do not go unnoticed. To motivate employees to improve their productivity, they should be offered additional rest. For example, at the end of the week a person proved himself to be the most productive employee, so on Friday he can go home from lunch.

Rewarding with valuable or memorable gifts is one of the effective ways to increase the desire of staff to work for the benefit of the enterprise. Such events can be timed to coincide with holidays and other memorable dates. Effective ways to motivate employees also include:

• providing specialists with the opportunity to perform a certain amount of work at home;
• awareness by employees of the real prospects for promotion;
• employee expressing his own opinion;
• obtaining a beautiful title for the position held;
• gratitude to a person in the presence of a team;
• advanced training at the expense of the enterprise;
• organization of corporate events.

Some companies already practice allowing a person to perform certain type work at home. At the same time, he has the opportunity to work in comfortable conditions, and the schedule for visiting the workplace is agreed upon in advance with management.

As practice shows, along with wages, a good effect for motivating staff is the opportunity for career advancement. For this reason, every person should understand that the speed of obtaining a new status depends on the quality of his work.

An employee who feels proud of his job title will always be interested in the quality of the work performed. Feel the difference - a nurse and a junior nurse, the head of the HR department and the HR director, a senior sales agent and a supervisor.

If an employee is publicly thanked, he will continue to strive to perform his duties flawlessly. In addition, healthy competition will arise within the company’s team, because almost everyone wants management to pay attention to them.

An excellent method to interest a person in improving his own skills and productivity is to provide him with the opportunity to learn at the expense of the organization. By this, management expresses a direct interest in a specific employee, which again will make him realize his importance to the company.

Organizing corporate events at the expense of the enterprise is a good incentive for its employees. In this case, employees have the opportunity to communicate with each other in an informal setting and have a good rest. Corporate tours abroad or to interesting places For active rest, because people feel cared for by the company and are often tuned in to a positive result.

We also note that the staff can be interested various forms incentives. For example, employees who show the most best result at the end of the month, can count on payment for services mobile operators, covering travel expenses, receiving a free subscription to a sports club, etc.

Communication about plans to increase motivation

The main task of the company's management is to convey to each employee the common goal that the company faces. For this purpose, a certain system of incentives and motivation for employees is created, which is aimed at improving the qualifications of personnel and the implementation of certain actions by all departments. This must be done so that each team member feels like an integral part of the common cause.

Detailed study of the organization's staff

The correct choice of methods of influencing personnel cannot be made without a thorough study of the team. To do this, the company's management must analyze what people are interested in, how they live, what life problems and difficulties exist in the workplace.

To simplify this process, you can resort to a questionnaire and ask employees to answer all questions as honestly as possible. It is important to include in the list of questions those that will provide information about the desire of employees to move up the career ladder, ways to optimize production processes, and personal aspirations of the staff.

Important: By conducting a survey, you need to find out how well the company meets the needs of each employee. It is imperative to take into account the opinion of each team member, so it would be a good idea to ask your colleagues’ wishes for improving work processes. It is recommended to conduct the survey anonymously in order to obtain up-to-date information, analyze weaknesses in the company’s activities and improve the productivity of each person.

Analysis of the personnel motivation system

An integrated approach to motivating employees will quickly achieve the desired result. It is important to study how similar impact on employees is carried out in competing companies. Let's consider popular programs that can effectively interest employees of organizations:

1. Imago. This method involves asking colleagues to come up with effective, in their opinion, solutions that will improve the organization’s performance. When the data is ready, the company’s management analyzes the results obtained, after which employees who have proven themselves receive a monetary reward or promotion.
2. Golden fever. This method has become widespread in departments specializing in sales. finished products manufacturing enterprises. The idea is as follows: in the branches of companies, competitions are organized in terms of the volume of goods sold or a specific product line. The winning team receives a bonus for its actions, and its success can be used as a role model for the company's future work.

Conducting a survey among employees

We considered a similar task above in the paragraph “Detailed study of the organization’s staff.” It is important to understand that, relying on the opinion of staff, you can easily develop the most effective motivation system. IN mandatory it is necessary to take into account the specifics of the work of each of the divisions of the enterprise, including regional representative offices.

Implementation of a motivation system and notification of employees

As soon as the motivational system for the company’s personnel is ready, it must be implemented. To do this, it is recommended to bring colleagues up to date by talking about its specific goals, as well as the deadlines for implementation.

It is important to convey information to employees about proposed changes in the operation of the enterprise; in addition, the system must be specific in its actions, fair and not arouse suspicion among people that they may be deceived.

Non-standard methods of increasing motivation

Using innovative ways to engage employees produces impressive results that ultimately impact the well-being of the company. It is necessary to understand that a person is designed in such a way that during a break between work he wants to be distracted for a while and be in conditions that are comfortable for him.

Setting up a seating area in the office

Since a person spends a significant time of his life at work, he requires the necessary conditions for relaxation. Company employees have the right to have lunch, drink coffee or tea during breaks, so organizing a relaxation area is an important condition for motivating staff. Please note that even a short break and communication with colleagues in an informal setting contribute to rapid restoration of strength, after which a person can continue to work effectively.

Award for good relations with colleagues

It is no secret that high labor productivity is achieved only by those teams that are a well-coordinated team of like-minded people. For this reason, the company’s management must create all the conditions for the formation of a microclimate and mutual assistance between employees.

Why is it important to reward people for having excellent relationships with their colleagues? The answer is simple: when a person feels a friendly atmosphere in a team and has the opportunity to receive bonuses for communicating with colleagues, it will be very difficult to lure him to another organization. This is especially true for highly qualified specialists whom competing firms want on their staff.

Bonuses for holidays used for holidays

It is known that many workers various companies prefer monetary compensation to vacation. Some people never go anywhere on vacation, while doing repairs or other things.

Be that as it may, a person is obliged to fully rest, which contributes to his recovery and improvement of labor productivity. Many enterprises practice paying compensation for time spent in sanatoriums or rest homes. To receive money, an employee only needs to present a voucher or used travel documents.

Encouraging marriages between company employees

Is it worth saying that in developed countries family relationships (values) are above all else? Many companies are introducing incentives for marriage among their employees. This is easily explained by the fact that a team consisting of married couples is distinguished by the warmth of their relationships and high levels of labor productivity.

Many well-known Japanese companies can serve as an example of this type of motivation. The same applies to organizations in different countries of the world, but do not confuse relationships between people who decide to start a family and banal romances in the workplace.

Is it worth contacting various organizations for motivation services?

This question can be answered unequivocally – yes, it is worth it. This is primarily due to the fact that companies that provide services for organizing business management systems also provide professional training for HR specialists.

For clarity, let’s look at several companies that provide professional services for creating motivational systems at enterprises. Among them, one of the leaders is “As a Gift”. They have been operating on the market for more than 10 years, and during this time experienced specialists have trained personnel from well-known foreign and domestic companies (Beeline, Yandex, Mercedes-Benz, Rosneft, etc.). Vpodarok has a number of advantages:

• prompt resolution of problems related to the work of personnel;
• affordable prices for services provided;
• professional approach to each client.

You should also highlight the MAS Project company, which will help you effectively set up your business and bring it to perfection. new level development.

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As you can see, staff motivation within each organization is a carefully planned step-by-step process that is designed to interest people in doing quality work and achieving their goals. It is important to understand that employee management is not only about finding effective methods of motivation, but also about preserving their effectiveness.

Have you read it? Now look at the 10 rules for success in business from the brilliant businessman Jack Ma
His wife and friend helped him raise his starting capital of $20,000. He is the first mainland Chinese businessman to be featured on the cover of Forbes magazine. He is the richest person in China and the 18th richest person in the world. His fortune is estimated at $29.7 billion. His name is Jack Ma and he is the founder of Alibaba.com and here are his 10 rules for success:

Hello! In this article we will tell you everything about staff motivation.

Today you will learn:

1. What is motivation and why to stimulate employees.
2. What types of motivation exist.
3. The most effective ways encourage employees to perform their duties efficiently.

Concept of staff motivation

It is not often that you meet a person who is completely and completely satisfied with his job. This is because people often occupy positions not according to their calling. But it is within the power of the manager to make sure that the work process is comfortable for everyone, and that employees perform their duties with pleasure.

Successful businessmen know firsthand that their employees need to be stimulated and encouraged in every possible way, that is, motivated. Labor productivity, the quality of work performed, the company’s development prospects, etc. depend on this.

Motivation of personnel in the organization – These are activities aimed at a person’s subconscious, when he has a desire to work effectively and perform job duties efficiently.

For example, imagine a team where the boss does not care about his subordinates. It is important to him that the work is completed in full. If an employee fails to do something, he will be fined, receive a reprimand or other punishment. In such a team there will be an unhealthy atmosphere. All workers will work not at will, but under compulsion, with the goal of...

Now let’s consider another option, where the employer motivates the staff in every possible way. In such an organization, all employees are likely to have friendly relations; they know what they are working for, are constantly developing, benefit the company and receive moral satisfaction from this.

A good manager simply must be able to stimulate staff. Everyone benefits from this, from ordinary employees to the highest management of the company.

Personnel motivation goals

Motivation is carried out in order to unite the interests of the enterprise and the employee. That is, the company needs high-quality work, and the staff needs a decent salary.

But this is not the only goal pursued by employee incentives.

By motivating employees, managers strive to:

• Interest and attract valuable personnel;
• Minimize the number of people leaving (eliminate “staff turnover”);
• Identify and deservedly reward the best employees;
• Monitor payments.

Theories of personnel motivation

Many aspiring businessmen thinklessly approach solving motivation issues. But in order to achieve the desired results, it’s not enough just. It is necessary to analyze the problem and move on to its competent resolution.

To do this, it is necessary to study the theories of motivation of famous people. We will look at them now.

Maslow's theory

Abraham Maslow argued that in order to effectively motivate your employees, you need to study their needs.

He divided them into 5 categories:

1. Physical needs– this is a person’s desire to satisfy his needs at the physiological level (drink, eat, relax, have a home, etc.).
2. The need to be safe– all people strive to be confident in the future. It is important for them to feel physical and emotional safety.
3. Social needs- Every person wants to be part of society. He strives to have a family, friends, etc.
4. Need for recognition and respect– people strive to be independent, recognized, have status and authority.
5. The need to express oneself– a person always strives to conquer heights, develop as a person, and realize his potential.

The list of needs is compiled in such a way that the first item is the most important, and the last is less significant. A manager doesn't have to do everything 100%, but it is important to try to address every need.

McGregor's "X and Y" theory

Douglas McGregor's theory is based on the fact that people can be controlled in 2 ways.

Using theory X, control is carried out using an authoritarian regime. It is assumed that the team of people is disorganized, people hate their work, shirk their duties in every possible way, and need strict control from management.

In this case, in order to improve work, it is necessary to constantly monitor employees, encourage them to conscientiously perform their job duties, and develop and implement a system of punishments.

TheoryY radically different from the previous one. It is based on the fact that the team works with full dedication, all employees take a responsible approach to fulfilling their duties, people organize themselves, show interest in work, and strive to develop. Therefore, managing such employees requires a different, more loyal approach.

Herzberg Theory (Motivational-Hygiene)

This theory is based on the fact that doing work brings satisfaction or dissatisfaction to a person for various reasons.

An employee will be satisfied with his job if it contributes to his self-expression. Personnel development depends on the possibility of career growth, the emergence of a sense of responsibility, and recognition of employee achievements.

Personnel motivation factors that lead to dissatisfaction are associated with poor working conditions and shortcomings in the company's organizational process. This could be low wages, poor working conditions, an unhealthy atmosphere within the team, etc.

McClelland's theory

This theory is based on the fact that people's needs can be divided into 3 groups.

1. Employees' need to manage and influence other people. People with this need can be divided into 2 groups. The first ones simply want to control others. The latter strive to solve group problems.
2. Need for success. People with this need strive to do their job better every time than the previous time. They like to work alone.
3. The need to be involved in some process. These are employees who want recognition and respect. They love to work in organized groups.

Based on the needs of people, it is necessary to introduce the necessary incentive measures.

Process theory of employee stimulation

This theory is based on the fact that a person wants to achieve pleasure while avoiding pain. The manager, acting according to this theory, should reward employees more often and punish less often.

Vroom's Theory (Expectancy Theory)

According to Vroom, the peculiarities of personnel motivation lie in the fact that a person performs the work that, in his opinion, will satisfy his needs with the highest quality possible.

Adams theory

The meaning of this theory is as follows: human labor should be rewarded accordingly. If an employee is underpaid, then he works worse, and if he is overpaid, then he works at the same level. Work performed must be fairly compensated.

Types of staff motivation

There are many ways to motivate employees.

Depending on how you influence your subordinates, motivation can be:

Straight– when the employee knows that if the work is done quickly and efficiently, he will be additionally rewarded.

Direct motivation, in turn, is divided into:

• Material motivation of staff– when an employee is stimulated, bonuses, cash rewards, trips to sanatoriums, etc.;
• Non-material motivation of personnel– when the work of employees is recognized by management, they are given certificates, memorable gifts, working conditions are improved, and adjustments are made work time etc.

Indirect– in the course of stimulating activities, the employee’s interest in work is renewed, he feels satisfaction after completing a task. In this case, employees have a stronger sense of responsibility, and management control becomes unnecessary.

Social– a person understands that he is part of a team and an integral part of the team. He is afraid of letting his colleagues down and does everything to complete the tasks assigned to him as efficiently as possible.

Psychological– a good and friendly atmosphere is created for the employee within the team and the company itself. A person should want to go to work, participating in the production process, he should receive psychological satisfaction.

Labor– stimulation methods aimed at human self-realization.

Career– when the motivation is to move up the career ladder.

Gender– the employee is motivated by the opportunity to brag about his successes to other people.

Educational– the desire to work arises when an employee wants to develop, learn something, and be educated.

In order for staff motivation methods to bring the desired result, it is necessary to use all types of employee incentives in combination.

Basic levels of staff motivation

All people are unique and individual. Some are careerists and the prospect of career growth is very important to them, while others prefer stability and lack of change. Based on these considerations, managers must understand that methods of stimulating employees must be selected individually for each employee.

There are 3 levels of motivation:

1. Individual motivation– The employee’s work must be paid decently. When calculating the amount of payments, the knowledge, skills and abilities that the employee possesses must be taken into account. It is important to make it clear to the subordinate that if he performs his duties well, he will receive a promotion.
2. Team motivation– a group of people united by one cause and goal works more efficiently. Each team member understands that the success of the entire team depends on the effectiveness of his work. When motivating a group of people, it is very important that the atmosphere within the team is friendly.
3. Organizational motivation– the entire team of the enterprise needs to be united into one system. People must understand that their organization is a single mechanism and a positive result depends on the actions of everyone. This is one of the most difficult tasks for a leader.

Systematic approach to personnel motivation

In order to competently carry out incentive activities, it is necessary to remember that motivation is a system consisting of 5 stages.

Stage 1. Identifying the problem of staff motivation.

In order to understand what kind of motivational activities to carry out, the manager needs to analyze the motivation of the staff. To do this, you need to conduct a survey (it can be anonymous) and identify what your subordinates are dissatisfied with.

Stage 2. Implementation of management, taking into account data from the analysis of motivation and its goals.

When motivating employees, management must work closely with staff. Based on the research data, implement those methods that will bring benefits specifically to your enterprise.

For example, if the majority of employees are not satisfied with the length of the working day at the enterprise, then changes need to be made in this direction.

Stage 3. Influence on employee behavior.

When carrying out activities to motivate staff, it is necessary to monitor changes in employee behavior.

Employees will change it if:

• Management will accept constructive criticism;
• Reward employees in a timely manner;
• Demonstrate correct behavior by example;
• They will be taught the required behavior.

Stage 4. Improving the staff motivation system.

At this stage, it is necessary to introduce non-material methods of stimulating employees. Workers need to be convinced of the need to increase their productivity. The manager must “ignite” the subordinate and find an individual approach to each.

Stage 5. A well-deserved reward.

The company should develop a system of bonuses and incentives. When employees see that their efforts are rewarded, they begin to work better and more productively.

Methods and examples of staff motivation

There are many ways to motivate employees. But before you put them into practice, think about which incentive methods are suitable specifically for your production.

We have compiled the TOP 20 best methods of motivation, from which each manager will choose a method that is suitable specifically for his production.

1. Salary . This is a powerful motivator that forces an employee to do his job well. If wages are low, it is unlikely that this will inspire workers to devote 100% to the production process.
2. Praise . Every person who conscientiously performs his work is pleased to hear that his work did not go unnoticed. The manager needs to periodically analyze the work of employees and not neglect praise. Using this method, you don’t spend a penny, but increase your productivity significantly.
3. Address employees by name . For the authority of the director of the company, it is very important to learn the names of all employees. By addressing a person by name, a leader shows his respect for his subordinate. The employee understands that he is not just a faceless secretary or cleaning lady, but a person who is valued.
4. Additional rest . Some enterprises encourage workers to do their work faster and better by offering additional rest. For example, an employee who showed the best result at the end of the week may leave work several hours earlier on Friday. Thus, passion and zeal to be a winner awakens in the team.
5. Awarding with memorable gifts . On the occasion of any memorable dates, you can present your employees with memorable gifts. These may be trinkets, but if you engrave it, then the employee will probably show off such a sign of attention to his friends for the rest of his life.
6. Promotion prospect . All employees must understand that if they perform their work well, they will receive a promotion. The prospect of moving up the career ladder is as motivating as material rewards.
7. Opportunity to express your opinion and be heard . In any team, it is important to give all employees the opportunity to express their opinions. But it’s not enough to just listen; management must also listen to the advice and wishes of its employees. This way, employees will understand that their opinions are taken into account and listened to.
8. The opportunity for each employee to personally communicate with the company’s management . All managers, first of all, must understand that they are the same people as their subordinates. Directors only organize the production process, and the execution of work depends on their subordinates. Therefore, it is regularly necessary to organize personal meetings with employees, where important issues on a variety of topics can be raised.
9. Hall of Fame . This immaterial method motivation, which greatly improves labor productivity. To implement it, it is necessary to create an honor board where portraits of the best employees will be posted. Thus, production competitions are created that stimulate workers to improve their production performance.
10. Provide the opportunity to fulfill your . This method is only suitable for individual companies. If an office employee has routine work that he can do without leaving home, he can be asked not to come to his workplace at certain days. But the main condition will be high-quality performance of job duties.
11. Nice job title . Each profession and position is good in its own way. But if you designate a nurse in a medical institution as junior nurse, then a person will not be ashamed to say who he works for.
12. Corporate events . Many enterprises organize parties on the occasion of major holidays. At these celebrations, people communicate in an informal setting, relax, and make new acquaintances. Corporate events help distract employees and demonstrate the company's care for them.
13. Public thanks . You can praise an employee not only personally. It's best to do this publicly. This idea can be implemented in several ways. For example, announcing the best employee on the radio, through the media or public address system at the enterprise. This will encourage others to do better so that everyone knows about their results.
14. Providing discounts . If a company produces a product or provides services, then a discount can be provided for employees of this company.
15. Accrual of bonuses . Material incentives are an effective method of motivating staff. Employees need to set a goal, upon reaching which they will receive certain additional payments to the basic salary in the form of bonuses.
16. Motivational board . A simple but effective method of motivating employees. To implement the idea, it is enough to draw a graph of the productivity of each participant in the production process on the demonstration board. Employees will see who performs better and will strive to become a leader.
17. Training at company expense . It is important for many employees to improve and... By sending employees to seminars, conferences, trainings, etc., the manager shows his interest in the professional growth of his subordinate.
18. Payment for a subscription to a sports club . From time to time, teams can organize production competitions, at the end of which the best employee will receive a subscription to a fitness club.
19. Coverage of transportation costs, payment for communication services . Large companies often motivate their employees by paying for their transportation costs or cell phone service.
20. Creating a bank of ideas . At an enterprise, you can create a bank of ideas in the form of an electronic mailbox. Anyone can send letters to it with their suggestions. Thanks to this, each employee will feel important.

Increasing the motivation of personnel in certain professions

When developing motivational measures, it is important to take into account the profession of workers and the type of employment.

Let's look at an example of motivating workers in some professions:

Profession	Motivation methods
Marketer	Provide the opportunity to make decisions independently; Pay a bonus (a certain percentage of sales)
Manager	Organize production competitions with other managers; Give bonuses depending on sales volumes; Link wages to company profits
Logistician	For people in this profession, wages most often consist of a salary and a bonus. Moreover, the salary is 30%, and 70% are bonuses. They can be motivated by the size of bonuses. If their work did not cause failures, then the bonus is paid in full

Non-standard methods of modern personnel motivation

In the Russian Federation, non-standard methods of stimulating labor are rarely used. But nevertheless they bring good results.

Not long ago, a survey was conducted in which office workers from different parts of Russia took part. They answered questions: what bonuses they would be happy with and what they want to see in the workplace.

Most people preferred:

• Office kitchen;
• A machine where everyone can make their own coffee for free;
• Soul;
• Recreation room, bedroom, smoking room;
• Exercise machines;
• Massage chair;
• Tennis table;
• Cinema hall;
• Scooters.

The fair sex preferred massage chairs and gyms, and representatives of the stronger sex – entertainment ( tennis table, scooters, etc.).

Professional assistance in motivating employees

If you are a young manager and doubt the correctness of developing staff motivation, you have 2 options to get out of this situation.

1. You can contact special organizations who, for a fee, will develop a motivation system and successfully implement it in your company.
2. Or enroll in a business school where they will teach you the basics of management.

What will good employee motivation bring?

If a manager properly stimulates his employees, then within a few weeks a positive result will be noticeable.

Namely:

• Employees begin to take a more responsible approach to performing their job duties;
• The quality and productivity of labor increases;
• Production indicators are improving;
• Employees develop a team spirit;
• Personnel turnover is reduced;
• The company begins to develop rapidly, etc.

If you are a new entrepreneur, you must properly motivate your employees:

• First, always encourage your subordinates to get the job done;
• Second, ensure that employees' basic needs are met;
• Third, create comfortable conditions labor;
• Fourth, be loyal to your employees.

In addition, use the following tips:

• Take an interest in the lives of your subordinates, ask about their needs;
• Do not scold employees with or without reason. Better help them do the work that the employee can’t handle. After all, the failures of employees are the failures of managers;
• Do analysis periodically. Conduct surveys, questionnaires, compile work diaries and internal reporting;
• Pay unscheduled bonuses and incentives.

Conclusion

The role of staff motivation in any enterprise is quite large. It is within the power of the employer to create such working conditions where the employee wants to work with full dedication. The main thing is to competently approach the development and implementation of incentive methods.

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