The system of non-material motivation of personnel is an example. Non-material incentives for staff

Decor elements 12.10.2019

Decor elements

Material incentives are a complex of various kinds of material benefits received or appropriated by personnel for an individual or group contribution to the results of an organization's activities through professional work, creative activity and the required rules of conduct.

Consequently, the concept of material incentives includes all types of cash payments that are used in the organization, and all forms of material non-monetary incentives. To date, the following types of direct and indirect material payments are used in domestic and foreign practice: salary, bonuses, bonuses, profit sharing, additional payments, deferred payments, equity participation (Fig. 8.6).

The central role in the system of material incentives for labor belongs to wages. It remains the main source of income for the vast majority of workers, which means that wages will continue to be the most powerful stimulus for improving the results of labor and production as a whole.

Rice. 8.6. Structure of material incentives

The essence of wages is revealed through a number of its main aspects:

1) wages are the price work force, corresponding to the cost of consumer goods and services that ensure the reproduction of the labor force, satisfying the material and spiritual needs of the employee and his family members;

2) salary is a part of the employee's income, a form of economic realization of the right of ownership to the labor resource belonging to him;

3) wages - this is the share of net output (income) of the enterprise, depending on the final results of the enterprise and distributed between them in accordance with the quantity and quality of labor expended, real labor contribution.

The regulation of personnel remuneration requires its appropriate organization, on the one hand, providing guaranteed earnings for the fulfillment of the labor norm, regardless of the results of the enterprise, and on the other hand, linking earnings with individual and collective labor results. The organization of wages at the enterprise is understood as the construction of a system for its differentiation and regulation by categories of personnel, depending on the complexity of the work performed, as well as individual and collective labor results, while ensuring guaranteed earnings for the fulfillment of labor standards.

An effective organization of remuneration involves the observance of certain principles (Fig. 8.7), which serve as economic guidelines in the material incentives for workers, in the organization of remuneration.

The elements of the organization of remuneration at the enterprise include labor rationing, conditions of remuneration, forms and systems of remuneration (Fig. 8.8).

Labor rationing is a mechanism for establishing the necessary quantitative result of labor activity (or labor costs). They can be the norms of costs and results of labor, the workload and the number of employees, the duration of working hours, the duration of the production cycle, etc. Labor rationing allows you to determine how much labor costs should correspond to the established amount of its payment in specific organizational and technical conditions. The labor norm determines the amount and structure of labor costs required to perform this work, and is the standard with which to compare

Rice. 8.7. Basic principles of the organization of wages in a market economy

actual labor costs are measured in order to establish their rationality. The most widely used norms are time, production, maintenance, number, manageability, standardized tasks.

The terms of remuneration depend on the quality of work and working conditions. These include a billing system, various options for non-tariff assessment of the complexity of labor and the qualifications of performers (analytical scoring of activities, jobs; certification of employees; qualification levels; labor cost coefficients, etc.). As additional tools, you can use incentive and compensatory surcharges and allowances that take into account

Rice. 8.8. Elements of the organization of remuneration

differences in working conditions, its intensity, modes, natural and climatic conditions, etc.

The regulation of labor and the conditions of remuneration are only the basis for establishing the amount of wages. For their practical use, a clear algorithm is needed for the dependence of wages on labor standards and indicators characterizing the quantity and quality of labor expended. This dependence is reflected through the forms and systems of remuneration.

In the organization of remuneration at the enterprise, wage systems are designed to ensure that the quantitative and qualitative results of labor are taken into account when determining the amount of earnings and the material interest of employees in improving the results of work and the results of activities of the enterprise (institution, organization).

All remuneration systems, depending on which main indicator is used to determine the results of labor, are usually divided into two large groups, called piecework and time-based forms of remuneration (Fig. 8.9).

The time-based form of remuneration assumes that the amount of an employee's earnings is determined on the basis of the time actually worked and the established tariff rate (salary).

With a piece-rate form of remuneration, wages are accrued to the employee based on the amount of actually manufactured

Rice. 8.9. Forms and systems of remuneration

products (the amount of work performed) or the time spent on its manufacture.

Piece-time (mixed) systems of labor work include elements of both piece-rate and time-based forms. These include Taylor systems; Bart Merrick; Gann ta; Atkinson; Halsey.

The choice of one or another form of remuneration is determined by the characteristics of the technological process, the nature of the means of labor used and the forms of its organization, as well as the requirements for the quality of products or work performed.

Comprehensive consideration of these conditions can only be carried out directly at the enterprise. Therefore, the choice of forms and systems of remuneration is the competence of the enterprise.

As practice shows, the most effective in certain production conditions is the form of remuneration that contributes to the growth of production, improvement of the quality of products (services), reduction of their cost and obtaining additional profit, ensuring the most complete combination of the interests of workers with the interests of the enterprise team and the employer.

To the base part of wages can be established P>-payments and allowances, which are an integral part of the development of conditions for remuneration. Their application is due to the need to take into account, when paying, the additional labor costs of employees, which are of a fairly constant nature and associated with the specifics of certain types of labor and areas of its application, and in this regard, it is aimed at creating the interest of employees in increasing additional labor costs and compensation for these costs by the employer.

Currently, more than 50 types of additional payments and allowances are used in the country's economy. Surcharges and allowances are divided into those guaranteed by labor legislation (mandatory for use) and optional, determined by local regulations (regulations on remuneration, collective agreement, regulations on personnel, etc.).

The most important direction of material monetary incentives is bonuses. The bonus stimulates special improved results of labor, and its source is the material incentive fund. The main characteristic of the award as economic category- this is a form of distribution based on the result of labor, which is personal labor income, i.e. the premium belongs to the category of incentive systems.

The premium is unstable, its value may be greater or less, it may not be accrued at all. This feature is very important, and if the premium loses it, then with it the meaning of the bonus as a material incentive is lost. The use of bonuses as a powerful incentive tool should ensure a prompt response to changing conditions and specific production tasks.

Along with material monetary incentives, there are also those that are of material value, but in real terms are presented in the form of special benefits and compensations - the so-called benefits, which together form a social package. Benefits and compensations can be either guaranteed by the state or voluntarily provided by the enterprise to its employees.

The structure of material non-monetary incentives includes several groups of incentives, the purpose and composition of which are presented in Table. 8.2.

Benefits and compensations are a special form of employee participation in the economic success of the enterprise. In the modern economy, the condition for the success of an organization is not only profit maximization, but also the social security of the employee, the development of his personality. In this regard, we can highlight a number of tasks that the organization seeks to solve by voluntarily providing its employees with benefits and compensation:

Aligning the goals and needs of employees with the goals of the organization;

Development of a special psychology among employees when they identify themselves with their organization;

Increasing productivity, efficiency and quality of work and the readiness of employees to work effectively for the benefit of the organization;

Social protection of employees at a higher level than provided by law;

Creation of a positive microclimate in the labor collective;

Formation of a positive public opinion about the organization as an employer and strengthening of its positive image among employees.

The system of material incentives is organically complemented by non-material incentives.

Table 8.2. Material non-monetary incentives

Groups of material non-monetary incentives	Purpose	Compound
Complementary working conditions	Providing the means of labor required at the workplace / position, not provided for in the regulations for the equipment of the workplace	Full or partial payment for cellular communication; Provision of transport or payment of transport costs; Portable personal computer; Payment of hospitality expenses
Social	Freeing up employee time to improve the efficiency of working time	Delivery of employees (to/from work); Non-state pension provision; Compensation for the cost of children's holidays; Compulsory medical insurance; Providing material assistance; Compensation (full or partial) for the cost of meals and catering; Compensation (full or partial) for the cost of sports
Image	Increasing the status of an employee within the company and outside it	Provision of a company car for trips to business meetings, negotiations, business trips, etc.; Catering in a separate room for senior management; Ordering light snacks, drinks at the workplace; Additional health insurance under the extended program (dentistry, hospitalization, planned surgeries); Additional medical insurance for family members; Organization and payment of expensive holidays; Full reimbursement of fitness club membership costs
Individual	Attracting/retaining valuable professionals	Provision of consumer loans / guarantee to the bank for urgent needs; Provision of loans/guarantee to the bank for the purchase of housing; Tuition payment; Provision of vouchers to resorts and holiday homes; Service Housing/Rental Reimbursement

8.3.2. Non-material incentives for staff

As potential non-material incentives, all moral, moral-psychological, social and economic factors available to the subject of management can be considered. organizational values that are adequate to the socially conditioned needs of the individual. Any incentives for labor activity can be classified as intangible, with the exception of monetary and non-monetary material remuneration of personnel.

The meaning of the concept of “non-material stimulus” combines everything that, necessarily reflected in a person’s feelings and mental images, at the same time really affects the spiritual, moral, ethical, aesthetic needs and interests of the individual. The intangible in stimulation is based on knowledge of the psychological foundations of human behavior in labor and understanding the importance of labor activity in meeting the highest (social) human needs (Table 8.3).

Table 8.3. Human needs and characteristics of motivation developing on their basis

Need
In reaching	Do something difficult. Manage, manipulate, organize - in relation to physical objects, people or ideas. Do this as quickly and independently as possible. Overcome obstacles and achieve high performance. Improve yourself. Compete and get ahead of others. Realize talents and thereby increase self-esteem
In respect	Admire the superior and support him. Praise, commend, exalt. Willingness to be influenced by others. Have an example to follow. Obey custom
In dominance	Control the environment. To influence or direct the behavior of others - suggestion, temptation, persuasion, indication. Dissuade, restrict, prohibit
In support	Satisfy needs with the compassionate help of a loved one. To be the one who is taken care of, supported, surrounded by care, protected, loved, who is given advice, who is led, who is forgiven, comforted. Stay close to a dedicated guardian. Always have someone around to support
In affiliation	Close contact and interaction with loved ones (or those who are similar to the subject himself or love him), give pleasure to the object and win his affection. Stay true to friendship
Need	Characteristics of the motivation of behavior aimed at meeting the need
In understanding	Ask questions or answer them. Interested in theory. Meditate. formulate, analyze, summarize
In exhibition	Make an impression. To be seen and heard. Excite, surprise, enchant, entertain, shock, intrigue, amuse, seduce
In autonomy	Break free from bonds and restrictions. Resist coercion. Avoid or stop activities prescribed by despotic authoritarian figures. Be independent and act according to your impulses. Not to be bound by anything, not to be responsible for anything. Ignore conventions
In aggression	Strength to overcome opposition. Attack, insult, show hostility. Fight. Revenge for insults. Resist with violence or punish
In opposition	In the struggle to master the situation or compensate for failures. By repeated actions, get rid of the humiliation of defeat. Overcome weakness, suppress fear. Wash away shame with action. Look for obstacles and difficulties. Respect and be proud of yourself
	Protect yourself from attacks, criticism, accusations. Hush up or justify mistakes, failures, humiliations.
To avoid damage	Avoid pain, wounds, disease, death. Avoid dangerous situations. Take precautionary measures
Avoiding shame	Avoid humiliation. To avoid difficulties or situations in which humiliation, contempt, ridicule, indifference of others is possible. Refrain from taking action to avoid failure
	Show compassion and help the defenseless in meeting their needs - a child or someone who is weak, exhausted, tired, inexperienced, infirm, defeated, humiliated, lonely, dejected, sick, in difficulty. Help in danger. Feed, support, console, protect, patronize, heal
In order	To put everything in order, to achieve cleanliness, organization, balance, neatness, accuracy, accuracy
	Act "for fun" - for no other purpose. Laugh, joke. Seek relaxation after stress in pleasures. Participate in games sports events, dancing, parties, gambling

The main areas of non-material incentives for personnel are moral incentives, organizational incentives and incentives free time. The priority of choosing one or another direction of non-material incentives in the practice of working with personnel depends on the situation in which and for what purpose they are used, as well as the extent to which the goals of the management bodies correspond to the interests of employees.

Moral stimulation of labor activity is the regulation of the employee's behavior on the basis of objects and phenomena that reflect social recognition and increase the employee's prestige.

Stimulation of this kind sets in motion a motivation based on the realization of the need to express gratitude and be recognized. The essence of regulation is the transfer and dissemination of information about the results of labor activity, achievements in it and the merits of the employee to the team or organization as a whole.

Methods of moral incentives for personnel are presented in Table 8.4.

Table 8.4. Methods of moral stimulation of personnel

Groups of methods of moral stimulation	Methods of moral stimulation
Systematic informing the staff	Extended Meetings: Meetings of the labor collective; Presentations of successful projects; Organized internal PR; Purposeful ideological work; Local corporate media (newspaper, magazine, website, local information network); Corporate identity (business accessories with company symbols, branded clothing), etc.
Organization of corporate events	professional competitions; master classes; labor competitions; corporate holidays; event activities; team building activities (team building), etc.
Official recognition of merit	Submission to state, professional and public awards; awarding honored employees with certificates, diplomas, corporate awards, valuable gifts, vouchers, sums of money (status awards); mention at meetings, public events; Hall of Fame
Managing relationships in a team	Use of democratic leadership style; scientifically substantiated selection, training and periodic certification of leading personnel; recruitment of primary units, taking into account the factor of psychological compatibility; the use of socio-psychological methods that contribute to the development of effective mutual understanding and interaction among team members, etc.

In essence, all of the listed methods of moral stimulation are of an informational nature, being information processes in which the source of information about the merits of employees is the subject of management, and the receiver of information about the merits of employees is the object of stimulation (employee, group, staff of the organization). The communication channel is the means of information transmission (visual, verbal).

The forms of evaluative information about a person and the ways of its transmission determine the content and effectiveness of the use of a moral stimulus. Moral stimulation should form positive motivation, create a positive mood, a favorable attitude towards work, team, organization, increase the importance of work in a person's life and the value of the organization.

Organizational (labor) stimulation is the regulation of an employee's behavior based on a change in the feeling of job satisfaction. Satisfaction with work as an evaluative-emotional attitude of an individual or a team to the work performed and the conditions for its flow is formed due to the relationship of private satisfactions with certain aspects of working life: satisfaction with the organization, content and productivity of labor, decent working conditions, satisfaction with the quality of working life, remuneration, relationships in the team, etc.

In this regard, the content of labor is of particular importance as complex characteristic labor (professional) activity, reflecting the diversity labor functions and operations performed in the course of labor activity. Labor activity can intrigue a person with the unknown, the mystery of the end result (for example, the result of an experiment for a scientist or research for a geologist) or the complexity of the task being solved, which seems to challenge the person’s pride (“can I or can’t I?”). A professionally interested person experiences pleasure not only in solving a difficult problem, but also in spending efforts on the solution process, on finding the most productive option. Work in this case is carried out for its own sake and is not only a means to an external goal.

Having learned the pleasure from the process and the result of the work (task), a person looks forward to the possibility of such pleasure in the future, which will encourage him to perform this activity again. The employee expects a reward in the form of intense positive emotions, joy and pleasure from work as an interesting activity, and his labor enthusiasm is manifested in a feeling of complete (mental and physical) involvement in the activity, full concentration of attention, thoughts and feelings in practice. A person knows how to act at one or another moment of work, since he clearly realized the goals of the activity and is not afraid of possible mistakes and failures.

Methods of organizational incentives for staff are presented in table. 8.5.

The methods of organizational stimulation listed in the table are aimed at changing the feeling of satisfaction of employees with their work in this organization. The peculiarity of work as the basis of a person's lifestyle is that job satisfaction largely determines life satisfaction and is an integral indicator of a person's social well-being. Replacing a person with a machine in routine, low-intellectual operations, enriching and enlarging labor, promoting employees at the professional and job levels, involving them in the process of managing their work and the organization as a whole, the employer forms a more developed socially stable personality of a worker of the 21st century.

One of the urgent problems of a modern working person is the total lack of free time. The active development of the economy, competition in the labor market for many professions, the growth of information flows - all these objective factors increase the value of such an incentive as “free time from work”, and force us to look for ways to compact working time, look for reserves - for development, mastering the latest technologies, professional and personal growth, to create a family, for friends, hobbies, recreation, sports. Therefore, the relevance of using such an important incentive as free time in the system of managing the motivation and incentives of the organization's personnel is obvious.

Incentive free time is the regulation of employee behavior based on changes in the time of his employment. The essence of incentives is to provide the employee with real opportunities to realize professional interests without prejudice to personal life, family, health and recreation. The growth of the material well-being of society, the level of development of world science, culture, art, information technology leads to the expansion of the range of interests of modern man, who finds

Table 8.5. Methods of organizational incentives for personnel

Groups of organizational incentive methods	Organizational incentive methods
Improving the quality of working life	Improving the organization of work; enlargement of the scope of work; expansion of the content of the corpse; intellectualization of labor functions; professional development and training of personnel; improvement of working conditions and equipment of workplaces; ergonomics and interior design
Career Management	Planning, motivation and control of individual professional development and promotion of employees; organizing the acquisition of the necessary level of professional training; search and support of talents; encouraging creativity and initiative; assessment and analysis of the results and methods of activity, personal and professional qualities employees
Involvement of personnel in the management process	Formation of self-governing autonomous collectives; encouragement of voluntary associations of workers in groups to solve the problems of the organization; providing opportunities for group discussion of upcoming decisions; operational change (rotation) of jobs and operations; combination of professions; delegation of authority; organization of feedback; reduction of labor regulation; providing freedom to dispose of resources (equipment, materials, finances); equity participation of personnel in the ownership of the enterprise (ensuring participation in ownership); use of idea reward schemes (the scheme is effective if people know how to make suggestions, believe that their proposals are expected to be noticed, considered and rewarded)
Organization of labor competitions	professional competitions; reviews of professional skills; competitive master classes of leading experts; blitz tournaments; competition of teams - working groups, teams, departments, branches, business units, subdivisions - for achieving great results, saving time or resources

living outside the plane of professional labor activity. Many workers today need free time to take advantage of everything that life gives them in a modern highly developed society, to combine work and personal life without compromising the latter, and so on.

The purpose of stimulating free time is to encourage employees for high labor productivity and labor productivity, for achieving labor success by providing special employment conditions: providing additional rest time, establishing flexible working hours, and using flexible forms of employment (Table 8.6).

Management activities in the field of non-material incentives should be aimed at solving the following main tasks:

Attracting highly qualified personnel, young specialists to the organization, providing the organization with personnel of the required quality, quantity and at the right time;

Decreased staff turnover;

Formation of a favorable socio-psychological climate and a productive working environment in primary teams and in general in the organization;

Formation (strengthening) of the organization's image as a favorable employer;

Formation and maintenance of organizational culture.

Table 8.6. Free time stimulation methods

Groups willows incentive free time	Free time stimulation methods
Providing extra rest time	Unscheduled one-day paid leave; Accession extra days to leave; Additional paid leave; Creative vacation; Additional leave without pay
Establishment of flexible working hours	Permission to self-regulate the total length of the working day. working week, working year, subject to the obligatory observance of the general norm of working time; Application of methods of division of work; Shift-forwarding form of work
Application of flexible forms of employment	Temporary and seasonal employment; home work; agency work; The work of the administrator on the home phone; Self-employment, etc.

Material and non-material incentives should actively complement each other in the personnel incentive system, which will become effective if it is based on a set of legal norms that fix managerial methods and means of influencing personnel in order to strengthen the motivation for lawful behavior and encourage the development of those necessary for the organization (and / or society) forms of relations.

Most modern employers one way or another, but use certain methods of non-material motivation of personnel in their practice, however, their conscious and planned application can significantly improve the performance of the enterprise, the psychological comfort of employees and the overall efficiency of using labor resources organizations. At the same time, organizations in Russia do not always pay enough attention to the non-monetary motivation of employees, although in many situations non-material values can be much more effective in motivating employees.

What is non-material motivation of personnel

Motivation of personnel is one of the main tasks of the personnel department of the enterprise and the employer himself, if he wants to maximize the efficiency of the use of available resources. Good motivation allows you to achieve better work results, creates a comfortable working atmosphere, reduces staff turnover and reduces the psychological burden on all employees without exception. At the same time, the motivation of personnel and the methods of its manifestation can be divided into several types. So, in its actual expression, motivation is divided into:

Material. These methods of motivation include all methods that directly affect the finances of the employee. Bonuses, employee fines, additional payments, material aid- all these are instruments of direct material motivation of workers.
Intangible. Non-material motivation includes all methods of influencing employees that do not directly affect their income indicators. Such methods may include the issuance of incentives, increased leave, the provision of certain goods and services as a gift, and other ways of influencing employees.

It should be understood that the concept of non-material motivation is somewhat controversial. Most widely, it refers to all methods of motivating employees of an enterprise that do not affect the actual income of employees. However, from the point of view of economic theory, the provision of goods or services or other material benefits to an employee also refers to material motivation. Non-material motivation concerns only actions that do not have a material component. But further in the article, the first point of view will be considered mainly, as the most widely disclosing the question posed.

In addition, one should remember about the division of motivation according to its direction and mechanism of influence. Thus, it can be subdivided into:

Positive motivation. These methods of motivation involve rewarding employees for success in the labor field. Positive methods include the provision of any additional privileges, benefits and other positive effects on the employee. The use of positive motivation mechanisms is preferable, as they stimulate employees to develop and improve labor efficiency.
negative motivation. Negative motivation includes, first of all, disciplinary action and other similar methods of punishing employees for certain violations of discipline or insufficient labor efficiency. The use of these techniques is also widespread in the Russian territory, and can have both tangible and intangible form. At the same time, it should be noted that the overall effectiveness of negative methods of motivation is rather low compared to positive ones, but it is also unacceptable to completely ignore them.

Accordingly, the non-material motivation of employees implies a set of methods of influencing an employee that does not directly affect his existing income. Nevertheless, the variety of methods of non-monetary motivation of employees, as well as the experience of thousands of business entities in Russia and the world, demonstrate the fact that this method of increasing the efficiency of personnel work can be more profitable and convenient than direct monetary remuneration.

Benefits of non-material motivation of employees

The use of non-monetary methods of rewarding and punishing employees has many advantages that are traditionally used by employers. However, most often, personnel specialists and managers do not consider the non-material motivation of staff as the main one, paying more attention directly to financial direct incentives. Although at the same time, in a global perspective, the non-material motivation of employees has many specific advantages, which include the following advantages:

It should be remembered that, depending on the chosen methods and tools of non-material motivation of personnel, it can provide many other benefits. However, at the same time, not every method of non-material motivation of employees has all the above advantages.

Disadvantages of non-material motivation of employees

Despite the large number of positive features, non-material motivation also has a number of disadvantages that the employer should take into account when planning the organization of labor at the enterprise. So, the following features can be called the negative aspects of the non-material system of employee motivation:

Lack of versatility. The material system of employee motivation is the most universal, since money is the main and most convenient way to reward employees both for work and for outstanding achievements in the labor field. At the same time, the employee will not always be interested in some specific methods of non-material remuneration.
The need for an individual approach. This shortcoming comes from the previous one. The development of a non-material motivation system requires the creation of unique individual solutions for each specific organization, taking into account the many nuances of both the company’s field of activity and the team directly working in it.
Unstable efficiency. The effectiveness of non-material motivation will not always be higher than material motivation. Depending on many side factors, the same methods of non-material motivation can have completely different effects on employees at different times or in different positions. For example, the provision of free meals at the canteen of an enterprise will be a significant bonus for an ordinary employee, but will have a minimal impact on the management team.
Great complexity of implementation and resource costs. The introduction of non-material motivation methods traditionally requires high costs time and human resources of the enterprise. So, assigning a bonus to employees will require only a few actions on the part of the manager and the accounting department, and the organization corporate party will involve lengthy preparations.

Some of the shortcomings described above are not typical for individual specific methods of non-material motivation, while others are fundamental, and others can be leveled with due effort. Therefore, each employer should evaluate its own enterprise and its conditions before making a final decision on the application of certain labor organization methods.

Types of non-material motivation of employees

The directly non-material motivation of employees has a separate division into types, depending on the area that will be affected by the aforementioned methods. In particular, non-material methods of staff motivation can be divided into:

Material and non-material motivation

Creating a close-knit team of highly professional specialists working for the benefit of a common goal and their own prosperity is an ongoing process. Even if an excellent team has been assembled and seemingly all conditions for work have been created, there comes a time when employees lose interest in their duties or leave the company. The reasons can be very different, but their essence lies in one thing - the lack of motivation. Motivation are measures aimed at increasing the interest of employees in their professional activity which can have both tangible and intangible basis.

MATERIAL MOTIVATION

It is not always justified to talk about the priority of material motivation and its greater effectiveness, in comparison with non-material one, although material motivation has certain advantages. In particular, it is the most universal, since, regardless of their position, employees value monetary incentives and the ability to manage the funds they receive more. In some cases, employees are even ready to exchange any methods of non-material incentives for their cash equivalents. The fact is that the action of non-material motivation tools implies certain limitations: if a subscription to a fitness center as a reward can only be used for its intended purpose, then its monetary equivalent can be used at will.

SALARY . The most effective way of material motivation is to increase wages, and the most basic is to determine the magnitude of the change in wages. In order to get real value from an employee, the amount of expected remuneration must be substantial, otherwise it may cause even greater reluctance to perform their duties. Some managers take the path of least resistance and periodically increase the salary of employees by insignificant amounts, however, even a one-time, but significant salary increase is more effective for motivation.

Ideally, the decision to raise wages should be made by the employer own initiative, but this, as a rule, does not happen - at least in our conditions. On this basis, the demand for a revision of wages becomes a common method of blackmail by some employees who threaten to leave their jobs. Often this method works, but there can be no talk of a significant increase in wages, in this case. For this reason, after a while, the employee again shows dissatisfaction with his salary, since there is a so-called “addictive income effect”.

PRIZES. One of the most common ways of material motivation are quarterly or monthly bonuses, as well as a bonus for long service. The main increase in the percentage of seniority bonus falls on the first years of work in the company, when the employee works effectively for the benefit of the company and tries to maximize his potential. On the other hand, there is a risk that after 2-3 years the employee, for one reason or another, will want to change jobs. The greatest stability is observed among the personnel who have worked for the company for more than 5 years, especially since by this time the bonus for the length of service already amounts to serious amounts.

In Russian companies, it is often practiced to issue "prizes-prizes" - a monetary reward that an employee receives spontaneously for any success. There is an opinion that the effect of surprise should inspire employees even more, but this only introduces confusion, as the employee ceases to understand why in one case he received a bonus, and in another - not. For this reason, it is better to inform employees about those specific situations when the issuance of bonuses is provided. On the other hand, if the bonus becomes an attribute of monthly income (for example, as for employees of industrial enterprises), then this also poorly motivates them to increase labor efficiency.

PERCENT . The following method of material motivation is most common in the field of trade and the provision of various services. This is a percentage of revenue, the essence of which is that the employee's earnings do not have a clearly defined limit, but depend on the professionalism of the employee and his ability to stimulate the sale of goods or services. Some companies that also rely on the qualifications of their employees provide a different method as material motivation - a bonus for professionalism. This encouragement is assigned based on the results of certification, which evaluates the results of the work of the employee and his compliance with the position held.

BONUSES. The number of material incentives includes various bonuses, but their fixed amount often becomes a demotivation. A fixed payment amount does not contribute to the desire to increase the achieved result, since the amount of the monetary reward will not change anyway. Based on this, in order to increase motivation, it is recommended to use an extensive system of payment bonuses.

For the top management, an additional remuneration (bonus) is provided for his contribution to improving the overall financial or economic indicators, such as reducing costs, increasing overall profits, etc. Bonuses can be not only personal, but also team. A team bonus is a premium reward for a group for achieving certain goals (for example, increasing sales). When accruing bonuses, it should be borne in mind that encouraging one department may be justified in specific cases, but this is not enough to increase overall performance. All structures of the organization, one way or another, are interconnected, and encouraging only one of them can demotivate the other.

It should be noted that with all the effectiveness and versatility of monetary incentives, the restriction only to material motivation will not bring the desired result. Members of any team are people with different life values and attitudes, besides, it is quite problematic to promote team building by issuing bonuses and bonuses. Moreover, material incentives are calculated based on the results of the work performed and may vary even among people occupying the same position in the hierarchy. All this often causes discontent and does little to create a healthy atmosphere in the team. In many cases, some kind of moral compensation and a balancing factor are simply needed, in the role of which are the methods of non-material incentives.

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NON-MATERIAL MOTIVATION

The main difficulty in using non-material motivation systems is that for each specific team, a certain adjustment of standard schemes is necessary. Exist general principles, effective in most cases, however, in order for motivation to be truly effective, it should be adjusted to the interests of specific employees. It turns out that how many people - so many ways of motivation should be provided, since even the perception of the same situations among employees is completely different. For one employee, verbal encouragement from superiors can serve as a powerful motivation, while for another it looks like a natural recognition of his good work. Individualization of systems and methods of motivation, of course, is not possible, especially if a large number of employees are subordinate. For this reason, many managers limit themselves to average models of motivation, taking into account the position that the employee occupies and his basic needs.

The simplest schemes are applicable to lower-level employees who perform any auxiliary functions. With an increase in the degree of responsibility of an employee, the requirements for the effectiveness of his work grow, respectively, special attention is paid to the motivation of the management level of companies. For middle and top managers, their own methods of motivation (both material and non-material) are usually developed, since the work of other people directly depends on their organizational abilities. Motivation systems for people occupying different levels of the job hierarchy should also be different for the reason that, depending on promotion up the career ladder, a person's criteria for motivation also change.

Non-material motivation includes incentive systems that do not involve the issuance of material and non-cash funds to employees. This does not mean that companies will not need to invest financial resources in the implementation of methods of non-material motivation. For serious companies, the presence of subjective factors in determining motivation and incentive mechanisms is unacceptable. The fundamental principle should be maximum objectivity and transparency, and the criteria for evaluating the work of employees should be determined initially and inform the staff about them. If incentive mechanisms constantly change without any reason, this will disorganize the work of employees and cause dissatisfaction.

The purpose of non-material motivation is quite simple: to increase the employee's interest in their work, which will affect the increase in labor productivity and, accordingly, the increase in the company's profits. Non-material motivation in the form of participation in joint corporate events contributes to the formation of a healthy atmosphere in the team, which also affects the overall performance of the staff and their desire to contribute to the common cause. However, in addition to a formal approach to the use of non-material motivation only for the purpose of subsequent profit, many managers rely on the development of a corporate spirit in the team and on increasing the self-esteem of employees.

Methods of non-material motivation can be applied to a specific employee or implemented addresslessly. Addressed non-material motivation includes, in particular, congratulations to the employee on his birthday from the management and team members. This may also be various forms incentives in the form of gifts on an important occasion and material assistance in cases of serious illness or death of the employee's relatives. Targeted motivation also includes verbal encouragement of an employee for a job well done. Practice shows that the assessment of the work, sounded from the lips of the head, has a very positive effect on the loyalty and general working mood of the employee. Targeted non-material motivation is especially important for new employees who have not yet had time to get used to the methods of work of the manager and the team. Encouragement can be expressed both in a personal conversation and on general meeting team members. It should be noted that the targeted motivation of specific employees should not become a habit, as this will reduce the effectiveness of its impact, and also not be overly subjective. If employees constantly hear praise for the same colleagues, then this does not contribute to increasing interest in the work. Managers should manipulate the methods of targeted non-material motivation very carefully so as not to create inequalities in the team.

To unaddressed motivation includes the holding of joint corporate events, as well as the provision of various benefits - a social package. To date, the social package is one of the most effective ways motivation of employees: this is the organization of free meals, medical insurance, payment for transport and mobile communications, preferential or free vouchers to a sanatorium for health reasons, as well as the opportunity to improve their skills or receive training at the expense of the company.

To the methods of non-material motivation can be attributed to the creation optimal conditions work for employees: installation of new computer equipment, creation of comfortable working areas for staff, improvement of the design of premises, installation modern systems air conditioning and heating, etc. Non-addressed motivation includes the issuance of overalls to all staff, depending on the work performed, as well as various company attributes during events (for example, T-shirts with the company logo). The most important tool of non-material motivation is corporate holidays, especially with the involvement of employees' family members. There is also such a thing as team-building (team building) - team building through joint trips to rest homes or sanatoriums, participation in excursions and general events. Presentations and other actions aimed at demonstrating the success of the company should also be held with the participation of team members to create a sense of ownership in the common cause.

Summing up, we can make an absolutely obvious conclusion about the need to use methods of both material and non-material incentives for the successful operation of any business structure. The motivation mechanisms that exist today are far from ideal, but they are effective and continue to be actively used in practice. In particular, in order to increase the effectiveness of material motivation, indicators of material incentives should be compared with business goals and incentive systems should be provided not for the implementation of specific tasks, but for the implementation of general plans. In fact, preference is given to material incentives for specific employees and working groups, since it is believed that these methods are easier to manage motivational mechanisms.

The main disadvantages of the applied methods of non-material motivation include an average approach to employees without taking into account individual needs. Apparently, many employers have not yet fully realized the importance of non-material motivation, however, any thinking leader, one way or another, will come to realize the importance of these methods. After all, the reasons for the company's failures in the market of goods and services offered, the decrease in sales and the number of potential customers sometimes lie not in erroneous economic calculations, but in insufficient motivation of the company's employees.

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Articles

What is the difference between material and non-material motivation of employees? What are the types and examples of non-material motivation? How to motivate staff non-materially?

Probably, everyone will agree that in order to create a cohesive team, subordinates need to be provided with the appropriate conditions. And it's good when the company's budget allows you to introduce decent cash incentives.

But what to do when material possibilities leave much to be desired? Practice other types of staff remuneration and combine them with monetary motivation. Practice shows that material incentives work much more efficiently in combination with various non-material and non-standard types of incentives.

With you online magazine "HeaterBober" and a permanent author of publications Anna Medvedeva. Today we will deal with such a concept as non-material motivation of personnel.

At the end of the article you will find useful information on how to provide a new, higher level of communication and work in the team.

So let's get started!

1. What is non-material motivation of staff and how does it differ from material

At any enterprise, regardless of its specifics, a system of motivation is used. It is necessary to create an internal incentive for employees to work well and fruitfully and not look in the direction of competing firms.

All types of motivation methods are divided into 2 large groups - material and non-material. With material ones, it is more or less clear, but what are the methods from the second group?

These are different ways to create a positive attitude for high productivity among employees. Employees receive bonuses expressed not in monetary terms, but in various other forms.

Non-material motivation of the staff plays an important role in the overall motivation system. Although it is generally accepted that we work to get money and the best motivation is a good salary, practice shows that we cannot do without non-monetary incentives.

The need for additional motivation arises when:

violations of the employment contract;
excessive workload;
irregular working hours;
uncomfortable working conditions, etc.

To avoid a distorted idea of non-material motivation, we will highlight the main aspects and principles in the approach to this issue, and also divide them into positive and negative ones.

Advantages and disadvantages of non-material motivation:

№	Criterion	+	-
1	Significance in the motivation system	Perfectly complements material motivation	It cannot completely replace material motivation.
2	financial indicator	Does not require large financial costs	Can't do without spending
3	Value in management	When creating self-motivation among employees, it significantly reduces the efforts and funds allocated for material incentives	Creating internal motivation among employees is not so easy.

2. How to choose methods of non-material motivation depending on the psychotypes of employees - 5 main types

With the help of tests and questionnaires, you will determine what types of employees work in your team.

Use the information received in the development and implementation of the motivation program.

Type 1. Critic

This type of worker is immediately evident in the critical and ironic treatment of colleagues. They like to use complex phrases and abstruse words in colloquial speech.

The most positive thing about the work of critics is that they do a good job with the duties of various kinds of controllers. The best non-material incentive for them will be the public approval of the leadership and the assignment of control functions.

Type 2. Idealist

This is the opposite of criticism. Idealists are absolutely not conflict, they treat colleagues attentively, gently and kindly. Often they even smooth out controversial situations by agreeing with someone's opinion for the sake of peace in society.

The tense atmosphere in the team easily demotivates idealists. Therefore, to create internal motivation for them, it is good to use ethics and humanity in the development of the company, as well as various recognitions and praises. Idealists can be safely entrusted with all sorts of social tasks.

Type 3. Analyst

Such workers are very thorough and thoughtful in everything, attentive to all the nuances of the work and the instructions given to them. For them, no fuss and rash decisions of the leadership, made on emotions, are unacceptable.

Analysts are well motivated by the comfort and arrangement of the workplace, the rational organization of work, and interaction with management at the proper level. Such employees are stimulated by advanced training, career growth and participation in professional events.

Type 4. Realist

This type of employees combines the fulfillment of all requirements for work and their own experience. Realists are active workers prone to organizational activity.

Leave the managerial work to the realists. With their help, you can establish a healthy atmosphere of mutual assistance in the team and create a cohesive team.

But small assignments are best left for others. For a realist, they are uninteresting, unprofitable, and can even demotivate a strong personality.

Type 5. Pragmatist

Unlike the analyst, the pragmatist does not spend time thinking about things for a long time. But one of the most best qualities pragmatists is the ability to quickly navigate and make decisions even in a suddenly changed situation.

The monotony of the workflow and too time-consuming projects are boring for such employees. Therefore, give them urgent assignments such as introducing a new project, opening a branch, etc.

3. What are the types of non-material motivation of staff - 4 main types

Let us describe in detail the main non-material forms of motivation.

It is conditionally possible to divide them into 4 types.

View 1. Social

This type of non-material motivation is associated with the desire of the employee to move up the career ladder, occupy high positions and develop professionally.

How to motivate employees who are configured in this way? Give them important public assignments, involve them in management and decision-making regarding the workflow.

Use incentives associated with the social package. Education, payment of sick leaves, medical insurance, travel vouchers.

Type 2. Psychological

Here, the determining factor is communication and the atmosphere within the team. Normal communication is unthinkable without a warm, trusting atmosphere.

The following methods apply here:

form a team taking into account the individual characteristics of employees;
organize corporate events so that subordinates communicate with management in an informal setting;
set a personal example so that employees see the leader's contribution to the common cause.

Naturally, in a team with benevolent relations, one wants to fulfill oneself.

View 3. Moral

Such motivation directly depends on people's need for respect, not only from management, but also from colleagues.

Recognition of quality work and results is expressed as:

insignia;
certificates of honor;
verbal praise;
entry on the scoreboard.

Note that it is better to do this not face to face, but in the presence of other colleagues.

View 4. Organizational

This refers to the quality organization of jobs and the entire labor process.

Organizational Incentives:

equipping the workplace with modern technology (in offices - computers and various office equipment, in production - other devices related to the specifics of work);
allocation of a special room for recreation;
provision of food on the territory of the enterprise.

4. How to motivate staff non-financially - practical tips and tricks

Now we offer you some tips on how to improve the non-material motivation of staff.

Analyze whether you use all the possibilities in your practice. And if not, then take note.

Tip 1. Recognize the merits of the employee and praise him

This is one of the most effective ways to non-material increase motivation. Employees who are honored by their manager feel valued and respected and work hard to achieve higher performance.

Also, if you celebrate out loud the merits and achievements of good employees, this will be an incentive for everyone else to increase productivity. In addition, it is always nice when you work in the same team with cool specialists.

Tip 2. Strive to create a favorable psychological microclimate in the team

A tense and hostile environment not only reduces the productivity of employees, but also contributes to the loss of valuable personnel. Because people spend a significant part of their lives at work, and everyone strives to be in a good team, and not in a jar of scorpions.

Example

Svetlana was accepted as an engineer in a prestigious construction company. Her joy knew no bounds.

However, in the first month, all joy dried up. Although Svetlana was a competent specialist, she still had to address her colleagues with questions due to ignorance of the specifics of some issues.

However, in a closed team there was no mutual assistance and support. None of the employees sought to help, on the contrary, they deliberately put spokes in her wheels in order to put the new engineer in an unfavorable light. It was simply impossible to work in a state of constant stress.

A month later, Svetlana started looking for a new job and soon left for another company for the same salary. True, the percentage of bonuses here is somewhat less, but the friendly atmosphere in the team inspires her to improve her level of professionalism.

Tip 3: Give employees the opportunity to learn and improve their skills

The possibility of training and advanced training is an advantage of any company.

It is not overlooked by young ambitious professionals who seek to expand their knowledge base and improve their professionalism.

An organization that provides such opportunities is always in a winning position. After all, not every employee is able to pay for additional training on their own.

Tip 4. Create conditions for career growth of employees

There are probably few workers in the world who want to stay in the same position and do not strive to move to a more prestigious one. Therefore, one of the mandatory points of any motivational program should be career advancement.

Create a talent pool of talented candidates. If your enterprise does not provide for the possibility of career growth, such employees will work only to gain experience, but other companies will choose to develop and advance.

Tip 5. Hold professional skills competitions among employees

Through such competitions, create an atmosphere of healthy competition among employees. Moreover, employees should be motivated not by the fear of remaining on the periphery, but by the desire to be among the best, which can be everyone, and not just the elite.

This approach has another advantage. It will certainly identify the strongest employees, and you will know whose professional development is worth spending enterprise resources on.

Every type of employee appreciates the added value that comes from being at home. The bonus system shows that the organization values its staff and takes into account their needs.

What types of bonuses can be used:

partial or full payment for a gym membership;
issuance of gift certificates;
provision of places in kindergarten for children of employees;
lunches at the expense of the organization;
free travel in public transport, etc.

There are many options, it would be a fantasy. The main thing in this case is not to act at random, but to study the demand for such benefits.

Naturally, in workers with chronic fatigue syndrome, labor productivity decreases. Therefore, the presence of places of rest at work is necessary as well as good conditions.

Five minutes with tea and coffee provide an opportunity to relieve stress and chat on topics that are distracted from work. Maybe someone wants to do the so-called office fitness. In any case, employees are entitled to a few minutes of rest in addition to the traditional lunch break.

In the video you will find other useful and interesting tips for non-material motivation.

5. Professional assistance in increasing staff motivation - an overview of the TOP-3 companies providing services

Now we will give examples of companies that develop motivation systems or are engaged in training in the field of business and management.

Experienced specialists will tell you the necessary material and non-material ways of motivation that will be most suitable in your team.

1) MAS Project

The company has developed a multifaceted management system as a result of solving the problems of a real-life business. MAS Project specialists authoritatively state that strategic planning of activities is not such a difficult thing if you have the necessary tools.

A large set of such tools combines the single software environment proposed here. MAS Project is an online service through which you can track the performance of all employees and control all levels of the enterprise hierarchy.

Analyze your existing motivation system and implement a new, more advanced program.

2) business relationship

It helps to make a breakthrough in business development. The company offers a powerful training, after which the level of staff involvement increases dramatically. A maximum of practical exercises is planned in the training, thanks to which it brings excellent results.

You are offered various tools to improve business efficiency and solve problems with personnel through the correct perception of work situations and moments.

The developers focused the training on corporate training. Here we worked with many well-known large organizations - Beeline, MTS, Adidas, Megafon, Home Credit Bank and others. In the field of training in a corporate format, Business Relations is one of the most experienced companies.

To gain the missing knowledge and practical experience in dealing with management issues, we advise you to contact the largest Moscow business school, which has been a leader in its field for more than 5 years.

Here you can choose seminars and courses in different areas and in various industries. For team training, corporate programs have been developed, for remote clients - webinars and international programs, as well as professional retraining and advanced training courses.

Representative offices of Moscow Business School are located in different cities and countries. This makes learning accessible to all interested, regardless of location. Study the seminar schedule and attend classes where it is convenient for you.

6. What influences the formation of high motivation - an overview of the main factors

At the end of the topic, we will consider additional factors on which the increase in the level of motivation in the team depends.

Pay attention to whether they are present in your motivational system.

Factor 1. The strength and competitiveness of the organization

The high status of the company and its impeccable image in itself are a great motivator.

Firstly , good specialists strive to work at such an enterprise.

Secondly , the valuable personnel already available in the state do not tend to go elsewhere.

Thirdly , the realization that you work in such an organization contributes to personal development and striving for the quality performance of their duties.

Such non-material motivation of employees is a rather powerful factor even without comparison with others.

Factor 2. Strong management team of the enterprise

Talented leaders should be not only in the highest positions, but also at all levels of the organization's structure. After all, as you know, a personal example of a leader is one of the strongest motivators for any category of employees.

Do you know what mistake can be made when choosing department heads? To appoint workers not with the corresponding abilities, but according to the length of service or professional talent. Have such an employee with as much experience as you like, but if he does not have leadership skills, this easily demotivates strong and ambitious employees.

"What for?"

“And you could be a good leader.”

“Do you think everyone should be leaders?”

“No, not everyone should. But everyone wants!

(film "Moscow Doesn't Believe in Tears")

Factor 3

Another important factor that speaks of the reliability and stability of the enterprise and guarantees the protection of the interests of its employees. A decent salary, paid vacation and sick leave, and most importantly, the transparency of the calculation system is a very powerful incentive for a patriotic attitude towards your organization.

In institutions where the rules of the labor code are not observed, there is always a high turnover of staff. This is not surprising - no one wants to strive for some kind of achievement where the interests of employees are not taken into account.

Factor 4. Current corporate culture

It is necessary that each employee feel like not a small cog in a soulless machine, but an important part of the team, the quality of which determines the success of the entire enterprise. Each member of the team should know that his contribution to the common cause is irreplaceable and he is valued here as a highly qualified employee.

Such a motivational technique forms a high level of responsibility and a sense of devotion among subordinates both to their team and to the organization as a whole.

7. Conclusion

Let's summarize what has been said.

Material and non-material motivation of employees are closely interconnected. The non-material motivation of the staff as such will not have a grandiose effect, but when properly combined with the material one, it will give tangible results.

What is staff motivation - a complete overview of the concept + instructions for developing an employee motivation system in 5 steps

Russian State Social University

Ministry of Higher Education

Department of Social Management and Tourism

Faculty of Social Management

Course work

by subject

"Personnel Management"

"Non-material motivation of personnel"

Student:.

Group: MOT-D-4-2

Speciality: 061100 "Management of the organization"

Checked: Voytenko Alexander Ivanovich

Moscow 2006

Introduction

Conclusion

Glossary

Applications

Introduction

Relevance researchThe problem of motivation lies in the fact that a feature of personnel management in the transition to the market is the increasing role of the employee's personality. Accordingly, the ratio of incentives and needs changes, on which the incentive system can rely. Now, along with the processes of economic growth and relative stabilization in the Russian economy, there has been a significant change in this area. State, private, corporate enterprises in practice felt that the development and success of market relations is impossible without integration into the "global feverish efforts" to find new modern forms of motivation and stimulation of labor. At the same time, in many countries of Western Europe and in the USA, the motivational aspects of personnel management of companies and firms have become of great importance, and these methods and experience of motivation can be successfully transferred to Russian soil.

object researchis work motivation.

Subject researchis a method of non-material incentives for staff.

The purpose of the study term paper is the study of techniques, methods, technologies of non-material motivation, which is the process of encouraging oneself and others to work to achieve personal goals and the goals of the organization.

Research objectives:

1.The study of techniques, methods, technologies of labor motivation in improving the efficiency of the enterprise.

2.Consider the new experience of non-material incentives to work and the existing problems of motivation.

.Analysis of the proposed motivation in the company and identification of optimal methods of staff motivation.

Research novelty.There are many theories of motivation, theories of the emergence of the motivational process. Practice managers try to pass on their experience, but this only encourages them to learn more. deep question. The problem of motivation is interdisciplinary in nature: sociologists, psychologists, economists, and managers write about it.

Writing method.When writing the term paper, monographic materials, practical developments in building non-material motivation were used.

Characteristics of the source base.For this study The work used the literature containing both theoretical and practical material. The literature contains various theories and effective practical advice that can be used in certain situations. In addition, the manuals present structural and logical diagrams that reflect summary presented material.

Work structure:

In Chapter I, the theoretical basis of non-material motivation, methods and methods of non-material motivation will be considered.

In Chapter II - the study of the problem of motivation in practice.

I. Personnel motivation as a factor in increasing production efficiency

1. The role and importance of staff motivation

The main feature of personnel management in the transition to the market is the increasing role of the employee's personality. The current situation in our country carries both great opportunities and great threats for each individual in terms of the sustainability of his existence. That is, now there is an extremely high degree of uncertainty in the life of every person. Therefore, it is necessary to develop a new approach to personnel management. This approach is as follows:

) creation of a philosophy of personnel management.

) creation of perfect personnel management services.

) application of new technologies in personnel management.

) creation and development of shared values, social norms, a set of behavior that regulates the behavior of an individual.

The philosophy of personnel management is the formation of the behavior of individual employees in relation to the development goals of the enterprise. In such conditions, the motivation of the work activity of the company's employees becomes especially important. In order for a person to perform the work entrusted to him conscientiously and efficiently, he must be interested in this or, in other words, motivated.

In personnel management, motivation is considered as a process of activating the motives of employees ( intrinsic motivation) and creating incentives (external motivation) to encourage them to work effectively. In this regard, the terms stimulation and motivation are also used as synonymous with the term motivation. The purpose of motivation is the formation of a set of conditions that encourage a person to take actions aimed at achieving the goal with maximum effect.

Ideas about the possibilities of motivating the work of workers have undergone major changes in management practice. For a long time, it was believed that the only and sufficient incentive to induce an employee to work efficiently is material reward. Taylor, the founder of the school of scientific management, developed his system of organizing the work of workers, convincingly proving the relationship between labor productivity and its payment. However, Mayo's experiments at Hawthorne found a significant influence on labor productivity of other factors - psychological ones. Over time, various psychological theories motivation, trying from different positions to consider the determining factors and the structure of the motivational process. As a result, the so-called "carrot and stick" policy was replaced by the development of more complex systems for stimulating the motivation of workers to work, based on the results of its theoretical study.

Modern theoretical approaches to motivation are based on ideas formulated by psychological science, investigating the causes and mechanisms of purposeful human behavior. From these positions, motivation is defined as the driving force of human behavior, which is based on the relationship of needs, motives and goals of a person.

A general characteristic of the motivation process can be represented if we define the concepts used to explain it: needs, motive, goals.

non-material motivation staff employee

Needs - the conscious absence of something, causing an impulse to act. Distinguish between primary and secondary needs. The primary ones are laid down genetically, and the secondary ones are developed in the course of knowledge and experience.

Motive - internal motivation (impulse) that makes a person act in a certain way.

Goals are the desired object or its state, which a person strives to possess.

General scheme motivational process, reflecting its cyclicity and multi-stage, as well as the relationship of needs, motives and goals, is shown in Fig.1.

Source: Personnel Management: Course of lectures; practical tasks / L.I. Lukichev.

Fig.1. Scheme of the motivational process

The presented scheme is rather conditional and gives only the most general idea of the relationship between needs and motives. The actual motivational process can be much more complex. The motives driving a person are extremely complex, subject to frequent changes and are formed under the influence of a whole range of external and internal factors - abilities, education, social status, material well-being, public opinion, etc. Therefore, predicting the behavior of team members in response to different systems of motivation is very difficult.

The task of the manager is to motivate workers, to provide them with the opportunity to meet their personal needs in the process of work in exchange for their energy, skills and quality work. The term "need satisfaction" reflects the positive feelings of relief and well-being that a person feels when his desire is fulfilled. After receiving a promotion, completing a project, getting a thank you from colleagues, and getting a pay raise, people usually feel a sense of satisfaction.

Motivated, motivated people give their all to achieve results. They do their job not only because they get paid for it, but also because they want to work. Work for them is an important part of their lives, it inspires people to do other important things. Only well-motivated employees can make a significant contribution to the achievement of the organization's high results.

Many managers believe that only a decent salary can motivate. But this is just a perpetuating factor that keeps a person from looking for a new job. Although we should not forget that not being satisfied with the salary demotivates quite strongly.

But there are many non-material demotivators. About 50% of people change jobs precisely because of a decrease in non-material motivation. Therefore, it is important to remember that people work not only for their daily bread. The prospect of approval is perceived by many as a stimulus for effort and is more important than money1 .

Non-material incentives to increase motivation

For the emotional psychological completeness of existence, all people need attention and personal recognition by other people.

Everyone wants to hear words of approval when they know that they have worked hard and deserve them. It is important for a manager to know that people would never work in his organization if they did it only for the sake of money. The value of a reward often lies not in the reward itself, but in the emotional satisfaction that people experience when they achieve a goal.

Staff motivation systems can be very effective in encouraging employees to put in extra effort, so it's worth looking into them in more detail. There are three types of non-material motivation:

.social motivation

2.moral motivation

.Psychological motivation.

Social Incentivesassociated with the need of workers for self-affirmation, with their desire to occupy some social position, with the needs for a certain amount of power. These incentives are characterized by the ability to participate in the management of production, labor and the team, to make decisions; prospects for career advancement, the opportunity to engage in prestigious types of work. Consequently, it is assumed that employees are given a voice in solving a number of problems, they are delegated rights and responsibilities.

Labor behavior the employee, therefore, is largely determined not only by material, but also by social incentives, working environment.The environment in which work is carried out significantly affects the attitude of staff to work. Managers of the enterprise should make the necessary efforts to create an environment that will facilitate the solution of the tasks at hand and meet the needs of employees.

People rarely demonstrate their potential abilities in an atmosphere of absence. stability.If a person constantly lives under a real threat of dismissal, it is impossible to expect interest and maximum return in work from him. A sense of stability is not simply related to having or not having a job.

People are also afraid of losing their position or losing the respect others have for them. Many people enjoy the sense of stability they experience in the group they belong to, which makes it especially important development group work. The style of a manager's work is of great importance, since the formal, unresponsive management of people can reduce the feeling of security, which in turn adversely affects the productivity of workers.

One of the most effective ways to increase people's contribution to a firm is to help them own development.Development and experience are inseparable. Job feedback is inseparable from people's development and can be a powerful motivator for even greater achievement. Some of the development efforts may not suit employees or may not be very desirable for them, so it is important to actively involve people in making decisions about their own development and growth. The best training is the one that is linked to the immediate functions of the employee and is carried out at the workplace.

Therefore, the manager needs to give subordinates tasks related to the reorganization of the production process. Employees should be assigned projects that require various agreements. This will require the specialist to be able to find compromises, overcome resistance, resolve conflicts, which will enrich people with new experience and, ultimately, contribute to the growth of their motivation.

moral incentivestolabor are connected with the needs of a person in respect from the side of the team, in recognition of him as an employee, as a morally approved person. Recognition can be private or public.

Personal recognitionimplies that particularly distinguished employees will be noted in special reports to the top management of the organization. They can be presented personally to the head. They are guaranteed the right to sign documents in the development of which they took part. Such workers on the occasion of holidays and anniversaries are personally congratulated by the administration. In our country, workers and craftsmen who have proven themselves are granted the right to a personal brand, which serves as a guarantee of high quality and is very honorable in the working environment.

public recognitionIt is expressed in the wide dissemination of information about the achievements of employees in large-circulation newspapers published by organizations, on special stands ("honor boards"), awarding especially distinguished people with special signs, letters, entering their names in special books. Often, public recognition is accompanied by prizes, valuable gifts, etc.

Moral incentives include praise and criticism.

With the correct work of the manager, these elements of moral stimulation should be used constantly. Any meritorious actions of the performers and even insignificant results should be followed by praise.However, it has some requirements. Praise should be dosed, consistent, regular, contrasting (breaks are needed, because if this method is used too often, its effectiveness is weakened). Consistency in praise is just as important as sincerity. But to praise for everything means to praise in vain. However, praise too often can become invalid, just as excessive stinginess in praise deprives subordinates of the desire to work better. And undeserved praise is more dangerous than evil.

A verbal assessment of positive recognition is presented in Appendix 1. It is possible to reinforce words of gratitude in multiple ways, which are presented in Appendix 2.

To criticismshould be even more discerning. It should stimulate human action aimed at eliminating shortcomings and omissions. This is possible only under the condition of complete objectivity. Rules for applying criticism: confidentiality; goodwill, created by weakening the accusatory accent, introducing elements of praise, respect for the personality of the criticized, empathy for him, self-criticism; reasoning; the absence of categorical requirements for the recognition of mistakes and the correctness of the critic; Emphasis on the possibility of correcting shortcomings and demonstrating a willingness to help.

Most people like the feeling usefulness of work;they want to feel part of the organization they work for. It is necessary to inform employees about the work of the enterprise, as this helps them understand the essence of what is happening. Since the sense of ownership is a two-way process, it is necessary to be interested in the opinions, judgments and views of employees. The manager should create conditions under which employees themselves will voluntarily strive to achieve the goals of the enterprise. At the same time, feedback should be established that provides information on the effectiveness and quality of work.

plays an important role in employee behavior interest in work.Many people are looking for a job that requires skill and is not too easy. The content of the job itself can motivate employees. Unfortunately, many types of work are boring and do not present special requirements. A manager can do a lot in this direction by studying how the work is organized, to what extent there is interest in it. Even obviously performing activities can be restructured so that they bring more satisfaction, which means that they stimulate the employee to increase labor productivity.

From time to time during the work shift, workers should be allowed to move from one job to another, to perform various functions. Doing six different jobs a day is more motivating than doing the same job all day long.

Psychological incentivesstem from the special role that communication plays in human life. It is communication that is a fundamental need and a condition for normal human life. Therefore, a comfortable climate in the team, which ensures normal communication, allows a person to fulfill himself, is an excellent incentive to a sense of employee satisfaction in work.

In any team, people with different characters, temperaments, abilities, etc. work. The team is a system that has internal relationships. Within the team, socio-psychological factors affect the moral development of its members, which affects aspects of production, as well as life and personality.

The microclimate of the team has an important impact on the individual. Favorable microclimate in the team - reserve Have a good mood. But creating it is not easy, it requires the painstaking work of the head and the HR department.

People, choosing a place of work, first of all, are interested in what glory is about the organization, what kind of team has developed there. Therefore, the reputation of the organization is of great importance. If the authority of the organization is low and the organization has a bad reputation, then few people will seek to get a job there, and of those who go, the majority will turn out to be “flyers”. On the contrary, it is valuable when the honor of the enterprise is at its best.

In creating a favorable moral and psychological climate, each member of the team should be a participant. A rude shout, a swear word, the inattention of comrades significantly affects the performance of a labor task. A person in a team should feel like a participant in a common useful cause, and not an alien body. Here much depends on the leader.1

It is important for a manager to know that people would never work in his organization if they did it only for the sake of money. There are several methods of non-material motivation. Social motivation is the need of workers for self-affirmation, with their desire to occupy some social position, with the needs for a certain amount of power. Moral motivation is associated with a person's needs for respect from the team, for recognition as an employee, as a morally approved person. The main way of positive recognition is words of gratitude, especially in the presence of colleagues. Other insignia and valuable gifts can be used as an addition to them. Psychological motivation is a comfortable climate in the team, providing normal communication is an excellent incentive to a sense of employee satisfaction at work.

Motivation in personnel management is understood as a process of activating the motives of employees (internal motivation) and creating incentives (external motivation) to encourage them to work effectively. The purpose of motivation is the formation of a set of conditions that encourage a person to take actions aimed at achieving the goal with maximum effect. The motivation process can be simplified into the following stages: identifying needs, forming and developing motives, managing them in order to change the behavior of people necessary to achieve goals, adjusting the motivational process depending on the degree of achievement of results. The task of the manager is to use the capabilities of the staff as efficiently as possible. Only well-motivated employees can make a significant contribution to the achievement of the organization's high results. And therefore, non-material motivation plays an important role in staff motivation, as it inspires people to work effectively. There are several methods of non-material motivation. Social motivation is the need of workers for self-affirmation, with their desire to occupy some social position, with the needs for a certain amount of power. Moral motivation is associated with a person's needs for respect from the team, for recognition as an employee, as a morally approved person. The main way of positive recognition is words of gratitude, especially in the presence of colleagues. Other insignia and valuable gifts can be used as an addition to them. Psychological motivation is a comfortable climate in the team, providing normal communication is an excellent incentive to a sense of employee satisfaction at work.

Insufficient consideration of the motivation of workers leads to negative results, as evidenced by the experience of our country. The lack of a sufficient number of effective human resources, the low degree of labor motivation are the main reasons for the unsatisfactory performance of many Russian enterprises. This happens because people have not felt their importance for a long time, they are not ready in socio-psychological terms. The heads of enterprises and organizations in Russia often face the reluctance of people to work, especially in low-prestige professions. In our country, in which for a long time the management system had a command character and was based on a strict hierarchical subordination of economic processes to the will of the center, a special type of workers has been created, who often have no interest in efficient and high-quality work. Workers did not have sufficient incentives to work, which is explained by a number of economic and social factors: remuneration slightly depended on the results of labor, which were more quantitative than quality assessment; wages had an equalizing character; the encouragement of workers was mainly moral; there was no opportunity to make independent decisions, there was a complete dependence on the leadership; the society was dominated by the morality of the material equality of all citizens, which suppressed the desire to receive high incomes through honest work; there was no fear of losing a job, as there was no unemployment.

These and many other factors have generally influenced the formation of such workers who are unwilling or even unable to work in modern conditions market. Therefore, the problem of motivating an employee in our country sometimes even comes down to making him work. It is impossible to solve such an important problem immediately and completely, this requires a change of one or several generations, but it is vital to try to find ways out of this situation.

II. Experience of Russia in modern conditions on non-material motivation of personnel

1. Creation of an intangible system of employee motivation

Every company has various methods motivation of their employees. And all organizations are asking a number of questions that they need to solve. How to achieve loyalty and respect for the organization, for the leadership? How to rally a team? The answers to these questions are complex and ambiguous.

To achieve high results, it is necessary to form a whole system of motivational measures, where the main emphasis is on non-monetary incentives.

Competently built non-material motivation in the company is almost heaven on earth. When you work with such companies, you get the impression that they live, work, build a business according to other laws: all employees are happy, "well-fed", do not get sick, but on the contrary are active, cheerful and charged with results.

I would like to consider a company in which it is necessary to create non-material motivation.

Situation:

Imagine that you came to work in the wholesale company "Cheburashka" as an HR specialist.

The company deals with goods for children: clothes, toys, cosmetics, accessories.

Management (company structure) is built on the principle of vertical links with clearly defined areas of activity. At the same time, there is a clear installation of "walls" at the level of horizontal connections, that is, inconsistency in the work of departments, insufficient awareness of events in the organization, and sometimes conflicts between line managers.

People work on the principle of "every man for himself", even to the detriment of work. That is, no one thinks about the goals of the company as a whole (and does not even know them).

The average salary level is 10,000 - 12,000 rubles. The advantage is the complete tax transparency of the company, i.e., as it is now customary to say "white" salaries in the company, full social. package.

In the presented situation, the company is experiencing a period of rapid growth, i.е. The company accepts monthly about 10-15 people for a variety of positions. The company is actively developing, but recently the staff turnover has increased by as much as 10%.

At the moment, the company does not have a clear system of non-material motivation. For example, compensation for mobile communications is unstable: every month the amount changes (moreover, according to incomprehensible principles; rather, it depends on the profit received). And the amount is the same for both office workers and sales representatives.

Questions:

Propose principles for the formation of a non-monetary motivation system for company employees.

Propose the structure of a package of non-monetary motivation.

What steps will be taken, what resources will be needed to implement the planned program?

What are the pros and cons for the company's staff do you see in the proposed program?

Resolving issues:

To resolve all issues, it is necessary to identify all the management errors that led to such a situation.

First of all, it is the lack of a development system and a company strategy.

The lack of alignment of a single business process is noticeable, there is probably a duplication of functions (since with the presence of "walls" people can still work).

Perhaps the organizational structure is not optimal.

There is a high probability of a lack of functionality and job descriptions, a division of authority and areas of responsibility that is understandable to everyone.

It is precisely because of this that the concept of an internal client does not work (i.e., divisions "pull the blanket over themselves", instead of perceiving each other as a single whole and striving to facilitate each other's activities).

The company has not built regular management: there are no such tools as meetings, reporting, planning.

Despite the successful outward development, the company does not have goals, or the performers simply do not know them: again there is a lack of information.

As a result, the company has no motivation for the final result.1

When implementing a motivation system, the following steps should be taken:

Step 1- support and joint discussion with management.

Initiatives aimed at developing a strategy for motivating staff usually belong to the first persons of companies. Only carefully thought-out management of this process and support from the management provide maximum efficiency measures to motivate staff.

Step 2- studying the actual needs of the staff, their values, life goals, satisfaction with their work, in order to avoid negative consequences changes and achieve the intended effect when introducing non-material motivation, it is necessary to use ways to stimulate each individual employee individually, taking into account his actual needs and life values.

All people are different, it is enough at first glance to be in a good atmosphere, a friendly team, to feel that someone needs you, others need power, authority, respect, etc. but this is not entirely true. Recall the famous pyramid of Abraham Maslow, he argued that a person can be motivated to action when his lower needs are satisfied on the way to higher ones. The lowest level is physical needs, then comes security, respect, the social sphere, and the last highest is self-affirmation, unfortunately, not every individual reaches this level.

What process do we see, if there is a satisfaction of the stage where each of us is now, we move on to the next stage in order. Accordingly, if frustration or even a threat occurs, then the transition to a higher level can hardly be expected until this fear passes.

It is enough to find this snag in a person, give him a new incentive, support his interests, develop his initiative, and everything will work further, only much better. Each enterprise should have its own scheme for stimulating labor, starting from the base (physical needs) and ending with the highest level (self-assertion).1

One is not satisfied with the lack of career opportunities, the other is the lack of attention from the management (he believes that his services to the company are not properly appreciated). Also, with the development of technology, the reduction in the share of industries where low-skilled labor is used, the number of employees in the world is growing - the so-called knowledge workers, for whom the opportunity to have an interesting job, realize their potential, is no less important than the level of earnings. Accordingly, the role of non-material incentives, and especially career management, increases significantly in work with personnel.

Step 3- selection and application of effective motivation mechanisms. The following methods are found and used:

· Among the non-material ways to motivate staff, various social benefits are sometimes called - a normalized working day, payment for sick leaves, compulsory medical insurance, food, mobile communications. Social benefits are mainly attractive to new employees, they favorably distinguish one company from another, and, of course, help to attract and retain staff. At the same time, workers become accustomed to benefits extremely quickly and can sometimes abuse them. Therefore, it is necessary to use a flexible system of motivation.

· Provision of tourist vouchers, organization of corporate events. Corporate events solve, first of all, the tasks of team building, staff retention, and the formation of a positive image of the company.

· Fertility promotion - an employee who has a child receives a bonus in the amount of salary at the New Year's banquet. This tradition is aimed at building loyalty to the company.

· Providing learning opportunities. The "best" get a chance to develop. All conditions have been created for the development of each employee in the company - a system of supervision, a well-thought-out structure for adapting to a new position, and training. Prospective employees are provided with study leave for the period of the session (in addition to the next vacation). The company is shifting the work schedule so that employees can improve their skills

· Opportunity for promotion to leadership positions, which is provided only to employees of the company. Leading positions are occupied by people who have been working for more than one year, and this opens up the prospect of long-term development for many. This is not only a motivation for employees to develop, but also a way to form a corporate culture.

· Status rewards for the "best". Place photos of the best employees in catalogs, newspapers, on the company's website, hold a competition for the best, raffle prizes among the best. Personal Career Projects.

· Competitions between divisions, honor boards, "best in profession" competitions, achievement charts, even challenge banners and pennants - all this works very effectively. "There are also quite specific ones, but with correct use very effective methods. For example: dinners of the best employees with the head of the company; issuance of a special information leaflet with a story about the employee; an album with photos or a video cassette, where the employee himself is the main actor, certificates for Sunday lunch with family in a good restaurant. Naturally, the elements of the former system of "education" of personnel are somewhat modified and are called "corporate traditions".1

· Such a Soviet tradition as working with the families of employees is also being adopted. True, if earlier factories sent complaints to their wives about their negligent husbands, now, on the contrary, thanks are sent to the families of honored employees. This group includes gift certificates for the purchase of goods; payment summer holidays children of employees, a subscription to an expensive magazine, tickets to a fashion show, a musical, a movie.

· Formation of groups consisting of young employees, designed to solve certain problems of the enterprise - for example, sales organization, franchising. During the work of the groups, many problems are solved, and many projects are being implemented - that is, young people can realize themselves, and the company benefits.

Individual events should form a single stream of creating the corporate spirit of the company: from traditions, ethics of working relations to appearance employees (corporate symbols, uniforms).1

2. Analysis of non-material motivation of employees

Having considered the situation in the company, I found a number of significant issues that were not raised by the manager when building non-material motivation.

Firstly,in the company there is a clear installation of "walls" at the level of horizontal connections, that is, inconsistency in the work of departments. To eliminate this problem, it is necessary to analyze and change the organizational structure. It is necessary to purposefully work on the creation and subsequent observance of clear and precise rules of work at all levels of the enterprise. It is very important to show employees their contribution to the common cause, to keep them informed of events, both successes and failures. This can be done using regular management tools (meetings and end-to-end reporting). This is one of the most powerful motivating factors that will quickly have an impact on performance.

Secondly,The company has a staff turnover problem. Staff turnover is the ratio of all employees laid off during the reporting period. Personnel turnover is the main indicator of the state of the moral and psychological climate in the team. Relationships in the team largely depend on the correct selection, placement and use of personnel. Purposeful dispersal of the public asset in departments, production organizations contributes to the rallying of the team in its attitude to work. A close-knit team is characterized by high stability of its composition: in such teams there is no staff turnover and labor discipline. The manager needs to show care and attention to each employee, create a favorable moral and psychological climate in the team, an atmosphere of mutual exactingness, exactingness, and then you can create a stable team of the organization.

Thirdly,in an organization, employees do not know the purpose of the organization itself. One of the most important features that characterizes the workforce is a sign of unity of purpose. It means that the labor collective has a socially useful goal shared by all members of the collective.

The personal goals of employees are an integral part of the overall goal of the team, respectively, the achievement by each employee of the goal set for him is a necessary condition for achieving the common goal.

In accordance with this, goal setting for the team involves the solution of two interrelated tasks:

.Determining the common goal of the team

2.Goal setting for each employee.

People need to be shown the goals that the company is moving towards, to ensure that they understand and share them.

. "Rotation of Personnel".This is when a lower-level manager is moved to various departments of the company, where he learns the intricacies of production, decisions made in other places, and as a result, a very well-informed specialist is formed. This will save the time of employees, bring diversity and "spark" to the work, will be able to think on the scale of the entire production and make high-quality management decisions.

2. Involvement of personnel to participate in management decisions.This will lead to the formation of a single team with common, clear goals and objectives. At the same time, the initiative and trust of the company's employees will be maintained.

3. Formation of groups of volunteers.They are created to solve a production problem, develop or implement a project. In this case, there will be an incentive for the employees to quickly fulfill their direct duties. A group of volunteers change their field of activity, acquire an interesting job, the opportunity to be encouraged and acquire "weight" in the company, career growth, and receive freedom for creativity. At the same time, the atmosphere is motivating, because the voluntary group is already motivated by an inner need.

4. Delegation of powers.This increases the efficiency of the leader and motivates the growth of the efficiency of the work of subordinates. Leaders, delegating part of their powers:

· Strengthen the confidence of employees in their abilities;

· Rally the employees included in their unit, thereby educating each individual employee a sense of community in the group

· They motivate the general mutual interest of employees who make the final decision on the quality of work performed.1

After analyzing the situation in the company, several conclusions can be drawn. When introducing this system of non-material motivation in a company, there may be some risks and positive changes.

The risks of such a program are quite diverse: initially, it may require an increase in costs, and a decrease in motivation due to fears of employees associated with a situation of uncertainty and change.

The formation of a strong team can lead to problems with the leader: the probability of losing the team will increase (i.e. a strong informal leader will take everyone out of the organization at once or, on the contrary, oppose himself to the team, and strong personalities will start to leave).

The transfer of relations to a personal plane is dangerous - excessive familiarity.

You can spoil people too much with excessive attention.

It is possible to destroy the team due to the transition of competitiveness into fierce rivalry and conflicts.

The positive effects are much higher than the risks: first of all, the prospective cost reduction (due to the cleaning of the structure, duplication of functions will go away, and, accordingly, unnecessary people will be fired).

Due to increased motivation, there will be an increase in the professional level of employees, a decrease in internal problems, and an increase in sales. The eyes of employees and their contribution to the common cause will burn, motivation for the result will pay off handsomely.

The number of internal conflicts and procedural failures in the organization itself will definitely decrease, and the authority of the leadership will increase.

Thanks to the common goals, everyone will go in one direction. Although every coin has its downside, this advantage also has its risks.

Conclusion

In modern management, motivational aspects are becoming increasingly important. Motivation of personnel is the main means of ensuring the optimal use of resources, mobilization of existing human resources. The main goal of the motivation process is to get the maximum return from the use of available labor resources, which improves the overall performance and profitability of the enterprise.

A feature of personnel management in the transition to the market is the increasing role of the employee's personality. Accordingly, the ratio of incentives and needs changes, on which the incentive system can rely.

For Russia, the problem of motivation is a fairly new task that is on the agenda of most organizations. But this task must be successfully solved, only in this case the further development and prosperity of domestic production is possible.

Good staff motivation is the key to the success of the organization and the formation of a cohesive team, the ability to avoid tension and injustice. To do this, it is necessary to take into account non-material incentives to work, using them with the highest return.

The task of the manager is to use the capabilities of the staff as efficiently as possible. Only well-motivated employees can make a significant contribution to the achievement of the organization's high results.

The personnel motivation system can be based on a wide variety of methods, the choice of which depends on the development of the incentive system at the enterprise, the general management system and the characteristics of the enterprise itself. There are several types of non-material motivation: social, moral and psychological. Only the use of all these types of motivation in the aggregate can guarantee the enterprise further development and prosperity.

When analyzing the construction of non-material labor motivation on the example of the Cheburashka company, in general, it can be concluded that the implementation of the proposed measures in combination with the improvement of other management methods will increase the interest of employees in the results of their work and the effectiveness of the entire enterprise management system.

Whatever methods of motivation managers choose, one should not forget the main thing: people who feel that they are valued and thought about, are confident in themselves and their abilities and are ready to contribute to the common cause. They are the key to business success.

List of used literature

1.Tsvetaev V.M. Personnel Management. - St. Petersburg: Peter, 2002.

2.Meskon M.Kh., Albert M., Hedouri F. Fundamentals of management / Per. from English. - M.: Delo, 1992.

.Kondratiev O.V., Snezhinskaya M.V., Melikhov Yu.E. Staff motivation. No motive. No job. - M.: Publishing house "Alfa-Press". 2005. - 216s.

.Personnel Management: Course of lectures; practical tasks /Lukicheva L.I; Ed. Yu.P. Aniskin. - Ed.2nd, erased. - M.: Omega-L, 2006. - 264 p. - (Library of Higher School).

.Personnel management in modern organizations / J. K/Trans. from English N.G. Vladimirova - M.: Vershina LLC; 2004. - 352p.

.Egorshin A.P. Personnel Management. - 2nd ed. - N. Novgorod: NIMB, 1999. - 624 p.

.Dryakhlov N., Kupriyanov E. Systems of personnel motivation in Western Europe and the USA // Problems of theory and practice of management 2002. - No. 2. - P.83-88.

.Kibanov A.Ya. Personnel management of the organization. M., "Infra-M", 1997, 512s.

.Vikhansky O.S., Naumov A.M. Management: Textbook, 3rd ed. - M.: Gardarika 1998 - 528s.

.Dessler G. Personnel Management: Textbook. Benefit. / Ed. Shlenov. - M.: BINOM, 1997. - 432 p.

.Kochetkova A.I. Fundamentals of personnel management. - M.: TEIS, 1999. - 88s.

.Klimychev V.I., Smirnova A.P. Problems of motivation and job satisfaction // Sociological research. - 1999. - No. 12. - 77s

.Pugachev V.P. Personnel management of the organization: Textbook. - M.: Aspect Press, 1999. - 279p. (series "Personnel Management")

.Sarno A.A. Types of labor motivation and their dynamics // Sociological research. - 1999. - N 5. - 44s.

.Travin V.V., Dyatlov V.A. Enterprise personnel management: Textbook - pract. allowance. - 2nd ed. - M.: Delo, 2000.270s.

.Personnel management of the organization: Textbook for universities / Pod. Ed.T.Yu. Bazarova, B.L. Eremin. - M.: UNITI, 1998 - 432 p.

.Vesnin V.R. Fundamentals of management. - M.: Triada-LTD, 1996. - 384 p.

.Braddick W. Management in an organization. - M.: INFRA - M, 1997. - 344s

.Kartashova L.V., Nikonova T.V. etc. Behavior in the organization: Textbook - M .: INFRA - M, 1999-220s.

.Litvak B.G. Management decisions. - M.: Association of Authors and Publishers "TANDEM", EKMOS Publishing House, 1998. - 248p.

.Land P.E. Management is the art of managing: Secrets and experience of practical management: Translated from English. - M.: INFRA - M, 1995. - 144s

22.www.hrr.ru<#"center">Glossary

Needs- the conscious absence of something, causing an impulse to act. Distinguish between primary and secondary needs. The primary ones are laid down genetically, and the secondary ones are developed in the course of knowledge and experience.

motive- internal motivation (impulse) that makes a person act in a certain way.

Goalsis the desired object or its state, which a person strives to possess.

Frustration is a psychological state that occurs in a situation of disappointment, non-fulfillment of any goal or need that is significant for a person.

Staff turnoveris the ratio of all employees laid off during the reporting period.

"Rotation of personnel" -moving the lower level manager to various departments of the company, where he learns the intricacies of production.

Applications

Appendix 1. Variants of thanks and praise for Good work

Thank you AwesomeAbsolutely made sure you won't let us down How did you manage to do so well Work with a high degree of responsibility Brilliant as always We love you so much Keep it upGreat work I love it Just what it takesBravoWell done Hard to believe Impeccable performance Can't find the words to say thank you So well done You are a genius So much betterAwesome work Don't ever leave usAwesome workYou are unreal You are fantastic doing wellOur TreasureYou surprised usUnlikely, but a fact on the face Have made a significant contribution Well, you decideHard work ImpressiveBest achievementUniqueTop classBest resultsDiligentTop scoreOriginalYou deserve to be rewardedVery professionalFantasticAdmire youVery skillfulTo the bull's-eyeSuccess-orientedGood doneMagicalYou did a great jobYou look goodYou are a responsible attitude Good work You always surprise us Amazing Working well with you You overcome any obstacle with ease Congratulations Champions You are amazing First class work Clean work You are a responsible worker Hit the target What would we do without you You are our miracle Amazing Feels the difference Guaranteed job Just super Miracles Grand professional It makes us sparkle Proved that you can Excellent This is what was required One of a kind to the end Direct hit in the top ten I'm glad to have you in my team Exactly what I wanted Independent decision-making I really appreciate your diligence Individual Thanks for the super work Bright star Just what we wanted The most reliable Classic performance The most reliable Skilled worker

Annex 2. Ways of gratitude

Gratitude in the order Name cards on the uniform Letter of thanks (a copy of the letter is filed in a personal file) Interesting and hard non-permanent work Favorable working conditions Compliments Opportunity to enter into a profitable business Rewarding with government awards for special labor services to society and the state Reward with a special service. A small formal dinner. Invitation to coffeeBadgeAwarding a literary publicationAwarding a certificate of honorAwarding industry honorary titlesPutting a photo on the Honor Roll A small gift, such as a penIntroduction to the title of "Best in the profession", "Best worker of the month"Some freedom in deciding how to work Extending a break in work Asking an employee for adviceGiving time off from work at the time the employee wants Publication in the media (radio, newspapers, magazines, stands, etc.) Paid time off Smile Memorable addresses Exciting project Offer to present work Increase the share of free time Self-development program Respect in other organizations with which your organization cooperates The prospect of gaining new experience Strengthening personal position or power in the organization Promotion , promotionFeeling of need and respect in your organizationCongratulations to employees on significant dates in their lives and workSho colade

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