Motivation of behavior in the process of work. Motivation of work behavior Self-esteem tests

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NOU VPO Institute of Business Management and Law

College of Rational Learning

Coursework on the topic:

"Motivation of behavior in the process of work"

in the discipline "Human Resources Management"

Completed by: stud.gr. K3M1

Mamedova K.Sh.

Checked: Ken. Tagaev A.V.

Rostov-on-Don

INTRODUCTION

1. THEORETICAL FOUNDATIONS OF THE SYSTEM OF MOTIVATION OF STAFF OF THE ORGANIZATION

2. ANALYSIS OF THE CURRENT MOTIVATION SYSTEM AT IP “DERANOVSKY”

2.1 Characteristics of the enterprise IP Deranovsky

2.2 Economic activity of IP Deranovsky

2.3 Features of building a system of payment and labor incentives at IP Deranovsky

3.1 Study of job satisfaction of employees of IP “Deranovsky”

3.2 Development of an action plan to improve labor motivation of employees of IP “Deranovsky”

CONCLUSION

LIST OF REFERENCES USED

INTRODUCTION

The formation of a market economy in Russia creates conditions under which the importance of the human factor in production and business increases: knowledge, experience, and skills of workers become the main source of efficiency and competitiveness of business organizations.

Today, workforce motivation is one of the important strategic directions of enterprise development. Motivation is aimed at the most effective use of employee abilities in accordance with the goals of the enterprise and society, by creating a creative workforce capable of change, development and renewal.

To ensure effective work of staff, it is necessary to create an atmosphere of constructive cooperation in which each member of the team is interested in the fullest realization of their abilities. Creating such a socio-psychological atmosphere is the most difficult task of personnel management. It is solved on the basis of developing a motivation system, assessing labor results, and choosing a management style.

Given the current economic situation in Russia, the topic of this graduation project is relevant, since among the complex of management problems, the problem of improving the company’s personnel management plays a special role. The task of this area of management is to increase production efficiency through the comprehensive development and reasonable use of human creative powers, increasing the level of his qualifications, competence, responsibility, and initiative.

The key place is occupied by identifying ways to increase productivity, ways to increase creative initiative, as well as stimulating and motivating employees.

The results-oriented leader consciously bases his activities in managing individuals and groups on a thoughtful idea of \u200b\u200bthe person, which he strives to constantly develop.

The appearance of a modern manager is determined by ideas about work and the resulting motivation systems and employee attitudes to work. Changing ideas about the content and nature of work, free time and quality of life place new demands on personnel management. Personnel training and ongoing education are becoming increasingly important. The relevance of training management personnel at all levels is especially increasing.

At the present stage of development of entrepreneurship in Russia, the topic of the course work is relevant and very important, since human resources are the most decisive factor in the success of any business.

Based on the above, this thesis examines the main theoretical issues of the mechanism of personnel management through motivation, and also highlights important aspects of the motivational process and methods of influencing the human resources of the organization.

The purpose of the course work is to analyze the influence of the labor motivation system on the behavior of workers (using the example of IP "Deranovsky"). To achieve this goal, the following tasks were set:

1. consider the essence and content of the concept of motivation in an enterprise;

2. characterize the methods of motivational influence on the organization’s labor resources;

3. assess the financial and economic situation at IP “Deranovsky”

4. analyze the current system of labor incentives at IP “Deranovsky”;

1 . THEORETICAL FOUNDATIONS OF THE SYSTEM OF MOTIVATION OF ORGANIZATIONAL STAFF

1.1 Content of the concept “motivation system” ”

Motivation is a process that begins with a physiological or psychological deficiency or need that activates behavior or creates an impulse aimed at achieving a specific goal or reward. Thus, the key to understanding the process of motivation lies in the meaning of the words “needs”, “motivation”, “reward” and in the relationship between them.

The motivation system is a complex of material and non-material incentives designed to ensure high-quality and productive work for employees, as well as to attract the most talented specialists to the company and retain them. In other words, Blinov A.A. Motivation of personnel of corporate structures // Marketing.- 2010.- No. 1. - P. 88..:

· attract the right employees;

· involve and reveal their potential;

· retain productive employees.

The personnel motivation system is a rather pressing issue for many companies. There is an expression: the ideal employee does not exist, only his functions are performed. However, this does not happen, since we work with ordinary living people, each of whom is different, with their own beliefs, views on life, etc. Therefore, it is not easy to ensure that each of these people does what is required for the company. There is no clear solution on this issue; there are only a number of principles, for example, an individual approach, the connection of labor results with rewards. In world practice, a number of components have gradually developed that make it possible to achieve the necessary motivation of personnel.

The motivation system is formed by constant and variable elements of remuneration, benefits and non-material motivation factors.

First, we will talk about the permanent part of the motivation, in other words, the salary. It is paid to the employee regardless of the results achieved. It is often formed on the basis of grades, that is, a certain scale in the form of a rank grid, which exists in government institutions to this day. Each position is compared with a certain grade, this is done according to several objective criteria, for example, financial responsibility, the total number of subordinates, etc. Grades allow you to create a feeling of fairness of remuneration. However, it rarely happens that a person will try very hard to get a salary. This is how rewards are used. Ashirov D.A. Personnel Management. - M.: TK Welby, Prospekt Publishing House, 2009. - P. 139.

Variable remuneration can be bonuses, interest, bonuses, etc. Receiving remuneration mainly corresponds to the employee’s work results; such a personnel motivation system must be connected in order to expect a good result from the employee. There are several ways to determine variable remuneration. The first method is called “from the master’s shoulder.” It can often be found in small companies to encourage a distinguished employee, however, in large companies it is difficult to build a system based on it, thus it is not effective in them. The next way is based on key performance indicators. For positions and departments, comparable performance indicators can be determined (this could be sales volume, the number of new clients, etc.). The indicators are regularly measured and the bonus is mathematically calculated. The system is very simple and understandable. Another way is based on competencies, for example, teamwork, loyalty. They are measured through employee surveys, and remuneration is based on them.

For non-material motivation, the following components can be distinguished:

· social politics;

· corporate culture;

· communication;

· competition.

Corporate culture is a set of elements that provide motivation to employees without any monetary payments, creating a favorable climate for work

The basic elements of corporate culture include A.A. Blinov. Motivation of personnel of corporate structures // Marketing. - 2010. - No. 1. - P. 91.:

· company mission (general philosophy and policy);

· basic goals (company strategy);

· the company's code of ethics (relations with clients, suppliers, employees);

· corporate style (color, logo, flag, uniform).

Non-material motivation is usually often neglected. However, this is not prudent, since this system of personnel motivation allows both to save the company money and to give the employee something that cannot be purchased with money.

In general, the motivation system should reflect the development prospects of the enterprise, since motivation implies goal-directed behavior and is determined by it.

It is obvious that a well-planned motivational system that operates sustainably at all personal levels is one of the main factors that guarantees the effective functioning of the organization.

Setting up a motivation system is a complex process, since analysis of company practices does not allow us to identify a universal motivator. During this process, depending on the initial diagnosis of the company, one or another motivation method is used

Possible methods of motivation include:

1.Fair monetary compensation

In order for a pay system to work effectively, it must meet the following requirements: there must be a clearly defined relationship between reward and effort expended, performance evaluation methods must be generally accepted as fair and consistent

That is, financial motivators (bonuses, bonuses, commission schemes) only work when there is a connection between effort and reward, and the value of the reward corresponds to the effort.

2.Granting authority and responsibility

To properly implement this method, employees must be able to control key processes in the performance of their duties in the context of an overall transparent structure of activity. This opportunity is based on obtaining information about the goals and mission of the organization, its history and market; about the goals of the department/division where the employee works; his job description, informal information about the organization (must correspond to information received formally)

3.Awakening interest in work

People as professionals want to have interesting work and see the results of their efforts. There is no clear way to measure interest in work, just as there is no simple and accessible solution to how to make work interesting. Indicators can include surveys, staff rotation and turnover, absence rates, evaluation analysis, etc.

4. Opportunity for personal growth

Interesting work remains so until a certain point; growth and development are necessary, and, accordingly, new knowledge. Employees must be aware of the steps they need to take for career and professional growth, as well as have the opportunity to gain new knowledge.

5. Formation of devotion/loyalty to the organization (Commitment)

By definition, a "commitment" consists of three components:

· awareness of the company's goals and values;

· desire to belong to the organization;

· desire to make efforts for the benefit of the organization.

Loyalty comes from the leader and the goals he expresses. Leaders who have ideas about the desired future of the organization, clearly define the company's goals and values, are able to lead employees in a given direction and provide them with the resources to complete tasks. Motivation and productivity are higher when specific goals are defined, when goals are difficult but achievable. Employee participation in goal setting as a means of reaching agreement, as well as feedback, are important.

6.Formation of a spirit of cooperation and corporate culture

The goal in this context will be to create a motivational climate, emphasizing and promoting the company's norms and values. Working in a team of like-minded people can turn individual efforts into amazing success. Difficult tasks are sometimes only possible to complete collectively.

In conclusion, we note that motivational incentives only work if both external and internal motivators are systematically used, their interrelation and taking into account the individual characteristics and needs of personnel

1.2 Methods of motivating staff

Methods of motivating personnel can be very diverse and depend on the elaboration of the motivation system at the enterprise, the general management system and the characteristics of the activity of the enterprise itself.

There are the following methods of motivating effective labor behavior Ilyin E.P. Motivation and motives. Masters of Psychology. - St. Petersburg: Peter, 2008. - P. 39.:

· material incentives;

· organizational methods;

· moral and psychological.

The most common form (method) of material motivation is an individual bonus. It is advisable to pay it once a year, otherwise it will turn into wages and lose its motivating role. It is advisable to determine in advance the bonus percentage at the end of the year and adjust it in accordance with the employee’s achievements. The size of the bonus should, as a rule, be at least 30% of the basic salary (according to F. Taylor), while at the lowest level of management the bonus should be 10-30%, at the average 10-40%, at the highest 15-50%.

The effectiveness of bonuses is largely determined by the correct choice of indicators, their differentiation depending on the role and nature of the departments, the level of positions, focus on real contribution and final results, and the flexibility of criteria for assessing employee achievements.

Satisfaction with material remuneration and its fair level motivates people’s initiative, forms their commitment to the organization, and attracts new employees to it.

Although labor in our country, unlike highly developed countries, is today considered mainly only as a means of earning money, it can be assumed that the need for money will grow to a certain limit, depending on the standard of living, after which money will become a condition for normal psychological condition, preservation of human dignity. In this case, other groups of needs related to the need for creativity, achievement of success, and others may become dominant. It is very important for a manager to be able to recognize the needs of employees. The need of a lower level must be satisfied before the need of the next level becomes a more significant factor determining human behavior Kibanov A.Ya. Fundamentals of personnel management - M.: INFRA-M, 2005. - P. 205..

Of course, no system of material remuneration can fully take into account the nature and complexity of work, the personal contribution of the employee and the entire volume of work, since many labor functions are not recorded at all in regulations and job descriptions.

Needs are constantly changing, so you cannot expect that motivation that worked once will be effective in the future. With the development of personality, opportunities and needs for self-expression expand. Thus, the process of motivation by satisfying needs is endless.

As noted, in addition to economic (material) methods of motivation, there are non-economic ones, namely: organizational and moral-psychological.

Organizational methods of motivation (motivation) include:

· participation in the affairs of the organization (usually social);

· the prospect of acquiring new knowledge and skills;

· enriching the content of work (providing more interesting work with prospects for job and professional growth).

Moral and psychological methods of motivation include Kibanov A.Ya. Fundamentals of personnel management - M.: INFRA-M, 2005. - P. 207:

· creating conditions conducive to the formation of professional pride, personal responsibility for work (the presence of a certain amount of risk, the opportunity to achieve success);

· the presence of a challenge, providing opportunities to express oneself in work;

· recognition (personal and public) (valuable gifts, certificates of honor, Board of Honor, etc. For special merits - awarding orders and medals, badges, conferring honorary titles, etc.);

· high goals that inspire people to work effectively (any task should contain an element of challenge);

· atmosphere of mutual respect and trust.

A unique comprehensive method of motivation is promotion. However, this method is internally limited, since, firstly, the number of high-ranking positions in the organization is limited; secondly, career advancement requires increased retraining costs.

In management practice, as a rule, various methods and their combinations are used simultaneously. To effectively manage motivation, it is necessary to use all three groups of methods in enterprise management. Thus, the use of only power and material motivations does not allow mobilizing the creative activity of staff to achieve the goals of the organization. To achieve maximum effectiveness, it is necessary to use spiritual motivation.

The above classification scheme for stimulation methods is classic. In modern management, other groups of incentive methods are also used. All stimulation methods can also be grouped into the following four types:

1) Economic incentives of all types (salary in all its varieties, including contractual, bonuses, benefits, insurance, interest-free loans, etc.). The success of their impact is determined by the extent to which the team understands the principles of the system, recognizes them as fair, the extent to which the inevitability of reward (punishment) and work results, and their close connection in time, is observed.

2) Management by objectives. This system is widely used in the USA and provides for the establishment of a chain of goals for an individual or group that contribute to solving the main task of the organization (achieving certain quantitative or qualitative levels, improving the qualifications of personnel, etc.). Achieving each goal automatically means a salary increase or other form of reward.

1) Labor enrichment - this system largely refers to non-economic methods and means providing people with more meaningful, promising work, significant independence in determining the work schedule, and using resources. In many cases, this is added to by an increase in wages, not to mention social status.

2) The participation system currently exists in a variety of forms: from broad involvement of the team in decision-making on the most important problems of production and management (Japan) to participation in ownership through the acquisition of shares of one’s own enterprise on preferential terms (USA, England). Motives as internal motivations for the activity of individuals should be distinguished from external motivations - stimuli, that is, the effects of objective conditions that become motives if they become subjectively significant and meet the needs of the subject. A stimulus (lat. stimulus - a pointed stick that was used to drive animals, a goad) is an incentive, the effect of which is mediated by the human psyche, his views, feelings, interests, aspirations, etc.

2 ANALYSIS OF THE CURRENT MOTIVATION SYSTEM AT FE "DER"ANOVSKY"

2.1 Characteristics of the enterprise IP Deranovsky

IP "Deranovsky" was established in accordance with the current legislation of the Russian Federation.

The purpose of creation is to implement market relationships and make a profit based on meeting the needs of citizens and legal entities for manufactured products and goods, work performed and services provided in areas determined by the subject of activity.

The company is a legal entity from the moment of state registration, has an independent balance sheet, a current account in a banking institution, and is also an independent economic entity, acting on its own behalf as a plaintiff and defendant in court.

The organization's property is formed through:

· income from own activities;

· targeted deposits and entrance fees, which can be made both in cash and in property;

· other income not prohibited by law.

The supreme body of IP "Deranovsky" is the meeting of participants. The exclusive competence of the general meeting of participants includes:

· Determining the main directions of activity of IP "Deranovsky", as well as making decisions on participation in associations and other commercial organizations.

· Approval of annual reports and annual balance sheets.

· Making a decision on the distribution of the company's net profit among its participants.

· Approval (acceptance) of documents regulating the internal activities of the company.

· Appointment of an audit.

· Making a decision on the reorganization and liquidation of the company.

The executive body of the company is the General Director. The General Director can be elected from among the company's participants at a general meeting for a period of 5 years.

General Director of IP Deranovsky:

1. determines the main directions of the individual entrepreneur’s activities;

2. reviews current and future work plans;

3. determines the organizational structure of the company;

4. disposes of the property of the enterprise within the limits established by the general meeting, this charter and current legislation;

5. approves the staffing table of the enterprise’s employees;

6. hires and dismisses employees, including his deputies, chief accountant, and heads of departments;

7. approves contract prices for products and tariffs for services;

8. organizes accounting and reporting;

9. makes decisions on other issues related to the current activities of the organization.

The main activity is the wholesale and retail sale of spare parts, machines, mechanisms and accessories for grain and forage harvesters of the DON, NIVA, YENISEY families and other agricultural machinery, as well as air conditioners and components for them from various companies. There are many companies in this area that produce and sell agricultural machinery. The main largest competitors are: Yugtekhkomplekt, Bizon, Technocom.

The organizational structure is aimed, first of all, at establishing clear relationships between individual divisions of the organization, distributing rights and responsibilities between them. It implements various requirements for improving management systems, which are expressed in certain management principles.

IP Deranovsky has four main departments: accounting, personnel department, supply and sales department. There is also a warehouse and security service.

Each department performs strictly defined functions. Accounting keeps records and controls all business transactions of the enterprise, as well as analysis and planning of financial and economic activities.

The HR department is responsible for the selection and placement of personnel, training and retraining of employees of IP Deranovsky. Conducts activities on motivation, adaptation and work organization.

The sales department specializes in finding and expanding the customer base by telephone or via the Internet, identifying customer needs; provides information about new developments, assists the client in choosing a product; informs the client about the technical characteristics and quality of the products sold; Consults clients by telephone if necessary.

The procurement department deals with the supply of materials, analysis of suppliers and markets for raw materials.

At the enterprise in question, the number of employees is 38 people in 19 positions.

2. 2 Economic activity IP Deranovsky

Currently, the country's food industry is developing dynamically, many small, medium and large enterprises are being created, and, consequently, the market for the organization's products is growing. Individual Entrepreneur Deranovsky is negotiating the sale of assorted packaging products for the food industry.

From Table 2.1 it is clear that in this enterprise, IP Deranovsky, the main share in the sources of asset formation is borrowed capital, and its share increases every year, and its share, accordingly, decreases. (Table 2.1)

Table 2.1 - Analysis of the dynamics and structure of sources of capital of IP IP Deranovsky

In the process of subsequent analysis, the dynamics and structure of equity and borrowed capital will be studied in more detail, the reasons for changes in their individual components will be clarified, and an assessment of these changes for the reporting period will be given.

The data in Table 2.2 shows changes in the size and structure of equity capital: the amount and share of retained earnings increased significantly while the share of the authorized capital decreased. The total amount of equity capital for the reporting year increased compared to 2009 by 100 thousand rubles, or by 97%, and compared to 2008 by 90%. This increase occurred due to the capitalization of profits by 100 thousand rubles. (table 2.2)

Table 2.2 - Dynamics of the structure of equity capital of IP Deranovsky

The composition and structure of borrowed funds have a great influence on the financial condition of the enterprise, i.e. the ratio of long-term and short-term financial liabilities.

From table 2.3 it follows that in 2009 the amount of borrowed funds increased by 30,046 thousand rubles, or 202.89% compared to 2008, or by 38,383 thousand rubles. (593.06%) compared to 2007

Table 2.3 - Dynamics of the structure of borrowed capital of IP Deranovsky

Source of borrowed funds	Amount, thousand rubles.	Capital structure, interest
			change	change
Long-term loans
Short-term loans
Creditor. debt
including:
suppliers
to the organization's staff
to state extra-budgetary funds
on taxes
other loans
Other current liabilities

There have also been significant changes in the structure: the share of long-term loans decreased sharply in 2008 by 829 thousand rubles. or by 12.81 percentage points, but accounts payable increased sharply, in the structure of which the largest share is debt to suppliers (in 2009, 67.91 percentage points).

Thus, an analysis of the structure of own and borrowed funds is necessary to assess the rationality of forming sources of financing for the enterprise’s activities and its market stability. This is very important when determining a promising option for organizing finances and developing a financial strategy.

Also, the financial condition of an enterprise and its stability largely depend on what property the enterprise has, what assets the capital is invested in and what income they generate.

Information on the allocation of capital available to the enterprise is contained in the assets of the balance sheet. Each type of allocated capital corresponds to a specific balance sheet item.

In the process of analyzing the assets of the IP Deranovsky enterprise, first of all, changes in their composition should be studied and assessed.

Table 2.4 - Asset structure of IP Deranovsky

Enterprise funds

Fixed assets
Current assets
Total
Including:
non-monetary assets
monetary assets

Table 2.4 shows that during the reporting year, compared to 2008, the structure of assets of the analyzed enterprise changed slightly: the share of fixed capital (non-current assets) decreased by 14.58 p.p., and the share of current assets increased by 14.58 p.p. .p.. In connection with this, the organic structure of capital has changed: in 2009, the ratio of working capital to fixed capital was 5.07, and in 2008 - 2.22, which will help accelerate its turnover.

Monetary assets have an insignificant share in the total balance sheet currency, and during the reporting year their share increased by 6.19%

Non-current assets are investments for long-term purposes in real estate, intangible assets, etc.

From table 2.5 it is clear that during the analyzed period the amount of fixed capital increased by 60.3% (7422 / 4630 * 100-100), this was facilitated by a significant increase in the amount of fixed capital. The amount and share of unfinished construction has decreased, which should be assessed positively.

Table 2.5 - Composition and dynamics of fixed capital of IP Deranovsky

Enterprise funds

Fixed assets
Non-monetary assets
Construction in progress

Since the financial condition of the enterprise largely depends on the state of current assets, they require a more thorough analysis.

From the data in Table 2.6 it is clear that the analyzed enterprise is undergoing significant structural changes, which can be characterized as a sign of unstable operation of the enterprise.

Table 2.6 - Analysis of the dynamics and composition of current assets of IP Deranovsky

Source of borrowed funds	Availability of funds, thousand rubles.	Structure of funds, %
			change	change	change	change

including:
raw materials, materials, etc.
costs in work in progress
GP and goods for resale
Future expenses
VAT on purchased assets
Accounts receivable
Short-term financial investments
Cash

The financial condition of an enterprise and its stability largely depend on the optimal structure of capital sources (the ratio of equity and borrowed funds) and on the optimal structure of the enterprise's assets, primarily on the ratio of fixed and working capital, as well as on the balance of individual types of assets and liabilities of the enterprise.

Therefore, we will first analyze the structure of the enterprise’s sources of capital, and then assess the degree of financial stability and financial risk. For this purpose, we will calculate the following indicators, the calculation of which is given in Table 2.7.

Table 2.7 - Structure of liabilities (liabilities) of IP Deranovsky

Index		Indicator level	Change

Equity
Borrowed capital
Short-term financial liabilities
Long-term debt capital
Financial autonomy ratio	share of equity capital in the total balance sheet currency
Financial dependency ratio	share of borrowed capital in the total balance sheet currency
Current debt ratio	short-term financial liabilities/balance sheet currency
Long-term financial independence ratio	own and long-term capital/balance sheet currency
Debt coverage ratio with equity capital	equity/debt capital
Financial leverage ratio	debt capital/equity capital

From the data in Table 2.7 we can conclude that every year the financial condition of the enterprise becomes less stable, since the level of coefficients of financial autonomy, financial stability and solvency become less every year. At this enterprise, IP Deranovsky, the share of equity capital tends to slightly increase; during the reporting period it increased by 0.007%. Leverage increased by 77.18%. This indicates that the enterprise's financial dependence on external investors has increased significantly. Also, the increased standard for the ratio of borrowed and equity funds compared to other industries is explained by the fact that in this enterprise, IP Deranovsky’s capital turns over quickly, and the share of fixed capital is small.

The financial stability of an enterprise can be most fully revealed by studying the balance between the assets and liabilities of the balance sheet. When assets and liabilities are balanced across periods of use and cycles, a balance in the inflow and outflow of funds is ensured, and, consequently, the solvency of the enterprise and its financial stability. In this regard, analysis of the financial balance of assets and liabilities of the balance sheet is the basis for assessing the financial stability of the enterprise, its liquidity and solvency.

The main source of financing of non-current assets, as a rule, is permanent capital (equity and long-term loans and borrowings). Current assets are formed both from equity capital and from short-term borrowed funds.

2.3 Features of building a system of payment and labor incentives at IP Deranovsky

Issues of work motivation are important for any organization, since it is believed that an effective employee is a highly motivated employee.

Individual Entrepreneur Deranovsky has a personnel incentive system that meets the current level of development of the organization and market conditions. It is based on methods of moral and material interest, which involve a set of measures aimed at increasing the labor activity of labor, its quality and the principles of career growth of employees.

Features of building a system of remuneration and labor incentives at IP Deranovsky are the clear recording in documents of functional responsibilities, goals and objectives of activities, a well-thought-out system of quantitative indicators - criteria for performance results.

To build a remuneration system, a thorough and detailed development of the bases is carried out: salary tariffication, ranking and classification of positions by complexity, responsibility and volume of work. Description of the workplace. The most well-known method of such a description is the employee’s job description. Workplace assessment. A detailed and thorough assessment of the workplace allows you to clarify the job profile, increase the level of fairness in remuneration, and streamline relationships in the team. For this purpose, a factor-criteria model is used to assess the complexity of the work of leading specialists and managers (Table 2.9).

Table 2.9. - Factor-criteria model for assessing the complexity of the work of leading specialists and managers at IP Deranovsky

Work complexity factor	Factor weight	Factor criteria	Significance of criteria
Degree of specialization		Homogeneous, highly specialized; Heterogeneous in individual sections of a certain sphere; Heterogeneous across the entire range of unit tasks
Degree of independence in performing work		Completing of the work: Under the direct supervision of the chief; In full accordance with instructions or under general guidance; Completely on your own
Degree of responsibility (depending on management level)		Responsibility: Only for your work; For the work of a group of employees; For the entire department team
Degree of novelty		Repeated regularly; Irregularly repeated; Starting again
Degree of creativity		Technical; Formal-logical; Creative

Classifying jobs allows you to determine the relative value of each employee in an enterprise. At IP Deranovsky, the most common classification method is used - ranking of jobs. The policy of this organization is reflected in the tariff system of remuneration. Each employee has his own rank and is assigned a coefficient, which is determined by the qualification commission. (Table 2.10)

Table 2.10. - Ranking of positions at IP Deranovsky

motivation stimulation labor employee

In addition to the categories, there are categories: managers of the 1st category, 2nd category and 3rd category. Thus, the tariff system reflects the level of employment, complexity and responsibility of the position.

Official salaries are based on the officially recognized minimum wage. On top of this, the employee receives bonuses depending on the performance of his work and the work of his department.

The enterprise strives to ensure that the lower limit of wages is equal to the subsistence level, and the upper limit is differentiated according to individual tasks and personal productivity. To do this, managers must know the requirements for various functions and the result of the work of their employees. In addition, the level of wages is influenced by the economic success of the entire enterprise.

Each employee is guaranteed:

· annual paid vacation;

· paid sick leave;

· free medical care in case of a work injury or work-related illness.

All factors and methods affecting the productivity and productivity of employees can be divided into four main groups:

· Organizational factors;

· Rewards and punishments;

· Formation of relationships in the work group and between groups;

· Organizational culture: attitudes and values that operate in the organization and influence attitudes towards work, management, relationships with colleagues, subordinates, etc.

Each of these factors influences labor productivity through the use of certain tools and methods.

The administrative and organizational methods of influence in IP Deranovsky are:

· job descriptions;

· internal regulations for employees, which not only describe the responsibilities of employees, principles of relationships at all levels of management, norms of behavior, but are also a kind of “working directives”;

· employment contract between employee and employer;

· orders and instructions from senior management.

Based on the internal regulations for employees of IP Deranovsky, the administration of the organization, represented by the general director, has the right to reward employees for conscientious and effective work.

Incentives are announced by order of the organization, brought to the attention of the entire team and entered into the employee’s work book.

Employees who conscientiously fulfill their job duties are primarily provided with benefits for advanced training, job promotion, and assignment of ranks.

The company administration can also bring employees to disciplinary and financial liability in the manner established by the Labor Code of the Russian Federation and other federal laws.

In accordance with Art. 192 of the Labor Code of the Russian Federation, for committing a disciplinary offense, the manager has the right to apply legal measures, such as:

· Deprivation of bonuses provided for by the remuneration system.

· Deprivation of the right to vacation in the spring-summer period;

· Deprivation of other benefits provided by the employer.

The labor incentive system seems to grow out of administrative management methods, but does not replace them. Labor incentives are effective only if management bodies are able to achieve and maintain the level of work for which they are paid. The purpose of incentives is not to encourage a person to work at all, but to encourage him to do better and more than what is determined by the labor relationship. The employee must know what requirements are imposed on him, what reward he will receive if they are strictly observed, and what sanctions will follow if they are violated. Table 2.12 provides a system of reducing indicators in assessing the employee’s labor contribution to the overall results of work, applied at the enterprise in question, in case of violation of the requirements for the employee. Discipline always carries elements of coercion, limiting the freedom to choose behavior options.

Table 2.12. Decreasing indicators in assessing an employee’s labor contribution to the overall results of the organization’s work

The name of indicators	Quantification	Prim e desire
Refusals to a client due to the fault of an employee		For one case
Failure to comply with instructions and regulations		For one case
Failure to maintain cleanliness and order in the workplace and assigned area		For one case
Violation of labor discipline		For the month worked
Unauthorized leaving the workplace, being late for work		For the month worked
		Single case
Appearing at the workplace in a state of intoxication, drinking alcoholic beverages during working or non-working hours at the workplace, in office premises and on the territory of the organization. Detention when trying to bring alcoholic beverages into the territory of the organization.		Single case
Violation of public order rules		Single case
Failure to comply with operational and technological discipline		Single case
		Single case

However, the line between controlled and motivated behavior is conditional and fluid, since an employee with strong work motivation has self-discipline, the habit of conscientiously fulfilling requirements and treating them as his own standards of behavior.

Rewards and punishments make up only part of the opportunities that a manager can use to increase staff productivity. And yet they are the core around which the labor incentive system at the enterprise is built.

A developed reward system, implying a variety of reward methods, contributes to:

? Attracting qualified specialists;

? Stimulating labor productivity;

? Retaining groups of qualified specialists for the required period;

? Maintaining the company's competitiveness in the labor market by offering employees more favorable forms of incentives than in other companies.

3. DEVELOPMENT OF RECOMMENDATIONS FOR IMPROVING THE CURRENT M SYSTEMABOUTTITATIONS AT IP "DERANOVSKY"

3.1 Employee Job Satisfaction StudyIP "Deranovsky"

To form an effective personnel management mechanism based on encouraging employees to perform productive and creative work, a study of their needs, motives and values is required.

The work to create a labor incentive system is structured in this way: the organization has a personnel motivation system and the administration feels the need to change it. However, the idea of the desired incentive system is often based on a misconception about the real work motives of the staff.

First of all, it should be noted that any changes in the personnel motivation system in order to increase labor efficiency, including increasing wages, become ineffective for personnel within two months after introduction, since the effect of getting used to income is triggered. Therefore, before making recommendations for improving the incentive system for employees of an organization, you need to carefully study their motivational structure. This is especially true for managers, because for this category of employees of an organization it is not uncommon for the additional funds spent not only to not increase motivation, but often to weaken it.

Based on the behavioral approach, a study was conducted of ways to increase employee personal satisfaction in the work process, motivating proactive taking on greater responsibility. That is, a method called the job characteristics system has been developed. It is based on the thesis that the desire to work and the degree of employee satisfaction are influenced by three main psychological parameters:

? The significance of this position in the employee’s mind, assessment of the importance and necessity of the work he performs;

? The degree of responsibility that an employee feels towards the results of his work;

? Regular assessment of the results of its activities.

The higher each of the parameters, the greater the desire to work. Employees of the organization have identified a number of factors that determine these parameters. Table 3.1 presents five characteristics of the importance of a work position, and Figure 3.1 shows the mechanism for motivating proactive work.

Table 3.1. - Characteristics of the significance of the job position

Characteristics	Significance degree
Breadth of skills required for this job	To what extent does the performance of a position require the employee to have a wide range of skills and abilities?
Awareness of your task as a whole, in all its completeness and completeness	To what extent does work in this position involve solving some major problems “from start to finish”, with obtaining the final result?
The role of the work performed in solving more general problems of the team	Does the work process have a significant impact on the lives and work of others within or outside the organization?
Independence	What is the degree of possible independence of an employee in determining his tasks, methods of solving them and his personal work schedule?
Feedbacks	Does the employee, as a result of performing his job duties, receive clear and concise information about the effectiveness of his work?

As follows from the table, a position looks more significant in the eyes of an employee if its use requires a wider arsenal of tools and gives the employee a clear sense of his objectively important participation in a common task (the final result) that he understands well.

Figure 3.1 contains four blocks - characteristics of the significance of the work position, psychological parameters, the results of the employee’s activities and the efforts necessary for his promotion. Since different people have different abilities and degrees of desire for something, it is important to take into account these individual differences, as they can influence the relationships shown by the arrows in the diagram. (Figure 3.1)

Figure 3.1. - Mechanisms for motivating proactive work

Independence has a direct relationship to a sense of responsibility. The more control over the work process, the stronger the sense of responsibility. An employee’s awareness of the results of his activities has a huge impact on the motivation of his work.

According to the study, if an employee has no desire to improve his qualifications, then none of the considerations given in table. 3.1 and in the specification of the work process of a manager involved in personnel management issues are not relevant.

An employee's work behavior and personal satisfaction are in harmony if the employee and his job are a good fit. In tab. Table 3.2 shows what the results are with different degrees of relationship between work and employee. (Table 3.2)

Table 3.2. - Relationship between work and employee

Degree of increase in labor productivity	How great is the employee’s desire to increase the productivity of his work?

Productivity increases	Mutual correspondence 1. High quality work 2. High satisfaction 3. Rare cases of absenteeism and low staff turnover.	Mutual inconsistencyTvie 1. The worker is overloaded and confused about his work. 2. The quality of work is low 3. Frequent absence from work and large rotation of personnel.
Productivity is not increasing	Mutual inconsistency 1. The employee feels that not all of his capabilities are being used 2. Low job satisfaction 3. Frequent cases of absenteeism and high staff turnover	Mutual correspondence 1. The desire to work can be created by monetary motivation for those who lack internal incentives 2. High quality work

The design of the work process affects the employee’s attitude towards his work. The workflow itself is so important that it needs to be well thought out. And since by its nature this process is dynamic and changeable, it should be built in such a way that, if necessary, it is modified, that is, adapted to each specific situation.

A study was also conducted to identify the main motivational factors that are the most effective in stimulating the work activity of employees.

The purpose of the survey was to investigate job satisfaction, the level of work activity, the main factors that influence work activity and the degree of importance of various job characteristics for employees. As a result of sociological research, the following structure of ranks of labor values can be constructed according to their significance and possibility of satisfaction, on the basis of which a system of incentives for employees of the organization is then developed. (Table 3.3)

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Moscow State Academy of Fine Chemical Technology named after M.V.

Lomonosov

Abstract on the subject: “Human Resources Management”

"Motivation of behavior in the process of work"

students: Rudakova E.V. group M-32 teacher: Aksenova

Moscow 2001

I. From a theoretical point of view
II. Ways to improve work motivation
III. Theories of work motivation in the West
IV. Recommendations for modern conditions

I. In the conditions of the formation of new management mechanisms oriented towards a market economy, industrial enterprises face the need to work in a new way, taking into account the laws and requirements of the market, mastering a new type of economic behavior, adapting all aspects of production activity to the changing situation. In this regard, the contribution of each employee to the final results of the enterprise’s activities increases. One of the main tasks for enterprises of various forms of ownership is the search for effective methods of labor management that ensure the activation of the human factor.

The decisive causal factor in people's performance is their motivation.

Motivational aspects of labor management are widely used in countries with developed market economies. 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
“motivation” was replaced by the concept of “stimulation”. Such a truncated understanding of the motivational process led to an orientation toward short-term economic goals and the achievement of short-term profits. This had a destructive effect on the employee’s need-motivational personality and did not arouse interest in his own development and self-improvement, but it is precisely this system that today is the most important reserve for increasing production efficiency.

Work motivation is the process of stimulating an individual performer or a group of people to perform activities aimed at achieving the goals of the organization, to productively carry out decisions made or planned work.

This definition shows the close relationship between the managerial and individual psychological content of motivation, based on the fact that the management of a social system and a person, in contrast to the management of technical systems, contains, as a necessary element, the coordination of the chains of the object and subject of management. Its result will be the labor behavior of the object of management and, ultimately, a certain result of labor activity.

R. Owen and A. Smith considered money the only motivating factor.
According to their interpretation, people are purely economic beings who work only to obtain the funds necessary to purchase food, clothing, housing, and so on.

Modern theories of motivation, based on the results of psychological research, prove that the true reasons that motivate a person to devote all his strength to work are extremely complex and diverse. According to some scientists, a person’s actions are determined by his needs.
Those who hold the other position assume that a person's behavior is also a function of his perceptions and expectations.

When considering motivation, one should focus on the factors that motivate a person to act and reinforce his actions. The main ones are: needs, interests, motives and incentives.

Needs cannot be directly observed or measured; they can only be judged by people's behavior.

Needs can be satisfied with rewards by giving a person what he considers valuable. But different people attach different meanings to the concept of “value”, and, consequently, their assessments of remuneration also differ. For example, a wealthy person might consider a few hours of relaxation with his family to be more valuable than the money he would receive for working overtime for the benefit of the organization. For someone working in a scientific institution, the respect of colleagues and interesting work may be more valuable than the material benefits that he would receive by performing the duties of, say, a salesman in a prestigious supermarket.

A person receives “internal” reward from work, feeling the significance of his work, experiencing a feeling for a certain team, satisfaction from the communication of friendly relations with colleagues.

The need for self-expression.

The need for respect.

Social needs.

The need for self-preservation.

Physiological needs.

The motivational process can be presented in the form of the following stages one after another: the employee’s awareness of his needs as a system of preferences, choosing the best way to receive a certain type of reward, making a decision on its implementation; carrying out an action; receiving remuneration; satisfaction of need. The core of management based on motivation will be the influence in a certain way on the interests of participants in the labor process to achieve the best performance results.

To manage labor on the basis of motivation, prerequisites are necessary such as identifying the inclinations and interests of the employee, taking into account his personal and professional abilities, identifying motivational opportunities and alternatives in the team and for a specific person. It is necessary to make fuller use of the personal goals of the participants in the labor process and the goals of the organization.

No goals established from the outside arouse a person’s interest in intensifying his efforts until they turn into his “internal” goal and further into his “internal” plan of action. Therefore, for ultimate success, the coincidence of the goals of the employee and the enterprise is of great importance.

To solve this problem, it is necessary to create a motivation mechanism for increasing labor efficiency. This means a set of methods and techniques of influence on employees from the enterprise management system, encouraging them to behave in a certain way in the labor process in order to achieve the goals of the organization, based on the need to satisfy personal needs.

II. Let's consider ways to improve work motivation. They are combined into five relatively independent areas: material incentives, improving the quality of the workforce, improving labor organization, involving personnel in the management process and non-monetary incentives.

The first direction reflects the role of the motivational mechanism of remuneration in the system of increasing labor productivity. It includes as elements the improvement of the wage system, providing staff with the opportunity to participate in the property and profits of the enterprise.

Of course, the motivational mechanism of remuneration plays a large role, but a constant increase in the level of remuneration does not contribute to either maintaining labor activity at the proper level or increasing 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.

Although labor in our country, unlike highly developed countries, is today considered mainly only as a means of earning money, it can be assumed that the need for money will grow to a certain limit, depending on the standard of living, after which money will become a condition for normal psychological condition, preservation of human dignity. In this case, other groups of needs related to the need for creativity, achievement of success, and others may become dominant. It is very important for a manager to be able to recognize the needs of employees. A lower level need must be satisfied before the next level need becomes a more significant factor determining a person's behavior.

Needs are constantly changing, so you cannot expect that motivation that worked once will be effective in the future.
With the development of personality, opportunities and needs for self-expression expand.
Thus, the process of motivation by satisfying needs is endless.

The next area of improving motivation - improving the organization of work - includes setting goals, expanding labor functions, enriching work, production rotation, the use of flexible schedules, and improving working conditions.

Goal setting assumes that a correctly set goal, through the formation of an orientation towards its achievement, serves as a motivating tool for the employee.

Expanding labor functions implies introducing diversity into the work of personnel, that is, increasing the number of operations performed by one employee. As a result, the work cycle of each employee is lengthened, and the intensity of work increases. The use of this method is advisable in the case of underutilization of workers and their own desire to expand the range of their activities, otherwise this can lead to sharp resistance from workers.

Labor enrichment implies providing a person with work that would provide the opportunity for growth, creativity, responsibility, self-actualization, including in his responsibilities some functions of planning and quality control of the main and sometimes related products. This method is advisable to apply in the field of work of engineering and technical workers.

For mass worker professions, it is best to use production rotation, which involves alternating types of work and production operations, when workers periodically exchange jobs during the day, which is typical primarily for the brigade form of labor organization.

Improving working conditions is the most pressing problem of today. At the stage of transition to the market, the importance of working conditions increases as one of the most important human needs. The new level of social maturity of the individual denies the unfavorable conditions of the working environment. Working conditions, being not only a need, but also a motive that encourages work with a certain return, can be both a factor and a consequence of a certain labor productivity and its effectiveness.

1) Eliminate unnecessary items in the workplace

2) Correctly arrange and store the necessary items

3) Constantly maintain cleanliness and order in the workplace

4) Constant readiness of the workplace for work

5) Master discipline and adhere to the listed principles.

The condition of the workplace is assessed daily by checking the point-by-point assessment for compliance of its contents with the specified rules. Workers are directly interested in constantly maintaining their place in good condition, since in this case the tariff portion of their earnings increases by 10%.
The use of such a system allows us to increase the level of production culture and contributes to an increase in labor productivity.

Management uses at least 6 methods of non-monetary incentives
1. APPROVAL. Approval is an even more powerful way of reward than money, which of course will always mean a lot. Almost all people respond positively if they feel valued and respected. According to
Mary Kay Ash, owner of the successful Mary Kay Cosmetics company, there are only two things that people want more than sex and money - approval and praise. It is enough to approve good behavior, and it will soon be repeated.
There are the following manager rules:
1. Praise immediately
2. praise the person's work
3. say that you are satisfied and you are pleased that the employee did this
4. After this, you should not stand over the employee’s soul, so, having completed your mission, leave.
2. ACTION. Employees who purchase shares and become part owners behave like owners. But in order to use this method of remuneration, the enterprise must use group management decision-making, instead of authoritarian one, and produce a competitive product. Henry Ford also used this method. In his enterprises, workers were shareholders. State University Research
Michigan showed that the use of this method of reward can
Increase the company's income by 1.5 times. Unfortunately, in our Russian reality there is a pathetic parody of this system due to the failure to fulfill the above conditions.
3.REWARD WITH FREE TIME. This will help keep employees from developing the habit of wasting time and allow the employee to spend more time on himself and his family if he completes work before the allotted time. This method is suitable for people with a free schedule. Otherwise, management is tempted to increase the amount of work.
4 MUTUAL UNDERSTANDING AND SHOWING INTEREST IN THE EMPLOYEE. The method of remuneration is most significant for effective professional employees. For them, internal rewards carry a lot of weight. This approach requires managers to have good informal contact with their subordinates, as well as knowledge of what worries and interests them.
5 MOVEMENT UP THE PROFESSIONAL LADDER AND PERSONAL GROWTH. This method of remuneration requires serious financial outlays for senior management, but it is precisely this method that currently allows companies such as IBM
“Digital equipment corp.”, “General Motors”, maintain a leading market position in the United States. Moving up brings power, not just material wealth. People love her even more than money.

6 PROVIDING INDEPENDENCE AND FAVORITE WORK. This method is especially good when employees strive to become professionals, but feel the pressure of control over themselves or feel that they would do other work much more professionally, with more impact and better results. Here, the manager’s art lies in the ability to identify such an employee, which can be difficult when these actions are taken for just another control event. Very often such people could work effectively without supervision from above, but the lack of some courage prevents them from approaching management about this.

Profit sharing.

The most common form of collective incentives is the so-called “PROFIT SHARING” system. The essence of the “profit sharing” system is that a bonus fund is formed from a predetermined share of profits, from which employees receive regular payments. The size of payments depends on the level of profit, general results of production and commercial activities of enterprises. Payments to workers and employees (including representatives of senior management) in the form of “profit sharing” are not taxed.
Thus, entrepreneurs are encouraged by the state to spread this system. In many cases, “profit sharing” involves paying all or part of the bonus in shares.

In the “profit sharing” system, bonuses are awarded for achieving specific results in the production activities of enterprises: increasing labor productivity and reducing production costs. Bonuses are awarded, as a rule, in proportion to the salary of each employee, taking into account the personal and work characteristics of the performer: work experience, absence of tardiness and absenteeism, rationalization activities, as well as a tendency to cooperate, loyalty to the company, etc.

This system, as mentioned above, is certainly only good for enterprises that produce competitive goods and have stable profits. Most likely these are large companies.

III. In the West, there are many theories of work motivation. For example, D. McKieland's theory focuses on higher-level needs: power, success, involvement. For different people, one or the other may dominate. Power-oriented people show themselves as outspoken and energetic individuals who strive to defend their point of view and are not afraid of conflicts and confrontation. Under certain conditions, they become high-level managers.

People who have a predominant need for success are, as a rule, not prone to risk and are able to take responsibility. The organization should provide such people with a greater degree of independence and the opportunity to complete the task themselves.

Motivation based on the need for belonging is typical for people interested in developing personal connections, establishing friendships, and helping each other. Such employees should be involved in work that will give them the opportunity to communicate widely.

“Theory X” is an authoritarian type of management leading to direct regulation and tight control. According to this theory, people inherently do not like to work, so they should be coerced, controlled, directed, and threatened with punishment in order to force them to work to achieve the goals of the organization. The average person prefers to be led; he avoids responsibility.

“Theory Y” is based on the democratic principles of delegation of authority, enriching the content of work, improving relationships, and recognizing that people’s motivation is determined by a complex set of psychological needs and expectations. A democratic leader believes that human work, the natural state, and “external” control are not the main and not the only means of influence; the employee can exercise self-control, strive for responsibility, and is prone to self-education and ingenuity. These two theories are substantive theories of motivation.

There are three main process theories of motivation: expectancy theory, equity theory, and the Porter-Lawler model.

Equity theory suggests that people subjectively evaluate the reward-to-effort ratio and compare it with what they believe other workers received for similar work. Unfair remuneration, according to their estimates, leads to psychological stress. In general, if a person considers his work to be undervalued, he will reduce the effort expended. If he considers his work to be overvalued, then, on the contrary, he will leave the amount of effort expended at the same level or even increase it.

The widely supported Porter-Lawler model is based on the idea that motivation is a function of employees' needs, expectations and perceptions of fair remuneration. The productivity of an employee depends on the efforts he puts in, his characteristics and capabilities, as well as his assessment of his role. The amount of effort expended depends on the employee's assessment of the value of the reward and confidence that it will be received. According to the Porter-Lawler model, job performance continues satisfaction, and not the other way around, as proponents of the theory of human relations believe.

Remuneration is a motivating factor only if it is directly related to the results of work. Employees must be convinced of the existence of a stable connection between the material rewards received and labor productivity. The salary must include a component depending on the results achieved.

The Russian mentality is characterized by a desire for collective work, recognition and respect from colleagues, and so on. Today, when due to the difficult economic situation it is difficult to pay high wages, special attention should be paid to non-material incentives, creating a flexible system of benefits for employees, humanizing work, including: recognizing the value of the employee for the organization, providing him with creative freedom, applying labor enrichment programs and personnel rotation; use a flexible schedule, part-time work, the ability to work both at the workplace and at home; provide employees with discounts on products manufactured by the company they work for; provide funds for recreation and leisure, provide free travel vouchers, issue loans for the purchase of housing, garden plots, cars, and so on.

We will try to formulate motivating factors in the organization of work that lead to the satisfaction of the needs of higher levels.

At his workplace, everyone wants to show what he is capable of and what he means to others, therefore it is necessary to recognize the results of a particular employee’s activities, provide the opportunity to make decisions on issues within his competence, and advise other employees.

In the workplace, the worldview of a single team should be formulated: emerging informal groups cannot be destroyed unless they cause real damage to the goals of the organization.

Almost everyone has their own point of view on how to improve their work. Relying on the interested support of management, without fear of sanctions, work should be organized so that the employee does not lose the desire to realize his plans.

Therefore, in what form, with what speed and in what way employees receive information, they assess their real importance in the eyes of management, therefore it is impossible to make decisions regarding changes in the work of employees without their knowledge, even if the changes are positive, and also make it difficult to access the necessary information. Information about the quality of an employee’s work must be prompt, large-scale and timely.

The employee should be given the greatest possible degree of self-control.
Most people strive to acquire new knowledge in the process of work.
Therefore, it is so important to provide subordinates with the opportunity to learn, encourage and develop their creative abilities.

Every person strives for success. Success is achieved goals, to achieve which the employee made every effort. Success without recognition leads to disappointment and kills initiative. This will not happen if subordinates who have achieved success are delegated additional rights and powers and promoted up the career ladder.

Managing people is an art. It cannot be learned only at the institute. Only practice, years of work, many books read and some theoretical methods that work in real life.

Literature

1. Komarova N. Labor motivation and increasing work efficiency.

|| Man and Labor 1997 No. 10.

2. Enterprise Economics / Ed. Semenova V.M. M. 1996.

3. . Heckhausen X. Motivation and activity: In 2 volumes T.I. -M..

1.1 The concept of motivation, its essence and functions

Motivation is the process of motivating oneself and other people to act to achieve personal or organizational goals. This is the process of a person’s conscious choice of one type of behavior or another, determined by the complex influence of external (incentives) and internal (motives) factors. In the process of production activities, motivation allows employees to satisfy their basic needs by performing their work duties.

Motivation for work activity is the process of employees satisfying their needs and expectations in their chosen work, carried out as a result of the implementation of their goals, consistent with the goals and objectives of the enterprise, and at the same time as a set of measures applied by the subject of management to improve the efficiency of workers.

This definition combines two main directions, usually accepted by managers as the identity of motivation and stimulation. Often, when setting a task for an employee, the manager tells the employee: “I will stimulate you” or “I will motivate you.” At the same time, he thinks about the same thing, that is, about rewarding the employee for a job well done. In fact, motivation and stimulation are different things, although they serve to achieve a single goal - increasing the efficiency of the employee.

With the help of motivation, an impact is exerted on the personnel of the enterprise.

The function of motivation is that it influences the workforce of an enterprise in the form of incentives for effective work, the social impact of collective and individual incentive measures. These forms of influence activate the work of management subjects and increase the efficiency of the entire enterprise management system of the organization.

The essence of motivation is that the company’s personnel perform work in accordance with the rights and responsibilities delegated to them, in accordance with the management decisions made.

When planning and organizing work, the manager determines what exactly the organization he leads should accomplish, who, how and when, in his opinion, should do it. If the choice of these decisions is made effectively, then the manager has the opportunity to coordinate the efforts of many people and jointly realize the capabilities of a group of workers.

1.2 Motivation as the most important element of personnel management

Work motivation management includes the following:

Selection of work motivators;

Salary policy;

Remuneration and Services Policy;

Participation in Success Policy;

Personnel cost management.

The choice of labor motivators is the basis of personnel management.

The material incentive system includes wages and cash bonuses. Sometimes a system of employee participation in the enterprise’s profits is used as a material incentive tool. Wages are the remuneration of workers for work and its final results.

A bonus system can be considered cost-effective, which forms the level of remuneration in accordance with the degree of fulfillment of indicators and bonus conditions and ensures, for the circle of employees to whom it applies, the achievement of an effect greater in magnitude than the corresponding bonus part of the salary, or equal to this part.

In employee incentive systems, one-time bonuses and rewards make it possible to increase the stimulating influence of payment systems and to more selectively influence the achievement of the results required by the employer in the production process. One-time bonuses and rewards are often not only material, but also... moral encouragement. The need for one-time incentive systems arises in all enterprises, regardless of their form of ownership.

1.3 Forms of motivation for the organization’s personnel

The main forms of motivation of enterprise employees are:

1 Salary as an objective assessment of the employee’s contribution to the results of the enterprise’s activities.

2 System of intra-company benefits for employees: effective bonuses, additional payments for length of service, health insurance for employees at the expense of the enterprise, provision of interest-free loans, payment of travel expenses to and from work, discounted meals in the work canteen, sale of products to its employees at cost or at a discount; increasing the duration of paid leave for success at work; earlier retirement, granting the right to go to work at a more convenient time for employees.

3 Activities that increase the attractiveness and content of work, the independence and responsibility of the employee.

4 Elimination of status, administrative and psychological barriers between employees, development of trust and mutual understanding in the team.

5 Moral encouragement of employees.

6 Advanced training and promotion of employees.

5. Assessment of business and professional qualities of personnel. Assessment methods.

6. Technology of selection, selection and hiring of personnel. Formation of personnel reserve and career guidance

8. Professional and organizational adaptation of personnel.

9. Conflicts in the organization: concepts, causes, types, functions

10. Stimulating staff. Motivation of behavior in the process of work.

A person is encouraged to take active action, including work, by the need to satisfy various needs (need means a lack of something that causes a state of discomfort).

Needs may be natural (in food, water, etc.) and social (in recognition, glory); congenital (in communication) and acquired (in teaching); primary (in factors ensuring survival) and secondary (in conditions of personality development); material And intangible.

However, interests can influence people's behavior and become motives only if it is actually possible to implement them. Motives that are formed in a person under the influence of many circumstances are “switched on” under the influence incentives (Incentives may be internal(attitude, moral obligations, etc.) and external(actions of other people, opportunities provided).

Based on internal motivation, people act calmer, faster, more conscientiously, spend less effort, and better assimilate tasks and knowledge. But the inner drive to action is the result of the interaction of a complex set of needs that gradually change, and in order to motivate, the leader must identify these needs and find a way to satisfy them.

The essence economic incentives is that people, as a result of fulfilling the requirements placed on them, receive certain benefits that increase their well-being. They can be direct (cash income) or indirect, facilitating the receipt of direct ones (additional free time, allowing you to earn money elsewhere).

Non-economic incentives are divided into organizational and moral. Positive influences on motivation include, for example, communication about successes, professional development and career planning, regular evaluation, and promotions. However, there is no clear line between economic and non-economic incentives, and in practice they are closely intertwined, condition each other, and sometimes are simply inseparable. For example, promotion and the associated increase in monetary remuneration provide not only the opportunity to acquire additional material benefits, but also fame, respect, and honor.

The purposeful use of incentives in relation to a person to influence his efforts, diligence, perseverance, conscientiousness, determination in solving problems facing the organization, and the inclusion of corresponding motives is called stimulation.

Incentive concept is based on the fact that any actions of a subordinate should have positive, negative or neutral consequences for him, depending on how he performs the assigned work.

Positive consequences increase the likelihood of desired behavior; negative - decrease; neutral - lead to a slow attenuation of this behavior. But we must keep in mind that different people react differently to the same stimuli and with varying degrees of intensity, and the same results can be obtained through both reward and punishment.

According to the theory hierarchy of needs American sociologist A. Maslow, people constantly experience different needs, which can be combined into groups that are in a hierarchical relationship to each other. Maslow identified five such groups and arranged them in the form of a pyramid. Maslow's model has this form because the higher the needs occupy in the hierarchy, the fewer people they become real motivators of behavior.

Figure: Maslow's Hierarchy of Needs

Unsatisfied needs, according to Maslow, motivate people to take action, and satisfied needs cease to influence, and other unsatisfied needs take their place. At the same time, the needs located closer to the base of the pyramid require primary satisfaction, and only after this has been largely achieved, the needs of the next level begin to operate, which can be satisfied in much more diverse ways.

Maslow classified the first level of needs as physiological (in food, housing, rest, etc.), the satisfaction of which ensures basic survival for a person, which requires a minimum level of wages and decent working conditions.

The second level included the needs in safety and confidence in the future, satisfied with wages exceeding the minimum level (it allows you to purchase an insurance policy, make contributions to the pension fund), and work in a reliable organization that provides employees with certain social guarantees.

On the third level Maslow placed social support needs from others, recognition of a person’s merits, belonging to a particular community. To satisfy them, participation in group work, collective creativity, attention from the leader, and respect from comrades are necessary.

The fourth level is formed needs for self-affirmation, recognition from others. They are satisfied by acquiring competence, gaining authority, leadership, fame, and gaining public recognition. Managing the owners of these needs makes it easier to assign them titles, titles, awards, etc.

Finally, Maslow placed on the fifth level of the hierarchy needs for self-expression And and realizing their potential, relatively independently of external recognition. To satisfy such needs, a person must have maximum freedom of creativity, choice of means and methods for solving the problems facing him.

Ways of motivation:

Economics: high salary, financial incentives, bonuses, etc.

Towards non-economic methods of motivation include organizational and moral-psychological.

Organizational include first of all, attracting employees to participate in the affairs of the organization, which assumes that they are given the right to vote in solving a number of problems, usually of a social nature.

Moral and psychological methods incentives include the following main elements.

1. Creating conditions under which people would experience professional pride for the fact that they can cope better than others With assigned work, involvement in it, personal responsibility for its results; would feel the value of the results, their specific importance for someone.

In order for work to be satisfying, the task must contain a certain amount of risk and the opportunity to succeed.

2. Call presence, providing opportunities for everyone in their workplace to show their abilities, to express themselves in work, in its results, to have evidence that they can do something, and this “something” should receive the name of its creator. For example, distinguished employees receive the right to sign documents in the development of which they participated, which gives them the opportunity to feel their importance.

3. Confession, which can be personal or public. The essence personal recognition consists in the fact that particularly distinguished employees are mentioned in special reports to the top management of the organization, are introduced to them, and are personally congratulated by the administration on the occasion of holidays and family dates. It has not yet become widespread in our country. Public recognition we know much better.

4. Moral and psychological methods of stimulation include high goals which inspire people to perform effective and sometimes selfless work. Therefore, any task of a manager must contain an element of challenge.

5. Mentally stimulates atmosphere of mutual respect, trust, encouraging reasonable risk taking and tolerance for mistakes and failures; attentive attitude from management and fellow workers.

Content:

1. Introduction. 3
2. Labor behavior. 4
2.1. Labor behavior and its determining factors. 4
2.2. Types and forms of individual behavior in an organization. 10
3. Theoretical foundations of motivation management. eleven
3.1. The concept and essence of motivation of behavior in the process of work. eleven
3.2. Theories of motivation. 17
4. Practical study of methods of motivating behavior in the labor process. 21
4.1. Principles and methods used at McDonald's. 21
4.2. Practical tips for successfully motivating staff behavior. 23
5. Conclusion. 27
6. List of used literature. 28

1. Introduction.
The formation of a market economy in Russia creates conditions under which the importance of the human factor in production and business increases: knowledge, experience, and skills of workers become the main source of efficiency and competitiveness of business organizations.
Today, workforce motivation is one of the important strategic directions of enterprise development. Motivation is aimed at the most effective use of employee abilities in accordance with the goals of the enterprise and society, by creating a creative workforce capable of change, development and renewal.
To ensure effective work of staff, it is necessary to create an atmosphere of constructive cooperation in which each member of the team is interested in the fullest realization of their abilities. Creating such a socio-psychological atmosphere is the most difficult task of personnel management. It is solved on the basis of developing a motivation system, assessing labor results, and choosing a management style.
At the present stage of development of entrepreneurship in Russia, the topic of the course work is relevant and very important, since human resources are the most decisive factor in the success of any business.
Managers have always been aware that motivational aspects are becoming increasingly important in modern management. Motivating staff behavior is the main means of ensuring optimal use of resources and mobilizing existing personnel potential. The main goal of the motivation process is to obtain the maximum return from the use of available labor resources, which makes it possible to increase the overall effectiveness and profitability of the enterprise.
The purpose of this work is to study the theoretical foundations of behavioral motivation, and to consider the application of the theory of employee motivation in practice using the example of the McDonald's company.

2. Labor behavior.
2.1. Labor behavior and its determining factors.
Labor behavior is the executive side of work activity, its external manifestation. However, behind externally identical work actions, work activities that differ in their internal orientation may be hidden. Thus, the constant improvement of work techniques and methods for one employee may be determined by the desire to increase his earnings, for another - to gain recognition from his comrades, team, etc. To identify ways to improve the efficiency of work activity, it is necessary to study not only its external manifestations, but also its internal essence, the nature of its internal driving forces.
The main motivating force of a person, group, society is need, which is understood as an objectively determined request of an individual for the goods necessary for existence and the activity of acquiring them. Without food, clothing, housing, and spiritual benefits, people cannot exist. And in order to have all this, they must produce and work. Therefore, people work because they need to satisfy needs. Needs activate a person. If there is no need, there can be no activity.
However, conscious needs have motivating power. Needs, recognized by people, reflect in their psyche the discrepancy between external conditions and their internal requirements and predetermine their activities to eliminate such discrepancy.
Interests are a concrete expression of perceived needs. Conscious needs take the form of interests in certain objects that ensure the satisfaction of needs. Interests are the real reason for social actions. If a need characterizes what a subject needs for its normal functioning, then interest answers the question of how to act in order to have what is necessary to satisfy this need.
Thus, needs and interests characterize the internal conditioning of labor behavior. It should be noted that people engage in work not only out of internal needs, but also under external influence. Externally, labor behavior is determined by the labor situation - a set of conditions in which the labor process takes place. The work situation influences the development and expression of personal needs and interests. It includes incentives and value-normative management, social control and consists of the following main elements:
- labor incentives that have an indirect impact on employee behavior;
- planned and estimated indicators that serve as criteria for labor activity and perform the functions of labor values;
- administrative decisions (orders, instructions) that have a direct volitional impact on the behavior of employees;
- values and norms of behavior inherent in the work collective and expected in the behavior of its members.
The listed elements of the work situation have a certain motivating force. Under their influence, a person can act contrary to his inner aspirations and personal interests. The significance of internal and external influences in various spheres of human life is different. Under the influence of these influences, an internal position is formed, the employee’s personal predisposition towards various objects and situations, his readiness to act in one way or another. It is characterized by such concepts as “value orientations,” “attitudes,” and “motives.”
Value orientations are a relatively stable, socially determined attitude towards a set of material, spiritual goods and ideals, on the basis of which the desire to achieve certain goals arises. They are determined by the dominant interest in combination with the real status of the person. Thus, an employee who studies in the system of correspondence and evening educational institutions and expresses a desire, if the share of free time increases, to use it mainly for study, is focused on studying, and an employee who actively participates in the social life of the team and intends to expand this participation is focused on social activities . The degree of his labor activity and the quality of the work performed depend on what values the employee is oriented towards, what place his work activity occupies in the general system of his value orientations.
In work activity it is possible to focus directly on:
- the social significance of work, when the employee strives to perform the most important and necessary work for society, even if it is not always interesting from the point of view of the content of the work or profitable from the point of view of its payment;
- content of work, when the employee strives to find the most interesting, varied, creative work that opens up opportunities for advanced training;
- wages, when an employee seeks to work overtime or perform highly paid jobs to increase his earnings;
- working conditions, when an employee strives to work with normal working conditions, with a convenient shift, a good microclimate in the team, even with lower pay or low content of work.
In this regard, the level of consciousness of a person, the degree of awareness of the significance of the work performed, acquires special importance.
Value orientations correspond to certain attitudes. Attitudes are the most stable orientation in a person’s attitude towards objects, situations, his roles, statuses, his readiness for certain actions.
Motives, in contrast to attitudes, which may be unconscious, are a conscious subjective attitude towards one’s actions, an internal reaction to the work situation, formed on the basis of attitudes and value orientations under the influence of external influences and incentives.
Motives precede the act of work, the action of a person. The motive may be a sense of duty, satisfaction from a job well done, earnings, prestige, fear of criticism and punishment, promotion. Thus, there is a whole motivational complex that can change not only from person to person, but also from one situation to another.
Verbal behavior aimed at choosing motives (judgments) to explain and substantiate real work behavior is called motivation. In the process of motivation, the explanation of work behavior is carried out at the level of consciousness by relating the situation to be explained to certain values or norms.
It is important to understand the nature of motivation to consider its functions. By explaining and justifying the behavior of the subject, motivation thereby fulfills its main - direct function. In addition, it performs a regulatory function, which consists in blocking some actions and deciding on the initiation of others. It also, by explaining in a certain way the behavior of people and defining various opportunities for the subject to communicate with other members of the team, establishing connections with them, performs a communicative function and acts as a means of self-awareness and awareness by the subject of his social environment, the formation and socialization of his personality. Motivation also acts as a mechanism by which old ideals, norms, and value orientations are corrected and new ones formed. This happens if old values and norms cannot provide a justification for behavior that contributes to the realization of emerging needs.
In the world of work, a person simultaneously experiences a number of needs, interests, and value orientations. Focusing on each specific work situation, he compares his behavior with standards accepted in the team, shared patterns of behavior, learns what is “good” and what is “bad”, and based on the attitude formed in him, through motive, makes a certain choice, explains and justifies his. Thanks to the motive, actions acquire the character of a relatively coordinated act with greater or lesser correspondence between values and needs, even if they are inconsistent. The motive has a dual nature: on the one hand, it is determined by a specific situation (in relation to it you need to act), on the other hand, the person strives to overcome (in consciousness) the situation, correlating his action with the learned system of moral values.
Preceding the work action, explaining and justifying it, motivation can serve as an incentive to action or as a means of blocking it. However, motive is not the driving factor. He acts as a link between such regulators of labor behavior as values, needs and interests. It should be taken into account that, although values reflect individual aspects of work activity, they should be distinguished from such regulators as needs and interests. The latter (needs and interests) are a direct expression of social and practical activity, the social position of groups in the system of social reproduction. In values, the subject of activity, the forms of communication inherent in it and the conditions of life are expressed indirectly, through a system of signs and symbols, which can be given a special meaning that does not correspond to the nature of the signified.
Only under the targeted influence of administrative influences and incentives can one achieve maximum correspondence between the motive of activity and the need and ensure the necessary labor behavior. Stimulation is a special, qualitatively different from value-normative regulation, way of managing people’s social activities, in which human behavior is regulated by influencing not the individual himself, but the conditions of his life, circumstances external to the individual that give rise to certain interests and needs . Thus, stimulation is a method of indirect influence on the individual, in which the individual can consciously choose which action to perform in accordance with individual preference.
Let us consider in more detail the concept of labor incentives.
Incentives are objective, i.e. influences external to a person that should encourage him to a certain work behavior and cause his work activity. They are the basis for the emergence and existence of motives for work.
The stimulus does not act as a direct cause, but only as a prerequisite for action. In the process of its implementation, it must be realized by the employee, pass through his consciousness. Incentives are meaningful motivations, i.e. needs caused by the influence of objective factors. Understanding needs is a necessary step in their implementation.
The action of incentives encourages a person to perform such types of work and such quantity and quality that are necessary for society. This means that incentives are aimed at realizing public interests. Their effectiveness in attracting people to work presupposes the formation among team members of a stable internal need for conscientious, effective work, i.e. the formation of internal positive motivation.
Thus, in the value-normative management of labor behavior, the regulatory element is values and attitudes, and in stimulation - needs and interests. What is meant here is not just incentives, but incentives that are maximally adequate to the interests of the employee. Only under this condition can a stimulus evoke a corresponding motive, and the latter - the desired behavior. Options for a person’s labor behavior can be different with the same incentives. And yet they must be predicted and taken into account. Sometimes the most seemingly effective incentives give insignificant results and vice versa. For example, an irreplaceable worker is promised a significant increase in earnings for doing important work, but this does not stimulate him, because at the moment free time is more valuable to him than money, or he has accumulated a lot of money and has nothing to buy. Any idea evokes an interested attitude and is successfully assimilated only when it affects the interests of the masses.
As already noted, needs are incentives for work activity and needs, together with interests, characterize the internal conditioning of work behavior.
By their nature, needs are heterogeneous; they relate to different spheres of human life, a team, society, and have different intensity and nature of manifestation. This necessitates their classification.
According to their focus and object orientation, a distinction is made between primary needs - material (physiological), associated with the action of innate instincts, and secondary needs - spiritual and social, acquired by a person as a result of his life experience. These are needs of a higher order; they are related to relationships with other members of society and a person’s attitude towards himself.
The material needs of a person are necessary to maintain his physical existence and are associated with providing the most necessary, basic conditions (needs for food, clothing, housing, fuel, maintaining health). These needs have been formed throughout the history of human development. As a result of the unsatisfaction of material needs, the main vices of humanity arise: theft, greed, envy, etc.
Spiritual are the needs of a person as an individual associated with its formation and development. These include intellectual, creative and aesthetic needs.
Intellectual - these are the needs for knowledge, learning new things. On their basis, creative needs are formed. In this case, knowledge becomes not a goal, but a means of satisfying the need for creativity.
Aesthetic needs are associated with the perception of beauty in nature, in works of art, in work. They are satisfied by communicating with nature, reading fiction, listening to music, watching performances, exhibitions and albums of fine art. Satisfying aesthetic needs ennobles a person, elevates him, and beautifies his life.
Social needs are related to the life activity of a person as a member of society, a team, or a social group. These include the needs for social activity, independence, achieving a certain social status, stability and sustainability of existence, communication and belonging to a group, recognition and self-expression. They stem from people's lifestyles.
A special social need includes the need for creative and meaningful work as a means of self-expression, self-affirmation and self-realization. It manifests itself in their irresistible attraction to work as a vital and enjoyable activity. In the presence of such a need, work brings joy and happiness to a person, and a person cannot help but work.
A person’s needs are judged by his attitude towards literature, art, work, the outside world, society, and other people. The social value of a person and his culture are determined by what needs prevail in an individual and how balanced they are.
The nature and structure of the needs of an individual depend on the real capabilities of society, the material level of the person himself and his personal characteristics. Age, marital status, educational level, qualifications change - needs change. Thus, by influencing a person’s needs, one can regulate his work behavior.
Also a factor in regulating labor behavior is the value of labor, which is understood as a specific reflection in a person’s consciousness of the significance of objects, phenomena, certain aspects of social reality. For different social groups, the same values may have different significance. For some people, the most important value is family, for others - material well-being, for others - interesting communication, etc.
The values of labor mean the significance of labor in the life of society and the individual, as well as the significance of various aspects of labor activity, in relation to which the subject establishes his attitude.
Studying the values of work allows you to regulate work behavior. They represent an assessment of various aspects of the work situation in the human mind.
On the basis of the values inherent in the team, rules and standards of labor behavior of its members are specially established or spontaneously formed. At their core, norms of labor behavior serve the values of labor.
There are differences between the values of the goal and the values of the means. Based on the fact that the value of labor consists not only in its independent significance for the development of the individual, the realization of his creative potential, for his self-expression, but also in the fact that work activity is a means of achieving various benefits (a certain social status, social recognition, material well-being ), which members of the work collective strive for, and which (benefits) also act as unique values.
The values of work activity are determined by the objective significance of certain aspects of it. The values of labor activity are an expression in the mind of the objective significance of the various components of labor, this is an idea of the significance that various aspects of labor activity have for the subject.
Identifying the values of work activity involves, first of all, identifying a certain “set” of aspects that are significant for a given activity, those characteristics of the activity and the accompanying circumstances that are capable of satisfying human needs in a given work situation. These are working conditions, wages, organization and content of work, the prestige of this work activity, its social utility. The significance of these aspects is recorded as a set of unique criteria and standards.
2.2. Types and forms of individual behavior in an organization.
There are four main types of employee behavior in an organization:
1) “a dedicated and disciplined member of the organization”, characterized by the following traits:
- fully accepts the values and standards of behavior established by the organization and sincerely tries to behave in accordance with them;
- tries to contribute to the realization of the interests of the organization through its actions;
2) “opportunist”, which is characterized by:
- rejection of the organization’s values;
- external behavior reflecting adherence to the norms and forms of behavior accepted in the organization;
- achieving a state of internal comfort when it is necessary to lead or obey;
- the likelihood of committing actions contrary to the interests of the organization;
3) “original”, characterized by the fact that:
- he accepts the values of the organization, but does not accept the established norms of behavior;
- often experiences difficulties in relationships with colleagues and management;
- needs to be given freedom to choose forms of behavior for successful work in the organization;
4) “rebel”, who is distinguished by:
- rejection of either the organization’s values or norms of behavior;
- constant contradiction with others and initiation of conflict situations;
- the conditioning of this kind of behavior by the lack of appropriate skills and habits, as well as a lack of understanding of the importance of norms and values of behavior in the organization.
The following forms of behavior exist:
1) target, which is subdivided:
- functional (these are goals related to functions);
- economic (determined by a person’s desire to achieve a certain level of well-being). The economic form is in turn divided into three formulas of behavior: maximum income at the cost of maximum effort; minimum income with minimum effort; maximum income with minimum effort;
2) stratification, based on the individual’s desire to change his status;
3) innovative - for people who show a creative attitude to work and use their ingenuity in solving problems;
4) adaptive, aimed at eliminating conflicts, quarrels and stress in the team;
5) ceremonial-adaptive, associated with the need to maintain the stability of the organization’s structure, its traditions, customs, etc.
The process of employee socialization includes the following points:
- changing attitudes, values and behaviors;
- adaptation to the organizational environment, new job responsibilities and work team;
- mutual influence of employees and managers.
3. Theoretical foundations of motivation management.
3.1. The concept and essence of motivation of behavior in the process of work.
The personality of an employee (specialist, worker, employee) needs reinforcement, that is, a positive or negative attitude towards his behavior, approval or condemnation of his activities. The absence of such reinforcement inevitably leads to a revision of the motives of work and, mainly, to an increase in dissatisfaction with work, the order in the organization and the leader himself.
When studying the individual characteristics of personnel, it is necessary to take into account the existence of certain psychological barriers that may interfere with obtaining objective information about personal qualities and properties, motives of behavior and work activity. Internal experiences, as a rule, are disguised for “outsiders”; their identification requires a skillful approach and in-depth analysis. In addition, one should take into account the variability of individual characteristics of personnel, their motives, value orientations, forms of behavior, and interpersonal relationships.
There are a large number of motivational tendencies, from which the concept of motivation is formed, and which, to one degree or another, are characteristic of every person. Unfortunately, there is no clear and generally accepted definition of the concept of motivation. Different authors define motivation based on their point of view.
From the point of view of O. S. Vikhansky: “Motivation is a set of internal and external driving forces that motivate a person to activity, set the boundaries and forms of activity and give this activity a direction focused on achieving certain goals.” In this definition, motive is characterized by two components:
Motive is the impetus for action. A motive is always associated with a specific situation. Research shows that the relationship between a person’s activity (or activity) and the results of his work is characterized by a curved line. At first, as activity increases, the results increase; later, at a certain level of activity, the results remain at the same level. This stage is called the optimal range of activity, when the best results are achieved. Once activity begins to exceed the optimal range, performance results begin to deteriorate. It follows that the manager is called upon not to achieve maximum activity of subordinates, but to increase their activity to an optimal level.
It should be borne in mind that activity does not provide the necessary motivation. A person can work diligently and be active, but there may not be positive results if he directs his activities in the wrong direction. A similar situation arises when a subordinate does not represent the final goals of the work. The reason may be ignorance, insufficient control, unsatisfactory management of its activities. Due to the wrong direction of work, it is also possible for a conflict to arise between a person’s own needs and the goals of the team.
Motivation is the process of influencing a person to encourage him to take specific actions by inducing certain motives in him. Motivation is the core and basis of human management.
An interesting question is the relationship between “internal” and “external” motives. Human activity is influenced by motives that arise during a closed interaction between a person and a task, but it also happens that there are motives that arise during an open interaction between a person and a task (the external environment involves motives that encourage a person to solve a problem). In the first case, the motive is called “internal”, because motives are generated directly by the person facing the task. An example of such motivation could be the desire for a specific achievement, completion of work, knowledge, etc. Otherwise, the motives of activity associated with solving a problem are caused from the outside. Such a motive can be called “external”. Here, payment, orders, rules of conduct, and more act as motivation processes. 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 a less motivated 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 most elementary model of the motivation process has only three elements:
1) needs, which are desires, aspirations for certain results. People feel the need for such things as clothes, a house, a personal car, etc. But also for such “intangible” things as a feeling of respect, the opportunity for personal professional growth, etc.
2) goal-directed behavior - in an effort to satisfy their needs, people choose their own line of goal-oriented behavior. Working in a company is one of the ways of purposeful behavior. Attempting to advance to a leadership position is another type of goal-directed behavior aimed at satisfying recognition needs.
3) satisfaction of needs - the concept of “satisfaction of needs” reflects the positive feeling of relief and comfortable state that a person feels when his desire is realized.
In management, great importance is also paid to taking into account motivation levels. At the level of satisfactory behavior, employees achieve the minimum that is acceptable to management. For those workers whose motivation level is characterized by excellent behavior, work is a desirable part that brings rewards and satisfaction. Studies have shown that employees do not usually work to their full potential and save some of their energy, but only give their best when they are confident that their additional efforts will be properly appreciated and rewarded. The manager's task is to ensure that workers have the opportunity to satisfy the full range of their needs during the work process, in exchange for their energy and labor productivity.
Motivation, analyzed as a process, can be represented as a series of successive stages.
The first stage is the emergence of needs. The need manifests itself in the form that a person begins to feel that he is missing something. It appears at a specific time and begins to demand from a person that he find an opportunity and take some steps to eliminate it.
The second stage is the search for ways to meet the need. Once a need has arisen and creates problems for a person, he begins to look for opportunities to eliminate it: satisfy, suppress, not notice. There is a need to do something, to undertake something.
The third stage is determining the goals (directions) of action. A person records what and by what means he must do, what to achieve, what to receive in order to eliminate the need. At this stage, four points are linked: what should I get in order to eliminate the need; what should I do to get what I want; to what extent can I achieve what I desire; how much what I can get can eliminate the need.
The fourth stage is the implementation of the action. A person expends effort to carry out actions that open up the opportunity for him to acquire what is necessary to eliminate the need. Since the work process influences motivation, goals can be adjusted at this stage.
The fifth stage is receiving a reward for the implementation of the action. Having done some work, a person either directly receives something that he can use to eliminate a need, or something that he can exchange for an object he desires. At this stage, it becomes clear to what extent the implementation of actions gave the desired result. Depending on this, there is either a weakening, preservation, or strengthening of motivation to action.
The sixth stage is the elimination of need. Depending on the degree of relief of tension caused by the need, as well as on whether the elimination of the need causes a weakening or strengthening of motivation for activity, the person either stops the activity before a new need arises, or continues to look for opportunities and take actions to eliminate the need.
Methods of motivating personnel can be very diverse and depend on the elaboration of the motivation system at the enterprise, the general management system and the characteristics of the activity of the enterprise itself.
There are the following methods of motivating effective work behavior:
- financial incentives;
- organizational methods;
- moral and psychological.
The most common form (method) of material motivation is an individual bonus. It is advisable to pay it once a year, otherwise it will turn into wages and lose its motivating role. It is advisable to determine in advance the bonus percentage at the end of the year and adjust it in accordance with the employee’s achievements. The size of the bonus should, as a rule, be at least 30% of the basic salary (according to F. Taylor), while at the lowest level of management the bonus should be 10-30%, at the average 10-40%, at the highest 15-50%.
The effectiveness of bonuses is largely determined by the correct choice of indicators, their differentiation depending on the role and nature of the departments, the level of positions, focus on real contribution and final results, and the flexibility of criteria for assessing employee achievements.
Satisfaction with material remuneration and its fair level motivates people’s initiative, forms their commitment to the organization, and attracts new employees to it.
Needs are constantly changing, so you cannot expect that motivation that worked once will be effective in the future. With the development of personality, opportunities and needs for self-expression expand. Thus, the process of motivation by satisfying needs is endless.
As noted, in addition to economic (material) methods of motivation, there are non-economic ones, namely: organizational and moral-psychological.
Organizational methods of motivation (motivation) include:
- participation in the affairs of the organization (usually social);
- the prospect of acquiring new knowledge and skills;
- enrichment of the content of work (providing more interesting work with prospects for job and professional growth).
Moral and psychological methods of motivation include:
- creating conditions conducive to the formation of professional pride, personal responsibility for work (the presence of a certain amount of risk, the opportunity to achieve success);
- the presence of a challenge, providing opportunities to express oneself in work;
- recognition (personal and public) (valuable gifts, certificates of honor, Board of Honor, etc. For special merits - awarding orders and medals, badges, conferring honorary titles, etc.);
- high goals that inspire people to work effectively (any task should contain an element of challenge);
- an atmosphere of mutual respect and trust.
A unique comprehensive method of motivation is promotion. However, this method is internally limited, since, firstly, the number of high-ranking positions in the organization is limited; secondly, career advancement requires increased retraining costs. In management practice, as a rule, various methods and their combinations are used simultaneously. To effectively manage motivation, it is necessary to use all three groups of methods in enterprise management. Thus, the use of only power and material motivations does not allow mobilizing the creative activity of staff to achieve the goals of the organization. To achieve maximum effectiveness, it is necessary to use spiritual motivation.
In modern management, other groups of motivation methods are also used. In summary, all motivation methods can also be grouped into the following four types:
1) Economic motives of all types (salary in all its varieties, including contractual, bonuses, benefits, insurance, interest-free loans, etc.).
2) Management by objectives.
3) Labor enrichment - this system largely refers to non-economic methods and means providing people with more meaningful, promising work, significant independence in determining the work schedule, and using resources. In many cases, this is added to by an increase in wages, not to mention social status.
4) The participation system currently exists in a variety of forms: from broad involvement of the team in decision-making on the most important problems of production and management (Japan) to participation in ownership by purchasing shares of one’s own enterprise on preferential terms (USA, England).
Within these groups of methods, individual methods and systems for motivating personnel are being developed today.
3.2. Theories of motivation.
Over the last hundred years, world science has developed about ten theories of motivation, known today to every qualified manager. At enterprises that practice a scientific approach to this problem, they apply the principles of one of them. Exactly one, since the views of authoritative theorists differ radically, and each of the ten concepts calls on a leader or HR manager to behave differently in the same situation. Sometimes the authors of theories give us absolutely contradictory advice, substantiating them quite thoroughly, based on the results of certain experiments.
There are substantive and procedural theories of motivation.
Content theories of motivation seek to define (identify) those needs that motivate people to action, especially when determining the volume and content of work. They are presented in the works of Abraham Maslow, Frederick Herzberg, David McClelland.
Maslow's hierarchy of needs theory:
The main ideas and premises of this theory:
- People constantly feel some needs.
- People experience a certain set of strongly expressed needs that can be combined into separate groups.
etc.................