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

Today you will learn:

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

Concept of staff motivation

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

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

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

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

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

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

Personnel motivation goals

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

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

By motivating employees, managers strive to:

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

Theories of personnel motivation

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

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

Maslow's theory

Abraham Maslow argued that in order to effectively stimulate its employees, it is necessary to study their needs.

He divided them into 5 categories:

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

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

McGregor's "X and Y" theory

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

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

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

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

Herzberg Theory (Motivational-Hygiene)

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

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

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

McClelland's theory

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

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

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

Process theory of employee stimulation

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

Vroom's Theory (Expectancy Theory)

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

Adams theory

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

Types of staff motivation

There are many ways to motivate employees.

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

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

Direct motivation, in turn, is divided into:

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

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

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

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

Labor– stimulation methods aimed at human self-realization.

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

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

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

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

Basic levels of staff motivation

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

There are 3 levels of motivation:

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

Systematic approach to personnel motivation

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

Stage 1. Identifying the problem of staff motivation.

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

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

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

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

Stage 3. Influence on employee behavior.

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

Employees will change it if:

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

Stage 4. Improving the staff motivation system.

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

Stage 5. A well-deserved reward.

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

Methods and examples of staff motivation

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

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

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

Increasing the motivation of personnel in certain professions

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

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

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

Non-standard methods of modern personnel motivation

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

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

Most people preferred:

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

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

Professional assistance in motivating employees

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

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

What will good employee motivation bring?

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

Namely:

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

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

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

In addition, use the following tips:

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

Conclusion

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

Any social organism, be it a company, social institution or the state at a certain stage of its development faces an inevitable barrier to marginal productivity. The outgoing product can no longer be improved both quantitatively and qualitatively. Improving technology and increasing wages usually do not have a significant effect in this case, since these procedures have exhausted themselves at the previous stage. This is where we talk about the human factor, i.e. about motivation.

Recently, the term “motivation” has become firmly established in the terminology of many social sciences. Gradually, domestic managers (not only theorists, but also practitioners) are coming to the realization that a person in the position of a cog in a machine will not work effectively enough. Such a policy can only rely on enthusiasm or repression, which, as history has shown, is not very effective: enthusiasm quickly evaporates, and the fear of repression subsides.

Russia has been experiencing a period of social change for more than a decade. Such changes affect not only the political, economic and social structures of society, but also inevitably affect the consciousness of people. Deep transformations occur in value and motivational structures, that is, in people’s understanding of what they should live and act for, and what ideals to rely on. With Russia's transition to a market economy, it became obvious that the laws of a market economy presuppose that people have completely different motives and values ​​than the economy of a socialist society. Numerous studies prove that the main motivation today is achievement motivation. This suggests that the laws of the market presuppose a clearly defined type of people with certain motives and their own values.

But it is traditional for Russia to go its own way, to have its own specifics. Studying the motives and values ​​of modern workers, especially managers, helps answer the question of how traditional and natural Russia’s entry into the market is.

The economic reforms carried out in Russia have significantly changed the status of the enterprise as the main link in the national economy. The market places the organization in a fundamentally new relationship with government organizations, with production and other partners, employees. New economic and legal regulators are being established. In this regard, relations between the leaders of organizations, between managers and subordinates, and between all employees within the organization are improved. The attitude towards the personnel of organizations is also changing, since the social orientation of economic reforms turns them to face the person, the collective of enterprises. The kind of human resource system an organization has is largely determined by its policies: management philosophy, the tendency to develop people from within or to hire them from outside, and an emphasis on the group as opposed to an orientation toward the individual.

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

Unfortunately, managers often mistakenly believe that if some organizational structure or some kind of activity works on paper, then it will also work well in life. This is far from true. The leader, in order to effectively move towards the goal, is called upon to coordinate the work and encourage people to carry it out. Managers are often called executive leaders because their main purpose is to ensure that the organization's work gets done. Leaders translate their decisions into action by putting into practice the basic principles of motivation, which is the process of motivating themselves and others to do something. labor activity to achieve personal and organizational goals.

The reasons that determine a person’s participation in work are his desire, capabilities and qualifications, but especially motivation (motivation). The process of motivation involves needs and motives. Needs are internal motivations for action. The process of motivation itself ends with the development of a motive that determines the individual’s readiness to realize labor process with some effectiveness. Within the framework of motivation itself, in addition to needs, also value orientations, beliefs, views.

CHAPTER 1. GENESIS OF MOTIVATION THEORY

Thousands of years before the word “motivation” entered the management lexicon, it was well known that people could be intentionally influenced to successfully accomplish organizational goals. Initial stage The development of the theory of motivation can be considered the work of A. Smith, his concept of the “economic rational person”. As is known, economic theory reflects the realities of the time in which it arose. At that time, most people were struggling to survive, the life of the common man was very difficult, people begged for alms for the opportunity to work 14 hours a day in dirty, life-threatening factories for a pay that was barely enough to survive. It is quite understandable that Smith came to the conclusion that a person will always try to improve his economic situation when given the opportunity. Naturally, under these conditions, the primitive “carrot and stick” method, which is considered the most ancient and rightfully classical scheme of labor motivation, was quite effective. Having arisen even before the emergence of management theory as a science, one can even say in the unconscious
level, when the problem of motivation was not yet even discussed, this theory of influence on human labor still claims its rights to exist.

In brief, its essence is known to almost everyone: a person responds to encouragement (mostly material) by increasing productivity or, at least, strengthening his confidence that this type of behavior, which entailed a reward, is desirable in the organization. And punishment serves as an indicator of unacceptable results or quality of work on the part of a subordinate. The effectiveness of this method of motivation has proven itself over many years of existence, however, this theory also has significant drawbacks, or rather, reservations or certain conditions that are necessary for its normal functioning:

– psychological, meaning that a person does not always act
“logical”, that is, material incentives do not always force
person works harder. These ideas were the result of psychological criticism of behaviorism, which, as is known, developed the concept of human behavior according to the “stimulus-response” principle. A person is not a cybernetic black box that is only capable of reacting to external stimuli;

– organizational, that is, to implement this type of motivation, the existence of special monitoring and evaluation bodies is necessary, which is not always possible, and often simply not profitable;

– economic, stipulated by a number of laws. For example, Gossen's law, indicating that each new acquired benefit brings less satisfaction than the previous one;

– social, which means that under certain social tensions, material incentives may lose their relevance.

In fact, this theory is not even a motivational model, since it works only on the principle of stimulating subordinates, but its simplicity and, with certain reservations, effectiveness make it relevant to this day.

Psychologists note that the desire (impulse) to satisfy a need serves as a motive for action. Conditions for the formation of work motives:

– society (or the subject of management) has at its disposal the necessary set of goods needed to satisfy existing human needs;

– to obtain these benefits, the labor efforts of workers are necessary;

– labor activity allows the employee to obtain these benefits with lower material and moral costs than any other type of activity.

The motives for work are very diverse, but the only thing they have in common is that meeting needs and obtaining desired benefits are necessarily associated with work activity.

CHAPTER 2. MOTIVATION AS A PROCESS OF PERSONNEL MANAGEMENT

2.1. Motivation concept

Motivation - a state of personality that determines the degree of activity and direction of a person’s actions in a specific situation. Motive acts as a reason, a reason, an objective need to do something, an incentive to take some action.

We are talking about motivation as a process occurring in a person himself, directing his behavior in a specific direction, encouraging him to behave in a specific situation in a certain way. By revealing the essence of the motivation process, we are able to understand our actions and the behavior of the people with whom we communicate, in the most different situations. Recognizing the mechanism of motivation is necessary to solve many practical issues. If knowledge of research related to human needs is not put into practice, then interest in these issues is of little value.

First of all, such problems are of interest to managers, for whom it is very important to know the motives of behavior of people in their groups in order to actively apply their knowledge in everyday work to increase the efficiency of the team. Motivation is characterized by two components - activity and orientation. Motivation is always related to a certain situation. If, say, the attitude towards work changes slowly enough, then motivation fluctuates depending on the work situation. Various studies and accumulated practical experience show that the relationship between a person’s activity (or activity) and the results of his work is characterized by a curved line. Initially, as activity increases, results improve. Later, within a certain activity range, the results remain at the same level. This stage is called the optimal range of activity, when the best results are achieved. Once activity begins to exceed the optimal range, performance results begin to deteriorate.

Hence the conclusion : The manager is called upon not to achieve maximum activity of subordinates, but to increase their activity to an optimal level. Activity alone does not provide the necessary motivation. A person can work diligently and be active, but there will be no positive result if he directs his activities in the wrong direction. A similar situation occurs when a subordinate does not represent the final goals of the work . The reason may be ignorance, insufficient control and poor management of its activities. Due to the wrong direction of work, it is also possible for a conflict to arise between a person’s own needs and the goals of the team. In order to optimally ensure staff motivation, the manager should keep in mind both components of motivation: activity and direction. This is the only way to really improve staff motivation.

It is very important that the precise definition of work results, as well as the specific setting and evaluation of goals, improves motivation. If there is no interest in the results of work obtained, if their achievement is not strictly controlled, the subordinate may come to the conclusion that his work simply does not have any value. Participation of personnel in the planning and development of the company as a whole, but primarily own work and the activities of the unit expands the base of motivation. Taking into account suggestions from below is a good form of participation. Respect, trust, open and sincere attitude towards subordinates increases their motivation. A manager is simply obliged to show genuine interest not only in the work of his employees, but also in them as individuals, and demonstrate this interest in every possible way through his behavior. Another significant factor is that recognition and gratitude from management for the results achieved also very actively motivates people. Recognition and gratitude should be expressed in a natural and concise manner and at the same time heartfelt. It must be taken into account that people do not believe beautiful but formal phrases, at the same time, each of them really hopes to receive recognition and gratitude for their efforts in work. The meaning of gratitude is very great. A person evaluates it as a real reward for the results achieved, efforts made, innovation, and entrepreneurship. If an employee feels self-doubt or tired, gratitude always gives new strength.

Motivation is, for example, various awards and rewards (payment or other monetary reward, badges of honor, bonuses for initiative, memorable gifts, vacation). A payment system based directly or at least indirectly on performance results is an important motivation factor. Its absence can seriously undermine the effectiveness of management.

Delegation of responsibility for activities and results, as well as the authority to make decisions, is increasingly becoming a motivating factor. Staff are encouraged to expand their remit rather than to be overly pedantic about its boundaries. Identifying and limiting the number of factors that hinder the achievement of results expands the possibilities of motivation. Here, reducing individual problems, improving working conditions, and any other aspects that increase the attractiveness of work are of particular importance.

Career promotion and professional growth are also motivating factors. Career advancement plans should provide an alternative option to today's activities. When a person believes that the position he has achieved represents the final milestone, up to retirement, his motivation will decrease, or even decrease to zero. The use of personal developments of staff is also an essential aspect of motivation. We all want to be treated as individuals. The manager therefore always needs to emphasize the value and role of each employee’s work in overall achievements. In this way, you can naturally provide motivation to others through work. Encouraging subordinates to perform quality work in the process of determining its results is, by its nature, motivation and encouragement to achieve ultimate goals. Day-to-day situational management requires a variety of daily encouragement and support. In performance monitoring, the incentive is feedback as well as reward based on the results achieved.

The most elementary model of the motivation process has only three elements: needs, goal-directed behavior, and satisfaction of needs.

Needs - represent desires, aspirations for a certain result. People feel the need for such specific things as clothes, a house, a portfolio of securities, a personal car, etc. But they also need such “intangible” things as a feeling of respect, the opportunity for personal professional growth, etc.

In an effort to satisfy their needs, people choose their own line goal-oriented behavior. Working in a company is one of the ways of purposeful behavior. Attempting to advance to a management position in a company is another type of goal-directed behavior aimed at satisfying the need for recognition.

To move up more steps in the career ladder, a person must direct his personal energy towards achieving a specific organizational goal. Hence, the manager’s task in the process of motivating employees is to provide them with opportunity to satisfy their personal needs in exchange for quality work. The manager is also called upon to help subordinates recognize and appreciate the benefits that the job provides them, so that the employee's behavior is aimed at achieving the goals of the enterprise.

The concept of “need satisfaction” reflects the positive feeling of relief and comfort that a person feels when his desire is realized. Having achieved a promotion, successfully completed a complex project, received gratitude from management, colleagues, as well as a bonus, an increase in salary, people feel a sense of satisfaction.

In management great importance The level of motivation is also taken into account. At the level of satisfactory behavior, employees achieve the minimum that is acceptable to management. Some workers, not without success, balance between the desire to limit the quantity and quality of their labor efforts and at the same time avoid troubles. Some managers motivate employees to work at this level (such employees are convinced that their current job is a simple exchange of their time and energy for the money they need to live). If motivation takes this form, it is a signal that management's attempts to encourage employees to link their goals with the goals of the organization have failed. Employees motivated at this level are unlikely to be satisfied with their jobs, managers, or the company as a whole. Hence absenteeism and staff turnover are real.

For those employees whose level of motivation is characterized by excellent behavior, work is a desirable part, the meaning of life, which brings rewards and satisfaction. Research has shown that employees do not usually work at their full potential and save some of their energy, but only give their all when they are confident that their additional efforts will be properly appreciated and rewarded. At this level, not only material incentives are valuable to employees, but also moral ones. The manager's task is to ensure that workers have the opportunity to satisfy the full range of their needs in the process of work in exchange for their energy and labor productivity.

Motivation can be represented as a set of internal and external driving forces that motivate a person to activity; they determine the framework and forms of work and give it a clear orientation towards achieving fixed goals . The impact of motivation on human behavior is associated with many circumstances, largely individually, and can change under the influence of feedback from human activity.

The following aspects are especially important in the concept of motivation:

· determination of what in human activity is directly dependent on the motivational influence;

· identifying the relationship between internal and external forces;

· correlation with the results of human activity.

Science and practice have established that needs are what is inside a person. This is something common to different people, but at the same time it has an individual manifestation in each individual. This is something that a person always wants to free himself from, because since the need exists, it constantly reminds itself of itself and demands satisfaction. People eliminate their needs in different ways, satisfy them, suppress them, or do not respond to them. Needs arise consciously and unconsciously, but not all needs are recognized and consciously eliminated. Most needs are periodically renewed, although they are capable of changing the form of their manifestation, the level of persistence and impact on a person.

A motive causes certain actions of an individual. The motive is “inside” it, has an individual character, is associated with many external and internal factors, as well as with the action of others that arise along with existing motives. A motive encourages a person to act, but also fixes what and how to do. If some motive causes actions to eliminate a need, then they can be completely different for different people, even with the same need. A person is able to influence his motives, limit their action, or even eliminate them from his motivational potential.

Human behavior, as a rule, is determined not by one motive, but by their sum, within which they are in a specific relationship to each other in terms of the level of their impact on human behavior. Hence, the motivational structure of an individual is the basis for his implementation of certain actions. The structure of motivation is characterized by a certain stability, but at the same time it is capable of changing, including consciously, as part of a person’s upbringing, increasing his education, etc.

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

The response to different stimuli varies from person to person. Hence, incentives have no absolute meaning if people are unable to respond to them. For example, in conditions of strong inflation, wages and money largely lose their role as incentives and are already used to a limited extent within the framework of managing people.

What does motivation influence in human activity? This:

· efforts;

· efforts;

· persistence;

· conscientiousness;

· focus.

A person can do the same work by expending different efforts. He can act at full strength, or maybe at half strength. He can strive for easier work, and sometimes takes on complex and difficult work, is able to choose a simpler solution, and can take on a complex solution. All this depends on how motivated he is to expend effort in doing his job.

A person tries in different ways, realizing his role and purpose in the organization. One is indifferent to the quality of his work, the other wants to do everything as best as possible, work with maximum efficiency, do not shirk from work, strives to improve his qualifications, improve his ability to work, to interact with other employees.

An important feature of work activity, which is influenced by motivation, is the manifestation of perseverance in the continuation and development of the business started. It is also very common to meet people who, having started work, quickly lose all interest in it. Loss of it and lack of perseverance can lead to a reduction in effort and completion of tasks at a lower level compared to their capabilities. Lack of perseverance has a negative impact on bringing the job started to completion. An employee can sometimes come up with great ideas and do nothing to implement them, which means missed opportunities for the organization.

Conscientiousness in the performance of work, taking into account all necessary requirements and regulatory standards for most work is the main condition for their successful implementation. An employee can have high qualifications, extensive knowledge, be a creator, work hard, but at the same time take his responsibilities carelessly, which negates everything positive in his work. The management of the organization, therefore, should strive to build a motivation system so that it develops in employees the necessary characteristics of their behavior.

Focus on results as a feature of activity specific person indicates what he strives for by carrying out specific actions. A person can do his job because it gives him satisfaction (moral or material), but he can also do it because he strives to help his company achieve its goals. For management, therefore, it is so important to correctly assess the direction of the actions of its employee, but it is equally important to be able to use motivation to direct these actions towards the realization of certain goals.

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

The gap between motivation and the final results of work is a serious management problem: how to evaluate the performance of each employee and how to encourage him? If you reward only based on the results of work, then you can demotivate an employee who received a low result, but tried and put in a lot of effort. If you stimulate an employee in direct proportion to motivation, without taking into account the real results of his work, then the results of the work of less motivated but productive workers will actually decrease. As a rule, the solution to such a problem is situational in nature. The manager must be aware that this problem may exist in the team he leads and its solution is by no means obvious.

2.2. Main incentives and motivating criteria

Any stimulating actions must be carefully designed, and, first of all, by those who require action from others;

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

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

Any person strives to express himself in work, to know himself in its results, to receive real evidence that he is capable of doing something useful, which should be associated with the name of his creator;

It is important to inquire about people's attitudes towards potential improvements to their working conditions;

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

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

Good workers have every right to material and moral recognition;

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

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

Self-control: must accompany any employee’s actions;

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

Initiative should always be encouraged rather than trying to squeeze the best out of employees;

It is important for employees to be constantly provided with information about the results and quality of their work;

Every employee should, if possible, be his own boss.

Here is an example of a study of how employees themselves evaluate various characteristics of their work activity:

Table 1 - assessment of employees’ work activity

Productivity Factors	Makes you work harder, %	Make work more attractive, %	Both, %
1	2	3	4
Good chances of promotion	48	22	19
Good earnings	45	27	22
Performance-related pay	43	31	16
Recognition and appreciation for a job well done	41	34	17
A job that forces you to develop your abilities	40	27	20
Complex and difficult work	38	30	15
A job that allows you to think for yourself	37	33	17
High degree of responsibility	36	35	18

2.3. Motivational process and methods of motivation

Motivation, analyzed as a process, can be represented as a series of successive stages.

First- emergence of needs. A person feels that he is missing something. He decides to take some action. The needs are very different, in particular:

Physiological;

Psychological;

Social.

Second phase- finding ways to provide a need that can be satisfied, suppressed or simply not noticed.

Third stage- determination of goals (directions) of action. It is determined what exactly needs to be done and by what means, to meet the need. Here it is revealed what needs to be obtained in order to eliminate the need, in order to get what is desired, to what extent it is possible to achieve what is necessary and what can actually be obtained can eliminate the need.

Fourth stage- implementation of action. A person expends effort to carry out actions that open up the possibility of acquiring what is necessary to eliminate the need. Since the work process influences motivation, goals can be adjusted at this stage.

Fifth stage- receiving a reward for the implementation of an action. Having done necessary work, a person receives something that he can use to eliminate a need, or something that he can exchange for what he wants. Here it is revealed to what extent the implementation of actions provided the desired result. Depending on this, the motivation for action changes.

Sixth stage- elimination of need. A person either stops activity before a new need arises, or continues to look for opportunities and take actions to eliminate the need.

Scheme 1 - motivational process

Emergence of needs

Finding ways to eliminate needs

Determining the direction of action

Carrying out action for receiving

rewards

Eliminating Needs

Knowledge of the logic of the motivation process does not provide decisive advantages in managing this process. An important factor here is that the motives are not obvious. One can guess which motives predominate, but it is difficult to “isolate” them in a specific form.

It is very difficult to identify which motives are leading in the motivational process of a particular person under specific conditions. A very important factor is also the constant transformation of the motivational process. Its character depends on what needs initiate it.

For some, the desire to achieve results will be very strong, for others it may be weak. Then this motive will have a different effect on people’s behavior. It also happens: two people have a strong motive to achieve a certain result. But for one, this motive dominates over others. He intends to achieve results by any means necessary. For another, the specified motive is comparable in the nature of the action with the motive for complicity in joint actions. Then the person’s reaction will be different. It can therefore be stated that the process of motivation is very complex, multifaceted and ambiguous.

In management there is always big choice motivation methods. The manager needs to know thoroughly what variety to choose from.

In the motivation system, it is especially important to achieve the correct balance between encouragement, reward and punishment, and the inevitability of sanctions. A negative reaction from management constrains the employee’s activity, causes negative emotions, and creates stressful situations, reduces self-confidence.

Such a reaction to the results of an employee’s activities is not only inhumane, but also ineffective, since it can lead to unpredictable changes in the behavior of a subordinate. The punished worker does not develop a passionate desire to work harder. At best, he is looking for an opportunity to avoid punishment. People very rarely agree with the justice of punishment, hence the negative reaction causes resistance.

Favorable evaluations of the work done (positive reinforcement) increase self-esteem, motivate work activity, enhance creative initiative, and there is a desire to develop one’s abilities and acquire new knowledge and skills. Encouragement instills in a person confidence in himself, in his potential, abilities, and gives hope for the successful completion of new tasks, which strengthens the desire to work in the best possible way.

2.4. Motivation as a process of personnel management

Human participation in economic activity is determined by its needs and the possibilities of satisfying them, which are based on the characteristics of human potential (health, morality), creativity, education and professionalism. A person in a market economy acts as a consumer of economic goods produced by enterprises, and at the same time - as the owner of the potential, abilities, knowledge, skills necessary for enterprises, government and public organizations.

The main task of human resource management is the most effective use of employee abilities in accordance with the goals of the enterprise and society. At the same time, it is important to preserve the health of each person and establish relationships of constructive cooperation between team members, various social groups. In any business, in each of its elements, there is a factor of interaction between the manager and the company’s team, which is one way or another, directly or indirectly related to motivation.

Of course, one of the most effective types of modern management is motivational management. This is not only explained by a significant increase in the role of the human factor in management, but also by the fact that it reflects one of the main trends in the development of production and society. Motivational management represents management in which key priorities are given to motivating a person’s creative, productive, proactive and professional activities.

There are many models of motivation. Each manager is called upon to build his own concept of motivational management, which should be based on excellent knowledge of the motives of human behavior and activity. Motivation depends on the subject (quality, productivity, etc.), goals, consideration of the characteristics and knowledge of the personnel.

Motivation is most clearly manifested in the management mechanism, but the possibilities of effective motivation must be embedded in both the methodology and the organization of management. All models of motivation in the practice of Russian management are designed to take into account interpersonal culture, marital status, social situation, political factors, Russian mentality, a tendency towards patriotism and enthusiasm, and patience.

It should be borne in mind that there is motivation at the top management level and motivation at the direct management level. They differ in the scale of activity of the manager and management as a whole.

Motivational management represents management built on motivation priorities business conduct, i.e. on creating conditions of interest in the result and the desire to achieve it.

The manager has to develop the motivation of individual teams, groups, but for the motivation of direct management, the main thing is each person individually. In top management there is also individual motivation, which is carried out in relation to employees directly subordinate to the manager and his deputies.

Let's start from general approaches. Enterprise human resource management, as is known, includes a whole range of interrelated activities:

Determining the need for workers, engineers, other employees, managers of various qualifications, based on the company’s business strategy;

Labor market analysis and employment management;

Selection and adaptation of personnel;

Career planning for company employees, their professional and administrative growth;

Ensuring optimal working conditions, including a socio-psychological atmosphere favorable for each person;

Organization of production processes, analysis of costs and results of labor, establishment of the necessary ratios between the amount of equipment and the number of personnel of various groups;

Labor productivity management;

Development of motivation systems for effective activities;

Justification of the income structure, the degree of their differentiation, design of remuneration systems;

Organization of inventive and rationalization activities. Participation in negotiations on wages between representatives of employers and employees;

Development and practical implementation of the enterprise’s social policy;

Prevention and elimination of conflicts.

Personnel management and support normal conditions labor is based:

On socio-psychological diagnostics;

On the analysis and regulation of group and personal relationships of management;

On managing industrial and social conflicts and stress;

On information support of the personnel management system;

On employment management;

On the assessment and selection of candidates for vacant positions;

On the analysis of human resources and personnel needs;

On personnel marketing;

On planning and control of a business career;

Professional and socio-psychological adaptation of workers;

On managing work motivation;

On the legal basis of labor relations;

On psychophysiology, ergonomics and aesthetics of work.

There are various factors that influence people within an organization. First of all, this is the hierarchical structure of the organization, where the main means of influence are relations of power and subordination, pressure on a person from above through coercion, distribution of material goods.

The management cycle includes all the main management functions: planning, organization of activities, regulation, control.

CHAPTER 3. ANALYSIS OF PRODUCTION, ECONOMIC AND MOTIVATIONAL ACTIVITIES OF JSC "KULEBAKEK PLANT OF METAL STRUCTURES"

3.1. General information about the company and organizational structure

The open joint-stock company “Kulebak Metal Structures Plant” began its work in March 1943. Over the six-plus decades of its existence, the plant has gone through a difficult but interesting path, supplying its products not only to all points of the once huge country, but also abroad. The JSC is engaged in the development, production and sale of metal structures.

There are not many similar factories in Russia, these are:

OJSC "Kulebak Metal Structures Plant",

OJSC "Pervouralsk Metal Structures Plant"

OJSC Belgorod Metal Structures Plant

General Meeting of Shareholders

Board of Directors

CEO

governing body

executive directorate

The meeting of shareholders and the board of directors solve problems of the company's strategy and determine the main principal directions of activity. The operational work of the company is managed by the executive body, which heads and implements the entire production and economic process.

In accordance with the Federal Law "On joint stock companies“The management of the current activities of the company is carried out by the sole executive body of the company, the general director.

The competence of the executive body is determined by the Law itself general view: he resolves all issues of managing the current activities of the company, except for issues falling within the exclusive competence of the general meeting of shareholders or the board of directors. The competence of the general director and the board he heads is not established by law; it is determined by the company’s charter, which provides for the presence of both a sole and collegial executive body. The procedure for the activities of the board is also not established by law. It is determined by the charter or an internal document approved by the board of directors (regulations, regulations or other document). The Law only states that meetings of the board or directorate are organized by the general director, who signs all documents on behalf of the company and minutes of meetings of the collegial executive body. The General Director acts without a power of attorney on behalf of the company in accordance with decisions of the board or directorate adopted within their competence.

The market brought to life not only a change in mentality, but also the emergence of new management functions (and, consequently, a change in the organizational structure of society management), which did not exist before, as well as the elimination of a number of structural elements, the existence of which was lost from history. Of course, there have always been problems of supply and sales. But under conditions of centralized planning, they are solved completely differently than under conditions of complete independence of economic entities. It just seems that it’s easy to get away from the thought “the more you produce, the less you spend, the better.” After all, even the most brilliant technical achievements (for all their enormous importance) may not give an effect if there is no real and hell southern consumer of products.

In the management structure of the JSC and its divisions, there are special bodies involved in marketing, who know where, in what quantity, what quality, and with what service, the products that are being produced or are going to be produced will find their consumers.

Among the many problems facing the executive body of a joint-stock company, the decisive one is personnel management. It is the main one, because not a single management task in any area can be efficiently implemented without involving the company’s personnel in its solution. Therefore, the motivation of personnel, the creation of conditions for their interest in the final (and intermediate) results of the company’s work have been the focus of intra-company management for more than a century.

3.2. Explanation of the main technical and economic indicators

OJSC "KZMK"

2006 It can be confidently considered a year of stabilization of the enterprise’s production and economic activities. The plant has reached a monthly capacity utilization level of 2000 tons. The geography of product supplies has also expanded significantly. This year the nature of orders has changed significantly. If previously 80% of the order portfolio consisted of shopping centers, now their share has decreased significantly, and orders for the manufacture of metal structures for production buildings are coming to the fore. In principle, our plant was initially focused on fulfilling such orders.

Today, the share of construction in Moscow itself is significantly decreasing; the emphasis is shifting to the Moscow region and nearby regions, including Nizhny Novgorod. The supply of metal structures to Mordovia, Chuvashia, Mari El, Tatarstan, and the Volga region is actively underway.

Demand for metal structures has remained stable both in the domestic and foreign markets and exceeds supply.

At the same time, the cost of metal structures in the markets had a steady upward trend, which led to an overall increase in balance sheet profit by 3.2%, taking into account the enormous turnover and investments - this is a fairly solid result of the association’s activities over the past year.

The association makes every effort to maintain the roster of employees for more stable work. Below is an analysis of the average number and wages of the association's employees.

3.3. Analysis of average headcount and wages

at the enterprise OJSC "KZMK"

A very important issue for the team of any enterprise is management’s wage policy. Implemented at the end of 2005. new system wages yielded results. A motivation system was built to allow people to earn money, and this immediately affected their income level. As a result, we took a leading position in terms of wages in the region. Moreover, the result of a systematically pursued policy was also a partial solution to the issue of seasonal migration of Kulbach residents to construction sites in Moscow.

For clarity, I will give the dynamics of growth in average wages of workers over the past 4 years: 2008. – 10,461 rubles, 2009 –15114 rubles, 2010 – 16,828 rubles, 2011 (for 4 months) – 18,670 rubles.

The calculation of wages at the enterprise is carried out based on the Regulations on the procedure for generating funds allocated for wages in the structural divisions of OJSC "KZMK"

1. This provision is introduced for the purpose of material interest of the teams and divisions of KZMK OJSC in the fullest use labor potential, creating a collective interest in achieving high final results in the work of departments and the enterprise as a whole.

When generating funds for wages, incremental standards are applied.

2. The regulations determine the procedure for forming the general wage fund

3. The wage fund formed according to the standards includes payments at tariff rates (salaries) and incentive payments determined by this provision.

4. The basis for remuneration is tariff rates and official salaries determined by the current tariff agreement.

The tariff agreement defines:

– minimum size tariff rate;

– the system and amounts of remuneration, as well as other types of employee contracts, are established independently and regulated by collective agreements;

–payment of benefits and compensation occurs at the expense of the organization within the limits of profit.

3.4. Analysis of motivational activities of OJSC "KZMK"

The most important motivational link is the general director. It is a prism that reflects and guides all motivational processes.

Directly in practice, personnel is dealt with by the personnel department, which, based on the real capabilities of the organization, selects qualified personnel, develops operating modes, etc.

Taking into account the production program, the plant is currently actively developing a program for recruiting and training personnel. It is also planned to increase the number and improve the level of qualifications of the company's employees. In this case, both our own resources will be used and specialists from other organizations will be involved. In order to develop and strengthen business contacts, training of ordinary employees abroad continued this year.

For several years in a row, agreements have been concluded with the Kulebaki Metallurgical College and the Vocational School for targeted training and employment of graduates. In order to attract young specialists in sought-after specialties to the enterprise, a regulation “On the procedure for paying scholarships to students” was developed and approved.

Almost all specialists and workers are covered by training and advanced training at the enterprise. At the end of 2010 the percentage of employees who completed training amounted to 170% of the average number of employees.

In addition to the formal organizational structure, which determines the structure of subordination, rights, duties, powers and responsibilities; there is also an informal structure that is not reflected in documents, but solves business problems and goals of the enterprise on the basis human relations a team.

Also, an informal interpersonal system of likes and dislikes has developed in the team. The leader acts as the subject of these subsystems. Informal structure also influences employee motivation.

The organization is going through a stage of maturity, as a result of which it strives for systematic balanced growth and the formation of an individual image. The effect of leadership is ensured through delegation of authority, emphasis on promotion in different directions, conquering additional markets and maintaining achieved results.

The organization of labor is characterized by division and cooperation, rewards for individual results and participation of workers in the profits of the company.

The existing bonus system is one of the significant motivating factors for the company's employees.

The OJSC bonus system includes the following types of bonuses, incentives and rewards:

Award for production results (fulfillment and exceeding of production targets);

One-time incentive for completing particularly important production tasks;

Bonus for commissioning production capacities and facilities on time or ahead of schedule;

Award for improving the final results of business activities;

One-time incentives for employees on anniversaries;

One-time remuneration for length of service;

Remuneration for continuous work experience;

Remuneration at the end of the year.

For high performance in work, implementation new technology and technology, improving the organization of labor and production, and performing particularly important management tasks, this type of incentive such as awarding Certificates of Honor is actively used.

CONCLUSION

Based on the foregoing, we can draw the following conclusion: the motivational system, although widely represented, is in its infancy and requires effort and resources for its development and implementation.

An important role in the motivation system is given to to CEO. He must determine the strategy and requirements for this system for a more targeted implementation.

The success of an enterprise, and in particular motivation, depends on specialists. They need to be searched for (conducting personnel marketing), attracted and encouraged. It is necessary to use various testing, trial periods and other alternative approaches. It is important to cultivate professionals yourself, and they will not let you down.

Needed by everyone available means maintain employee interest in working at their enterprise.

It is necessary to provide the employee with freedom of action, not to limit him within a certain framework, i.e. if the work is interesting and brings him satisfaction, then the quality of performance will be correspondingly high.

An optimized pond payment system is needed (pay for labor in moderation, not underpay or overpay). To make it much simpler, understandable to people, you can also introduce an individual system of payment and bonuses, while the employee must know for what and why the bonuses were made, so that all employees can be convinced that effective work, initiative, and the employee’s desire to benefit are fully encouraged by management .

You can introduce additional leaves for specific work or for the results of work, to additionally compensate for increased psychological or physical stress.

Perhaps, with a more in-depth analysis, it is possible to implement a system of redistribution of working time through the implementation flexible schedules work. The right to work in a “free mode” must be given to advanced workers, conscientious and organized.

It is necessary to take care of the morale of the employee - recognition of the work of employees who have achieved significant results in order to further stimulate them, to popularize the results of the work of individual employees who have received recognition.

A constant search for new (alternative) forms and methods of encouraging labor is necessary.

All this will be additional motivation to work more efficiently.

And in conclusion, I would like to say that the good thing about a builder’s job is that people in this profession can see the results of their work. And when the next task is completed and certain successes are achieved, you can no longer stop. New orders and new construction projects are ahead.

LIST OF REFERENCES USED

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Yarygin V.T. Personnel motivation//Methods of quality management. – 2005.

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22. Newspaper “Kulebaksky metallist” Art. “Time has shown: the path has been chosen correctly” from 08/11/2011.

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Komarov E.I. Stimulation and motivation in modern personnel management // Personnel Management. – 2005

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

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

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

So let's begin!

1. What is personnel motivation in an organization?

First, let's find out what it is.

The classic definition is as follows:

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

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

The most effective system is one that combines:

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

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

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

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

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

Various theories of motivation:

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

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

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

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

Type 1. “Toolkit”

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

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

Type 2. “Professional”

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

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

Type 3. "Patriot"

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

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

Type 4. "Master"

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

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

Type 5. "Lumpen"

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

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

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

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

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

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

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

Step 1. Inform employees about intentions to increase motivation

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

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

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

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

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

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

Step 3. Analyze staff motivation systems

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

Examples of famous programs:

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

Step 4. Conduct an employee survey

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

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

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

Tell us about all the moments of the program:

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

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

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

Business management companies often combine both service delivery and training.

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

1) Vpodarok

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

Company advantages:

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

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

2) MAS Project

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

The result of implementing such a management system will be:

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

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

3) TopFactor

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

You will achieve:

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

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

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

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

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

Principle 1: Combining tasks

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

Principle 2: Completeness and integrity of work assignments

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

Example

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

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

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

Principle 3. Establishing relationships with consumers

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

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

Example

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

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

Principle 4: Delegation of authority

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

Our activity, unlike animals, is conscious in nature, therefore, a particularly important place in understanding human activity is given to the study of motivation. It is motivation that determines how successful an individual’s activities will be, whether he will cope with the assigned tasks, whether he will make every effort or whether he will work without much diligence.

In order to better understand what motivation is, let's define motive. Psychology textbooks will tell you that “a motive is an objectified need,” but what exactly does that mean? How to use knowledge about motives, activities, motivation in the field of personnel management?

So, let’s look at what any human activity (action), simple or complex, is based on. Now, you have been working at the computer for several hours, and suddenly you begin to feel some kind of incomprehensible tension, irritation, and become restless. The work you do is so interesting that you do not pay attention to your physical condition, but the condition clearly signals to you that you have some kind of problem. need.

You look at the clock, and it’s already lunch time, and you clearly begin to feel hungry. That is, at the moment of realizing what you need, you experience objectification of need(you understand what you are missing).

As a consequence there arises motive(this most materialized need) - hunger and target- eat food. Intrinsic motivation(impulse to action due to motive) is very strong, and you go to a cafe to satisfy your need.

That is motivation- this is a set of motives (conscious needs), internal and external, which control the individual and determine his actions.

Staff motivation, thus, is a set of motives employees of the organization, determining their activities (success/failure), controlling their actions.

Motivation of personnel in the organization

Studying employee motivation, basic principles and features when building a motivation system, it occupies an important place in the personnel management system.

When we say “motivating employees”, we mean a system of influencing staff motivation, a motivation management system; in the field of HR, if you are “engaged in motivation”, it means that you are developing a set of measures that influence the totality of internal and external motives of your colleagues, you manage their motives for the benefit of the organization. Of course, in order to manage something, you must first study it.

Incentives are important to satisfy needs.

Stimulation

Stimulation is an external influence on employees in order to control behavior, one of the methods of motivation.

Incentives are:

• material “If you bring this client, you will receive a bonus”
• moral “You will take on the training of newcomers, we will hang your photo on the honor board, you will become a headman, buddy, etc.”
• compulsion “This must be your last time being late, otherwise...”

The essence of staff motivation

Motivation, in contrast to stimulation, is the internal motivation of an employee to perform work. Motivation, unlike stimulation, cannot be done “forcibly”. Thus, to motivate employees, it is necessary to create such working conditions under which the employee himself would like to achieve high results in his work, it is especially important:

Employee motivation, basic principles

No conversation about motivation is complete without the discovery of Abraham Maslow. Let's look at how Maslow's needs are met in human resource management.

OIL NEEDS	IMPLEMENTATION IN A CORPORATE ENVIRONMENT	Notes,examples
1. Physiological needs (hunger, thirst)	Coffee, tea, water in the office, etc. Convenient time for meals, freedom of movement, the employee can leave the table at any time, etc. His salary is enough to meet basic needs.	How worse conditions labor (a salesperson stands outside in the cold for 12 hours, unable to fully eat or go to the toilet when necessary), the more difficult it is to motivate him. No motivation system, even a well-thought-out one, will help in this case, only stimulation.
2. Need for security (safety, comfort, consistency, predictability)	Comfortable working conditions. The stability of the company, the employee literally does not worry about his future, knows that certain behavior and style of work require a certain assessment from management, this procedure has been established (he cannot be deprived of a bonus for no reason, for example). His income is enough to pay for housing and basic needs, and he does not feel discomfort when thinking about the future.	In a company with comfortable offices, an employee will be better off than in an open space. In a “gray” or “black” company, the level of employee motivation will be lower, regardless of what kind of motivation system is built, since one of the basic needs “confidence in the future, security” is not satisfied. An employee cannot think about the mission or the value of the product while he is in “limbo” and does not know whether he will be employed tomorrow or not.
3. Social needs (friendship, communication, cooperation)	Open relationships, transparent promotion and reward procedures. Relationships of cooperation, support, feedback from management. Friendly management and colleagues.	The level of motivation of an employee in a complex, negatively-minded team, where there are rumors, gossip, and behind-the-scenes games, will be significantly lower than in an atmosphere of cooperation and respect. The manager plays an important role (an emotional or, on the contrary, a detached manager will reduce the employee’s motivation even with a good team).
4. The need for respect and recognition (affection, love, cooperation, social connections, communication)	It is by satisfying this need that an employee wants to be the center of attention, wants to train newcomers, take part in high-profile projects, is happy to appear in videos, give interviews, and speak at events.	If there is no opportunity to gain recognition at work, people often develop hobbies at the same time, create blogs, lead groups on social networks, write articles for magazines, and act in TV shows. This is a strong motivator, and if an employer can provide an opportunity to satisfy such a need within the company, the employee will benefit greatly. Find out and study the hobbies of employees, this can give you a lot of useful information.
5. Cognitive needs (learn, study, explore, master new skills)	Not every organization can satisfy this need. One of the ways to satisfy it is to organize training (trainings, seminars, trips to production). Another way is to work with research elements, with large amounts of information, where you need to draw your own conclusions, develop some kind of new method, propose an innovative solution, explore a new question and provide data. Transferring an employee to a new function, where he will have to learn a new job, also serves to satisfy this need.	If the need is not met, employees begin to take additional courses and learn something new. This could be anything from dancing and playing the pipe to the second highest. If you find out that an employee plans to go and learn something, find out what exactly he is missing and use the information received for the benefit of the company and the employee.
6. Aesthetic needs (harmony, order, beauty)	This need is not common to everyone. She is often satisfied by working in the beauty industry, show business, and creative fields. At the everyday level, it is the desire for order and comfort.	It’s rare that someone manages to satisfy this need at work. This is difficult to do because everyone has their own understanding of “beautiful”. If you see that employees have such a need, one of the solutions may be to organize leisure time at work, combining the beautiful (going to the theater, learning to paint with communication within the team).
7. The need for self-actualization (self-expression, realization of goals, development of abilities)	A need that arises among employees who have partially or completely fulfilled previous needs. Not everyone and not always reach it. This is the need to rethink life, shift priorities. It’s good if the company has the opportunity to change the vector of activity and try yourself in other directions. If the company is actively involved in charity, such an employee, having reconsidered his life priorities, may want to develop in this area. This is precisely the need that forces people to rethink their worldview, write books, and share their philosophy with the world.	Most often, this need is not satisfied at the workplace. A review of life priorities often leads to a change in activity. Usually this need begins to be felt acutely during a midlife crisis. People change jobs, go to study, start writing books, conducting trainings, sharing experience and knowledge, and doing something new.

Errors in staff motivation

1. Lack of clear statistics, understanding of the level of needs in the company, lack of procedures for measuring motivation.
2. Understanding that subordinates needs the same thing as a leader. This is not true, almost always not true. You will be surprised, but not everyone dreams of a career, not everyone wants to move up the career ladder. And it is a big misconception to think that anyone can be motivated by a promotion.
3. Using motivation where incentive should be. The fewer needs employees have, the more difficult it is to motivate them. It is difficult to inspire line staff with high ideas if employees are dissatisfied with their salaries. Conversely, stimulating employees at high levels is unacceptable; it will work as negative motivation, that is, it will demotivate, because the person will feel that it is not internal desire that is pushing him to action, but external pressure.
4. First the basics. If the company is “gray”, then it is almost pointless to spend time and money on motivation, since the basic needs (security, stability) will remain unmet in any case. It makes more sense to use incentives here.
5. Considering motivation separately from other areas of human resource management. For example, to create an atmosphere of cooperation, friendliness and satisfaction of social needs, you need to work on the internal brand of the employer, on the company’s values, on the transparency of assessments and procedures.
6. not always motivating. In most companies, training is something that the company gives to all employees, as if unconditionally. This approach is extremely wrong, because training covers the need of the fifth level (the need to learn something new, to study, to research), and not all employees feel this need acutely. As a rule, because the needs of the lower levels (3 and 4, for example) are not met. Understanding training as a motivational tool leads to people attending training simply to take a break from work and socialize. There are companies that provide all employees with the opportunity to learn English; some have been studying it for years, while being at the elementary or pre-intermediate level.
7. Embrace the immensity. As we have already said, line personnel whose needs at levels 1–2 are not fully met are difficult to motivate. If a person is not happy that he has to work outside in winter (although this was not specified during employment), you will not be able to motivate him by telling him how much benefit and good your products have brought to consumers. Everyone knows the cases when line personnel are gathered for training for the whole day, and people listen to “how ships plow the expanses of the big theater,” then go out for a smoke break and laugh, “It would be better if they gave a bonus rather than drilling these innovations into us,” even worse when They are forced to come to training on a legal day off. Then the employees discuss what a pity it is to spend the whole day doing “this.” Here we are talking not about motivation, but about demotivation.
8. Adopting the theory of needs as the basis for building a motivation system. Firstly, not everyone moves from one stage to another, and secondly, people often skip, go in the opposite direction, and so on. Therefore, Maslow’s pyramid cannot be taken as the ultimate truth. We all know examples where a woman worked for 10 years in a company, built a career, but did not have a family or even a partner. We know examples where a person works at a low-paid job, barely making ends meet, out of love for his work, for art. There are cases when a person refuses to move to a better paid job (although here he is clearly dissatisfied with the level of his compensation) due to the fact that he cannot part with the team. A person has about 20,000 different needs, it is almost impossible to put them into one system, and it is certainly impossible to put them all into Maslow’s theory.

Modern approaches to personnel motivation

Nowadays, a successful personnel motivation system must be built taking into account the company's strategy, number, levels (gradation) of employees, testing their needs and aspirations.

The ideal option includes material and non-material motivation. Non-material motivation is called because the employee does not receive money or shares as a sign of encouragement and encouragement to action, however, management should understand that non-material motivation requires organizational and financial resources from the company, therefore, when choosing non-material motivation, you need to carefully weigh all the pros and cons so as not to waste resources. There are companies in the labor market where only material motivation is used, and this does not interfere with the development or success of the company, and vice versa, where all or almost all sources of motivation are of a psychological and social nature. There are organizations that still use only incentives and are successfully developing at the same time. The choice of motivation system should be made based on the needs of the company and its detailed analysis, and not on current trends.

Introduction………………………………………………………………………………..

1. The concept of labor motivation and substantive theories of motivation…..

1.1. The concept of motivation…………………………………………………………….

1.2. Abraham Maslow's theory……………………………………………………………

1.3. Frederick Herzberg's theory………………………………………..

2. Basic procedural theories of motivation……………………….

2.1.Expectancy theory………………………………………………………

2.2 Theory of justice…………………………………………………………….

3. Motivation of personnel at the enterprise "

Conclusion………………………………………………………………

Bibliography……………………………………………………….

Applications……………………………………………………………………………….

Introduction

Problems and motivations of employees of enterprises of any form of ownership have always been and remain the most pressing. Not only the social and creative activity of management workers, but also the final results of enterprise activities depend on clearly developed motivation systems.

The development and practical application of new motivational systems directly at the enterprises themselves make it possible to attract new highly qualified specialists who are capable of actually managing both small and large teams, focusing primarily on individual motivation in accordance with the quantity and quality of work expended by the individual.

The effectiveness of a particular motivational system in practical activities largely depends on top-down controls. Although in recent years, certain prerequisites have been made to increase the role of enterprises themselves in developing their own motivation systems, which, over a specific period of time, make it possible to implement the goals and objectives facing enterprises in market conditions. Obviously, these circumstances can explain the appearance in recent years of a significant number of fundamental and applied publications devoted to this problem.

In the conditions of the formation of market relations, increasing management efficiency by improving the personnel motivation system becomes the most relevant for the organization. Motivation is a fundamental factor in encouraging employees to perform highly productive work. In turn, the functioning of motivation systems and their development primarily depend on the employees of the management apparatus, on their qualifications, business qualities and other qualitative characteristics.

The main goal of this work is a comprehensive study of the personnel motivation system at the enterprise and the development of recommendations for its improvement. Achieving this goal is planned to be done by solving the following tasks:

1. The concept of labor motivation and substantive theories of motivation

1.1 Work motivation

All human activity is determined by actually existing needs. In the narrow sense of the word, “motivated activity” is free, determined by internal motivations, human actions aimed at achieving goals and realizing interests. In motivated activity, the employee himself determines the measure of action depending on internal motivations and conditions external environment.

Labor motivation is the employee’s desire to satisfy needs (obtain certain benefits) through work.

The appeal to the study of people’s behavior in an organization is due to the fact that not every targeted, directed influence on a person’s behavior activates his activity, but only that which becomes personally significant for this particular person and corresponds to his internal aspirations. Only in this case does the employee become interested in his activities, have a psychological predisposition towards fulfilling role requirements and, as a consequence of this, an incentive to perform high-quality work. Stimulation includes not only the creation of an external situation of choosing a certain (most attractive) form of behavior, but also its correspondence to the employee’s personality structure. Together with external stimulation, this internal structure (if activated) forms the immediate motive for action.

The peculiarity of incentives in an organization is that the form of behavior chosen by the employee corresponds to the goals of the subject of incentives (organization management), the goals of those who created this situation.

In order to understand the mechanism for achieving correspondence between the goals of managers and the behavior of performers, it is necessary to determine the essence of motivation.

Motivation in an organization can be considered in two ways: aspects:

As a management function, when motivation is a process of inducing activity, which can be correlated with the concept of “stimulation”;

As a force that encourages action, when the concept of “motivation” is similar to the much broader concept of “motive”, to which

include all components of internal motivation for activity: needs, interests, values, instincts, drives, emotions, ideals.

Since a motive is a state of predisposition, readiness, inclination to act in a certain way, the task of activity associated with external stimulation is to form or activate such a state. A motive can be considered as a means by which a person, being in a particular situation, explains or justifies his behavior, i.e. reflects his attitude to the situation, various objects of the external environment. Motives are quite flexible, since a person’s emotions, temperament and drives participate in their formation. A more stable element of human behavior, which determines the degree of his readiness to perform certain actions, is a social attitude. We can say that the concepts of “motive” and “attitude” are close in meaning, although they cannot be considered synonyms. A motive is an incentive to action related to the satisfaction of needs, therefore, the formation of motivation of members of an organization is carried out on the basis of studying attitudes, trying to identify the conscious reasons underlying the choice of certain types of behavior.

The main functions of human behavior motives can be defined as follows: :

orienting- the motive is aimed at the choice by a member of the organization’s team of behavior that is most acceptable for him in a given situation;

meaning-forming- motive determines subjective significance accepted form behavior for a member of the organization;

mediating- motive arises at the junction of external and internal incentives to action, mediating them in relation to the individual and influencing his behavior;

mobilizing- the motive mobilizes the internal reserves of a member of the organization, if this is necessary for the implementation of activities that are significant to him;

acquittal- the motive contains the attitude of a member of the organization to a proper, normative, externally introduced model, standard of behavior, social norm.

Thus, building a motivation system in an organization represents both economic problem, because efficient system motivation allows you to increase the economic performance of the organization, satisfy the economic needs of its members, and the psychological problem, since its construction must take into account the ideals, aspirations, needs for achievement and self-expression of its participants.

It is very important to understand that in the conditions of modern technical, technological and social changes, only effective joint work of all participants in the production process guarantees success. And this work, in turn, depends on how uniformly and to a sufficiently strong extent the basic principles of teamwork will be carried out by everyone and will be aimed at meeting the needs and expectations in the chain: human needs (expectations) - needs (expectations) of the enterprise - needs (expectations) ) society.

1.2 Abraham Maslow's theory

In 1943, American psychologist Abraham Maslow, in his classic work The Theory of Human Motivation, general outline outlined holistic theory motivation, the purpose of which was to find out which motives and in what dependence on the degree of satisfaction of needs are effective. Based primarily on his clinical experience, he believed that a person's motivating needs could be arranged in a hierarchical order. He believed that if needs of a certain level are satisfied, they cease to play the role of motivating factors. To motivate a person to work, it is necessary to activate the next, higher level of needs. An important point of the theory is that it is not the need itself that drives a person, but its dissatisfaction. So, history is driven by dissatisfied people (compare with Freud's theory). According to the theory, once lower-order needs are satisfied, they cease to motivate a person. A hungry person will try to get food that is within reach. However, having eaten it, a person will not strive to get more and will need motivation for more high level needs.

Maslow identified five levels in his hierarchy of needs.

1. Physiological, vital needs. The very first, a basic level of in the hierarchy - physical needs that correspond to innate primary needs. Examples include hunger, thirst, the need for housing, clothing and sleep.