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Psychological foundations of labor relations. Labor behavior

25.09.2019

INNOVATIONS AND DEVIATIONS IN LABOR BEHAVIOR

Introduction

2. The essence and factors of deviating labor behavior.

3. What does social control in the world of work include and how does it work?

Conclusion

Basic Concepts

Literature

Introduction

Innovations are arbitrary or purposeful changes that occur in the organizational and labor sphere or indirectly affect it. The most typical and important objects of innovation are relations of ownership of the means of production and methods of management, principles of income distribution, motivation and incentive systems, organization and division of labor, its nature and conditions, traditions and norms of the team, management style, etc.

Individuals and groups perceive in a certain way innovation process and innovative situation, react to them with consciousness, experiences, actions, which determines the very problem of innovative behavior.

It is common for the whole world, social existence and each person to deviate from the axis of their existence and development. The reason for this deviation lies in the peculiarities of the relationship and interaction of a person with the outside world, the social environment and himself. The diversity that arises on the basis of this property in the psychophysical, sociocultural, spiritual and moral state of people and their behavior is a condition for the flourishing of society, its improvement and the implementation of social development.

Deviation in behavior - deviant behavior - is thus a natural condition for human development and the life of the entire society. In other words, deviant behavior was, is and will be, and this is the relevance of its study.

Innovative behavior is associated with the introduction of non-standard solutions that change, to one degree or another, the system of social relations at various levels of the organization, and is characterized by the quality, scale and depth of changes that affect the existing system of interests and behavioral stereotypes.

Innovative behavior involves a number of stages and phases, the first of which involves breaking down ingrained stereotypes, habits and traditions, and overcoming standard, conservative opinions. Specific actions of the subject begin with a statement of the need for reconstructive changes in production structures, detection of dead-end situations and contradictions that objectively require overcoming. The classical form of innovative behavior includes a number of independent processes that have their own logic, tactics, strategy and method of organization in time and space.

1. Recruitment by subjects of innovative behavior of supporters from among those who, in principle, agree with the need for change. Moreover, the more pressing the problem, the more obvious the contradiction, the greater the number of individuals who agree in principle with its solution (passive majority).

2. Recruitment of active supporters from among those whose interests are in accordance with the prospect of reconstructive changes. These are, as a rule, professionals who know how, can and want to change the state of affairs (an active minority).

3. Neutralization of the opposition, consisting primarily of those whose interests, to one degree or another, do not correspond to innovative changes in the organization.

4. Searches for the formation of organizational methods for achieving intermediate and final goals of reconstructive changes.

5. Mobilizing the human factor, finding the necessary resources and putting the implementation process into motion.

Innovative behavior is always accompanied by overcoming various obstacles, oppositional sentiments and opinions. Psychologically, this is a very uncomfortable form of behavior associated with the functioning of an individual in constantly occurring extreme situations. In innovative behavior the level of risk, responsibility, uncertainty, and unpredictability is extremely high. It can be assessed by the conservative opposition in a very wide range: simply as non-standard, disturbing the usual balance at one pole, and as illegal at the other.

In real practice, an innovator faces many obstacles and problems that he cannot always solve in a positive way. This happens especially often if he occupies an ordinary status within a particular organization, so the presence of innovation in a single workplace is not always a positive thing. Especially when their producer is a person whose motives and interests do not generally coincide with the interests of the production organization and those who own and manage it. It should also be noted that the logic of innovative changes presupposes the presence of an autonomous status, which individual employee, as a rule, does not have it, because it must necessarily obey the organizational and technological discipline of the production process.

In this regard, one can state a contradiction in assessing the actions of innovators, especially if they are hired workers. On the one hand, in a separate, often very narrow area, they contribute to technological progress, on the other hand, they force a violation of the strict functional order within certain links or production cycles. Contradictions also arise when assessing the effect of innovation and distributing rewards between the producer of know-how and the owners of the enterprise. The latter seek to appropriate most of the effect of innovation, using, for example, paternalistic calculation schemes based on guaranteed employment and symbolic privileges (Japanese experience). This contradiction, associated with the inequivalence of social exchange, can be overcome in two ways: either the subject of innovative behavior must win the right of his own autonomous actions within the production organization, proving their effectiveness to managers and owners, as well as agreeing with them on the amount of remuneration, or he must change his status and become an independent entrepreneur. In the latter case, he bears full responsibility and risk for the implementation of innovative ideas.

2. The essence and factors of deviating labor behavior

In sociological science, the concept of “deviant behavior” has been used for quite a long time. It denotes individual and group actions that contradict established and recognized social norms.

In the world of work, such norms are widespread and diverse. They serve the purposes of functional stability and efficiency of the organization, as well as social order and well-being in it, i.e. have both industrial and humanitarian significance.

Social norms differ primarily in such important characteristics as categoricalness, level of specificity, and object of distribution. If some social norms regulate primarily labor and activity, others regulate relationships. An essential criterion for their difference is the source and nature of the establishment: they can be developed and accepted either by the team itself, or by the administration, or by authorities external to the organization.

According to some external signs, deviant behavior coincides with innovative behavior. In both cases, the actions do not meet expectations, contradict the usual, accepted. The superficial similarity of deviant and innovative behavior creates problems in practice: innovations are intentionally and unintentionally perceived and explained as violations, and violations as innovations. Deviant behavior in the world of work is often referred to as a simpler and more specific concept of organizational and labor violations.

In order to properly understand and prevent organizational and labor violations, it is necessary to analyze the general and specific factors of deviant behavior.

Let us first highlight a number of reasons - motives for organizational and labor violations.

1. Forced by circumstances. Certain actions within the organization may actually or supposedly be the only possible ones in the current production or labor situation. At the same time, it is precisely such actions that are considered to be a violation. When qualifying such actions as violations on the part of the team or administration, the factor of being forced by circumstances can be more or less taken into account, understood, and justified.

An organizational and labor violation in the case under consideration is the best way to avoid any consequences or problems for an individual employee or the work group as a whole.

2. Limited abilities for normal behavior (discipline). In order to ensure organizational and labor order, such high discipline requirements are established that they turn out to be feasible either only by certain individuals, or by all, but for a short time. Compliance with all norms in this case is unrealistic and unnatural.

The general complexity of organizational and labor discipline for a person is explained by the fact that any normal behavior presupposes certain abilities on his part, for example:

a) memory (it is necessary to remember a fairly large number of different norms);

b) attention (you need to constantly monitor yourself in terms of compliance with the norms in the relevant situation);

c) will (it is necessary to make efforts more often or less frequently to “limit” one’s own desires in accordance with the norms).

3. Lack of awareness. The state of discipline in a labor organization especially depends on such a “simple” factor as a person’s or group’s knowledge of established norms and awareness of them.

In people's attitude to labor discipline, not only awareness, but also understanding is important. Organizational and labor violations occur due to weak interiorization (internal awareness and acceptance) of established norms, which in turn is associated with a lack of their propaganda and explanation, visual demonstration, personal experience, convincing of their practical significance.

Many workers are focused on diligence, working exclusively on command as a simpler behavior that frees them from the need to know all the norms of labor discipline.

4. Social-comparative motive. We are talking about a situation where the choice of deviant or normal behavior is determined by social comparison.

Firstly, an organizational and labor violation occurs because a given subject perceives a certain norm as having nothing to do with him, extending only to others. The problem indeed often lies in the fact that the targeting of requirements and responsibilities is not sufficiently specific. Secondly, non-compliance with norms by some encourages non-compliance by others. A single factor can cause a chain reaction of organizational and labor relations. All kinds of personal privileges in labor discipline make motives for violations such as “everyone does this”, “others do this”, etc. widespread in the team.

5. Innovation. Any significant changes in the system of relations and activities of people are accompanied by some destruction of their value-normative consciousness, including the devaluation of the most elementary discipline. Its norms are perceived as a “relic of the past” that does not correspond new system and therefore losing its meaning, categoricalness, and obligation.

Thus, organizational and labor violations, even temporary ones, are inevitable in the context of reforms.

6. Demonstrative behavior. Another important reason for organizational and labor violations is the demonstration by an individual or group of their social position. An individual worker does not comply with any norm of discipline, because in this way he asserts himself in some of his personal qualities - creative thinking, independence, courage. An entire work group does not comply with any norm of discipline, since in this way it expresses protest to the administration, readiness and ability to conflict with it, and reluctance to work under these conditions.

7. Non-participation in management. People tend to treat their own and others' decisions differently. Often, norms of discipline that have existed for a long time or were given and prescribed from above are not sufficiently respected precisely because they lack the element of “personal participation.” Conversely, the norms of discipline adopted and developed by the team itself are sufficiently respected, since they have the meaning of voluntary compliance, moral obligation, self-expression and self-affirmation.

Reasons-motives are based on the needs of an individual or group for organizational and labor violations. There are also provoking situations associated with the possibility of committing a violation. A provoking situation is, first of all, a certain state of social control.

Organizational and labor violations are provoked in three cases:

a) if control is generally or temporarily absent;

b) if the benefit of the violation turns out to be more significant than the sanctions of punishment and conviction, and normal behavior is not encouraged;

c) if the forms of control are so unacceptable for an individual or group that an organizational and labor violation is committed as if on the principle of contradiction.

Organizational and labor violations in theory and practice are often associated with the individual characteristics of the subject of labor behavior. Normal or deviant behavior determined by these features is even taken as a criterion for typologizing the employee’s personality. For example, the following types are distinguished:

Supernormative (complies always, under any circumstances);

Normative (does not comply only in special cases, under special circumstances);

Subnormative (does not comply more than complies);

Non-normative (does not comply very often or under all circumstances).

In real conditions, both the administration and the team, without any scientific observations and research, are able to somehow identify themselves and others according to these types, name the “best” and “worst”, the most and least likely violators. The supernormative and nonnormative types are especially visual and noticeable, although they are less common than the others.

Finally, in the organizational and labor sphere it is necessary to distinguish between the characteristics of egoism. Selfishness is both reasonable and unreasonable behavior. It often happens that a subject, pursuing exclusively his own goal and ignoring the goals of other subjects, acts against his own interests: by not respecting the social order, he thereby undermines the system in which he himself is included, thanks to which he himself exists. Such unreasonable egoism creates a specific type of “violator” in the organizational and labor sphere.

3. What does social control in the world of work include and how does it work?

Awareness and establishment of certain norms in itself does not ensure organizational and labor order if there is no mechanism of social control.

Such activity is of a superstructural nature, but is objectively inevitable for organization and production (it does not directly create a product, but without it this product would ultimately be impossible).

Specific functions of social control in the world of work are:

Stabilization and development of production (employee behavior is controlled in terms of labor results, interaction with others, productivity, etc.);

Economic rationality and responsibility (control over the use of resources, conservation of property and property, optimization of labor costs);

Moral and legal regulation (the essence of organizational and labor discipline is seen primarily in the observance of morality and law in the relationships of subjects of labor activity);

Physical protection of a person (the objects of control are compliance with safety regulations, standard working hours, etc.).

Thus, in the sphere of labor, social control pursues both production-economic and social-humanitarian goals.

Social control has a complex structure, which consists of three interrelated processes:

Observation of behavior;

Reaction to behavior in the form of sanctions.

These processes indicate the presence of social control functions in organizations.

Depending on the subject of implementation, various types of social control in the world of work can be distinguished - external, mutual control and self-control.

With external control, its subject is not included in the directly controlled system of relations and activities, but is outside this system. In an organization, a similar phenomenon is possible due to managerial relations, therefore, here external control is control exercised by the administration.

Administrative control has a number of advantages. First of all, it represents a special and independent activity. This, on the one hand, frees personnel directly involved in the main production tasks from control functions, and on the other hand, it facilitates the implementation of control functions at a professional level.

An important feature of administrative control is its official nature. Control by the administration is perceived as an action on behalf and in the interests of the entire organization, while there are no or minimal doubts about who, why and on what basis controls (control is perceived as the professional responsibility of certain people).

Administrative control also has disadvantages, which are clearly manifested in appropriate situations.

It may not always be comprehensive and responsive; It is also quite possible that he is biased. In addition, management is relatively separate from the “direct workplace,” which sometimes results in incomplete or distorted awareness of the behavior of ordinary members of the organization as workers. It is the administrative assessment of organizational and labor behavior that can be professionally incompetent: in particular cases, an ordinary employee, based on knowledge of a specific job, is able to talk more accurately about the normality and abnormality of his actions than an administrator.

Mutual control arises in a situation where the bearers of social control functions are the subjects of organizational and labor relations themselves, who have the same status. This either complements or replaces administrative control.

Mutual control also has disadvantages. First of all, this is subjectivity: if relations between people are characterized by competition, then they are naturally predisposed to unfairly attribute to each other some violations of discipline, and to prejudicially evaluate each other’s organizational and labor behavior.

One of the important manifestations of mutual control in organizations is the so-called evaluative relationship. Their essence lies in the fact that individuals and microgroups give each other certain assessments from the point of view of normative qualities that are important in the organizational and labor sphere. As a result, a structure of personal statuses is formed, favorable, unfavorable and neutral status categories arise, each employee or team “acquires” its own image in the perception of others. Thus, various aspects organizational and labor discipline become criteria for personal attitude towards a person or a group of people.

The main advantage of self-control is the limitation of the need for special control activities on the part of the administration. In addition, it gives the employee a sense of freedom, independence, and personal significance. In some cases, self-control is more competent.

The disadvantages of self-control are mainly two circumstances: each subject, in assessing his own behavior, tends to underestimate social and normative requirements, and is more liberal towards himself than others; self-control to a large extent is a random phenomenon, i.e. it is poorly predictable and controllable, dependent on the state of the subject as a person, and manifests itself only with such qualities as consciousness and morality.

Within the framework of the classification of social control, we can distinguish not only its types, but also its types. The latter distinguish social control from the point of view not of subjects, but of the nature of its implementation.

1. Continuous and selective. Social control may vary in such important characteristics as the intensity, object, and content of the behavior being supervised.

Continuous social control is of an ongoing nature; the entire process of organizational-labor relations and activities is subject to supervision and evaluation without excluding any of its elements; all individuals and microgroups that make up the organization are equally the object of attention.

With selective control, its functions are relatively limited; they extend only to something most important and significant. For example, only the final results, the most critical tasks and functions or periods of their implementation, the most “sore points” in the discipline according to enterprise statistics, only a certain (questionable) part of the personnel, etc. are observed and evaluated.

In the case of formal control, what is observed and assessed is not the substantive quality of organizational-labor relations and activities, their meaning, but external signs that can create the effect of credibility and normality.

The most obvious signs of formal control in the organizational and labor sphere are observation and evaluation of attendance at work, and not actual employment, stay at the workplace, and not actual work, external activity, and not actual results, diligence, and not the quality of performance.

discipline, creativity and formalism is a global practical problem.

3. Open and hidden. Despite their apparent simplicity and specificity, these types reflect rather complex phenomena in the organizational and labor sphere. In general terms, the openness or closedness of social control is determined by the state of awareness, awareness of the social control functions of those who are the object of these functions. Let us highlight several more specific aspects of the openness or closedness of social control in labor organizations.

First of all, such a key element of social control as behavioral supervision can be open or closed. The secrecy of supervision in social communities such as labor organizations is ensured mainly by such methods as surveillance using technical means, the unexpected appearance of formal or informal controllers, and the collection of information through intermediaries.

Another indicator of the open or closed nature of social control is the focus on preventing organizational and labor violations or punishing them.

In a labor organization, downward and upward flows of social control constantly coexist, i.e. The administration controls the staff, and the staff controls the administration. Sometimes both parties even “compete” in a peculiar way, competing to control each other, trying to achieve advantages or at least equality in the relationship. Managers naturally strive to limit control over themselves, resist it, disorganize the work of services and team activists, or mislead them. The governed, with appropriate experience and solidarity, can also successfully control the administration.

Any labor collective would like to have an administration that would take care of its well-being, and any administration would like to form or educate a labor collective that would require less control in management. In a word, both managers and managed always strive for understanding and trust (not control) in relationships.

Social control in the world of work has a complex economic psychology, which is especially evident in the following.

An organization is made up of different subjects with their specific interests, so it may have different ideas about what labor discipline is and what it should be. As a result of social struggle, a certain labor discipline may turn out to be a mechanism that creates economic privileges or infringes on the economic rights of some individuals and groups in the organization.

On the one hand, economic interests can be organized and regulated in such a way that there is no objective need for control; on the other hand, economic interests can sometimes be realized only under the condition of thorough control.

IN different cases control is a reliable way to prevent economic problems or a factor that gives rise to them.

In real life, employees, managers, and various business entities often have to compare the economic price of control itself and the losses that are possible due to its absence. According to research and observations, many workers themselves do not care about personal safety at work; many voluntarily work extra hours or in harmful conditions for the sake of “big money.” In such cases, people’s economic behavior more or less clearly contradicts their health, and therefore administrative and public control can and should compensate for “failures” of self-control, insure a person and even be responsible for his well-being.

Conclusion

In most societies, control of behavior is asymmetrical: deviations in the bad direction are condemned, and deviations in the good direction are approved. Depending on whether the deviation is positive or negative, all forms of deviation can be placed on a certain continuum. At one pole there will be a group of people who exhibit the most disapproved behavior: revolutionaries, terrorists, non-patriots, political emigrants, traitors, atheists, criminals, vandals, cynics, beggars. At the other pole there will be a group with the most approved deviations: national heroes, outstanding artists, athletes, scientists, writers, artists and political leaders, missionaries, labor leaders. If we carry out a statistical calculation, it turns out that in normally developing societies and under normal conditions, each of these groups will account for approximately 10-15% of the total population. On the contrary, 70% of the country's population are “solid average” - and people with insignificant deviations.

Although most people predominantly live in accordance with the laws, they cannot be considered absolutely law-abiding, that is, social conformists. Thus, in a survey of New York residents, 99% of respondents admitted that they had committed one or more illegal acts, for example, secretly stealing from a store, deceiving a tax inspector or a guard, not to mention the more innocent ones - being late for work, jaywalking or smoking in inappropriate places.

Basic Concepts

Innovations are arbitrary or purposeful changes that occur in the organizational and labor sphere or indirectly affect it.

Innovative behavior is an initiative type of individual or collective behavior associated with the systematic development by social actors of new ways of operating in various fields social life or the creation of new objects of material and spiritual culture.

Violations are deliberate wrong actions, deliberate violations of established rules.

Social norms are generally accepted rules, patterns of behavior, standards of activity that ensure orderliness, sustainability and stability of the social interaction of individuals and groups.

Deviant behavior is the actions and actions of people and social groups that contradict social norms or recognized standards of behavior. It is expressed in non-compliance with the requirements of the social norm, the choice of a different behavior option and leads to a violation of the measure of interaction between the individual and society, the group and society, the individual and the group. The most dangerous form of O. p. is expressed in crime.

Self-control is a specific way of behavior of the subject of organizational-labor relations, in which he independently (outside the factor of external coercion) supervises his own actions and behaves in accordance with accepted norms.

Social control is a specific activity aimed at maintaining normal behavior in a given group or community (compliance of behavior with accepted norms) by various means of social influence.

Literature

1. Babosov E.M. Economic sociology. Questions and answers - Mn.: TetraSystems, 2004.

2. Dorin A.V. Economic sociology: Textbook. allowance. - Mn.: IP “Ecoperspective”, 1997.

3. Sokolova G.N. Economic sociology: Textbook. for universities. Mn.: Higher. school, 1998.

4. Economic sociology: Textbook for universities / Ed. IN AND. Verkhovyna. - M.: Academic project; Peace Foundation, 2006.

Each type of work activity can be distinguished by two main characteristics: psychophysiological content (work of the senses, muscles, thinking processes, etc.); and the conditions in which work activities are carried out. The structure and level of physical and nervous stress in the process of work are determined by these two characteristics: physical - depend on the level of automation of labor, its pace and rhythm, the design and rationality of the placement of equipment, tools, equipment; nervous - due to the volume of processed information, the presence of industrial hazards, the degree of responsibility and risk, the monotony of work, and relationships in the team.
The content and conditions of work change significantly and ambiguously under the influence of scientific and technical progress. The functions of transforming the subject of labor are increasingly transferred to technology; the main functions of the performer are monitoring, managing, and programming its activities, which significantly reduces the cost of physical energy.
Thus, in general, we can talk about a reduction in motor components and an increase in the importance of the mental component of work activity. In addition, NTP creates the technical prerequisites for removing the employee from the zone of occupational hazards and hazards, improves the protection of the performer, and frees him from heavy and routine work.
However, an excessive decrease in physical activity results in physical inactivity. An increase in nervous stress can lead to injuries, accidents, cardiovascular and neuropsychic disorders. Increasing speed and power of equipment can lead to inconsistency in the parameters of its operation and the ability of a person to react and make decisions. New technologies often lead to the emergence of new industrial hazards and hazards and negative impacts on the environment.
The problem is to “link” technology to the capabilities of a person, to take into account his psychophysiological characteristics at the stages of design, construction, and operation of the “man-machine” system. All this determines the need to study physiological and mental processes in human labor activity.

62. Concept of labor behavior

Human behavior– a set of conscious, socially significant actions determined by an understanding of one’s own functions. A person’s labor behavior is a type of his social behavior. Social behavior is a derived component of the social environment, which is refracted in the subjective characteristics and acts of actors, and social behavior is the result of the subjective determination of human activity. Social behavior is understood as a process of purposeful activity in accordance with significant interests and needs of a person. Social behavior is the result, on the one hand, of a complex system of adaptation of the individual to various conditions, and, on the other hand, of an active form of transformation and change in the social environment in accordance with the objective capabilities of a person.
Labor behavior represents individual or group actions that show the direction and intensity of the implementation of the human factor in a labor organization. Labor behavior is a consciously regulated set of actions and behaviors of an employee associated with the coincidence of professional capabilities and interests with the activities of the production organization and the production process. This is a process of self-tuning, self-regulation, ensuring a certain level of personal identification with the work environment and the workforce.
Labor behavior is also formed under the influence of such factors as social and professional characteristics workers, working conditions in in a broad sense, systems of norms and values, work motivations. Labor behavior is guided by the personal and group interests of people and serves to satisfy their needs.
The following can be identified as the fundamental principles of human labor behavior: motivation, perception, and the criterion basis of human labor behavior.
Labor behavior is based on motives and internal aspirations that determine the direction of a person’s labor behavior and its forms. The same behavior can have different motivational basis. Motivation is the key to understanding human behavior and the possibilities of influencing it.
Perception is the process of organizing and interpreting ideas about the world around us. Perception is a semi-conscious activity of receiving and processing information, not all information, but only significant information. It influences people’s behavior not directly, but refracted through values, beliefs, principles, and level of aspirations.
The criterion basis of a person’s labor behavior includes those stable characteristics of his personality that determine a person’s choice and decision-making regarding his behavior. In the same situations, different people can make completely different, often inexplicable and irrational decisions.
The content of labor behavior is reflected in the following provisions:
1) labor behavior reflects the functional algorithm of the production process, and is a behavioral analogue of labor activity;
2) labor behavior is a form of adaptation of the employee to the requirements and conditions of the technological process and social environment;
3) labor behavior is a dynamic manifestation of social standards, stereotypes and professional attitudes that are internalized by the individual in the process of socialization and specific life experience;
4) labor behavior reflects the characterological traits of the employee’s personality;
5) labor behavior - there is a certain way and means of a person’s influence on the surrounding production and social environment.

63. Structure of labor behavior

The structure of labor behavior can be represented as follows:
1) cyclically repeating actions, of the same type in result, reproducing standard status-role situations or states, they are mainly determined by the technology of work (a functional set of operations and functions);
2) marginal actions and behaviors that are formed in phases of transition from one status to another (for example, when career growth or change of place of work);
3) behavioral patterns and stereotypes, frequently occurring patterns of behavior;
4) actions that are based on rationalized semantic schemes, translated by a person into the plane of his own stable beliefs;
5) actions and actions performed under the dictates of certain circumstances;
6) spontaneous actions and actions provoked by an emotional state;
7) conscious or unconscious repetition of stereotypes of mass and group behavior;
8) actions and deeds as a transformation of the influence of other subjects using various forms of coercion and persuasion.
Labor behavior can be differentiated according to the following criteria:
1) according to the subject-target orientation, that is, according to what it is aimed at;
2) in terms of the depth of the spatio-temporal perspective of achieving a certain goal;
3) according to the context of labor behavior, that is, according to a complex of relatively stable factors of the production environment, subjects and communication systems, in interaction with which the whole variety of actions and actions unfolds;
4) on methods and means of achieving specific results, depending on the subject-target orientation of labor behavior and its socio-cultural patterns;
5) in terms of depth and type of rationalization, justification for specific tactics and strategies of labor behavior, etc.
Business conditions have a certain impact on the labor behavior of various categories of workers. Denationalization and ongoing privatization processes based on a variety of forms of ownership, firstly, encourage intensive work and corresponding work behavior. However, enterprising labor behavior is still not provided with adequate social guarantees, so its activity is not as high as we would like. Secondly, the diversity of forms of ownership creates a potential opportunity for the development of competition, and therefore consistently leads to a qualitative change in the labor behavior of both managers and owners, and contractors and employees.
The mechanism for regulating labor behavior consists of many components. Read more about each of them. Needs - the need for something necessary to maintain the life of an organism, a human person, a social group, or society as a whole. Interests are the real reasons for actions that are formed among social groups and individuals in connection with their differences in position and role in public life. A labor situation is a set of conditions in which the labor process takes place. Motives are a conscious attitude (subjective) to one’s actions (internal motivation). Value orientations are social values shared by an individual, which act as goals of life and the main means of achieving these goals and, because of this, acquire the function of the most important regulators of a person’s work behavior. Attitude is a person’s general orientation towards a certain social object, preceding action and expressing a predisposition to act in one way or another in relation to a given social object. Incentives are influences external to a person that should motivate him to a certain work behavior.

64. Types of labor behavior

Classifications of types of labor behavior are diverse:
1) depending on the subjects of labor behavior, individual and collective labor behavior are distinguished;
2) depending on the presence (or absence) of interaction, the following types of labor behavior are distinguished: those that involve interaction and those that do not involve interaction;
3) depending on production function performed by an employee are distinguished: executive and managerial labor behavior;
4) the degree of determinism predetermines strictly determined and proactive labor behavior;
5) depending on the degree of compliance with accepted standards, labor behavior can be normative and deviate from norms;
6) depending on the degree of formalization, the rules of labor conduct are either established in official documents or are arbitrary (unestablished);
7) the nature of motivation presupposes value-based and situational labor behavior;
8) production results and consequences of work activity form either positive or negative labor behavior;
9) the scope of human behavior is formed by the following types of labor behavior: the labor process itself, building relationships at work, creating a work atmosphere;
10) depending on the degree of traditional behavior, they distinguish: established types of behavior, emerging types, including in the form of a reaction to various socio-economic actions;
11) depending on the degree of implementation labor potential labor behavior may be sufficient or require significant mobilization of various components of labor potential, etc.
The main forms of labor behavior are:
1) functional behavior is a specific form of implementation of professional activity, determined by workplace technology, product manufacturing technology;
2) economic behavior, this is behavior focused on results and its relationship with the quantity and quality of human resources expended. To optimize costs and labor results. In the absence of compensation for labor, there will be no interest in such work activity, and work activity in general;
3) organizational and administrative behavior. Its essence lies in the formation of positive work motivation of members of the labor organization. For this purpose, moral, material and social incentives for work are used;
4) stratification behavior is behavior associated with a professional, work career, when an employee consciously chooses and implements the path of his professional and job advancement over a relatively long period of time;
5) adaptive behavior is realized in the process of the employee’s adaptation to new professional statuses, roles, and the requirements of the technological environment. This includes: conformist behavior - an individual’s adaptation to the attitudes of other persons (especially superiors); and conventional – as a form of adaptation of an individual to an established or constantly changing behavioral structure;
6) ceremonial and subordinate forms of labor behavior ensure the preservation, reproduction and transmission of significant values, professional traditions, customs and patterns of behavior, support the sustainability and integration of employees with the organization as a whole;
7) characterological forms of labor behavior, these are emotions and moods that are realized in a person’s labor behavior;
8) destructive forms of behavior are an employee’s going beyond the limits of status-role regulations, norms and disciplinary frameworks of the labor process.

65. Social control in the world of work

Social control– this is an activity aimed at maintaining the normal behavior of an individual, group or society by various means of social influence. At the same time, it is important to ensure that labor behavior complies with generally accepted social norms. The main functions of social control in the labor sphere are:
1) stabilization and development of production;
2) economic rationality and responsibility;
3) moral and legal regulation;
4) physical protection of a person;
5) moral and psychological protection of the employee, etc.
The structure of social control is characterized by the following processes: observation of behavior, assessment of behavior from the point of view of social norms and reaction to behavior in the form of sanctions. These processes indicate the presence of social control functions in labor organizations.
Depending on the nature of the sanctions or rewards used, social control is of two types: economic (rewards, penalties) and moral (contempt, respect).
Depending on the controlled subject, various types of social control can be distinguished: external, mutual and self-control. External control is characterized by the fact that its subject is not included in the directly controlled system of relations and activities, but is located outside this system. Most often this is administrative control, which has its own motivation, reflecting the peculiarities of the administration’s attitude to issues of discipline in the world of work. Mutual control arises in a situation where the bearers of social control functions are the subjects of organizational and labor relations themselves, who have the same status. Thus, administrative control is supplemented or replaced. There are various forms of mutual control - collegial, group, public.
Self-control is a specific way of behavior of a subject, in which he independently supervises his own actions and behaves in accordance with socially accepted norms. The main advantage of self-control is the limitation of the need for special control activities on the part of the administration.
Depending on the nature of the implementation of social control, the following types are distinguished.
1. Continuous and selective. Continuous social control is of an ongoing nature; the entire process of organizational-labor relations, all the individuals making up the labor organization, are subject to observation and evaluation. With selective control, its functions are relatively limited; they apply only to the most important, predetermined aspects of the labor process.
2. Substantive and formal. Content control reflects the depth, seriousness, and effectiveness of control. It is not the substantive quality of organizational-labor relations that is subject to formal control, but external signs (stay at the workplace), then it is important to determine the degree of imitation labor actions.
3. Open and hidden. The choice of an open or hidden form of social control is determined by the state of awareness, awareness of the social control functions of the control object. Covert control is carried out using technical means or through intermediaries.
An important aspect of social control is the certainty of requirements and sanctions, which prevents uncertainty and surprise in social control, promotes its open nature, and increases social comfort in the labor process. The use of sanctions and rewards, counteracting undesirable behavioral acts, helps to create awareness among workers of the need to comply with certain norms and regulations.

66. Theories of motivation

The theory of human relations gave impetus to the development of problems of motivation of work behavior. A. Maslow divided the needs of the individual into basic and derivative (or meta-needs). Basic needs are arranged in ascending order from “lower” material to “higher” spiritual:
1) physiological (in food, in breathing, in clothing, in housing, in rest);
2) existential (in the security of one’s existence, in job security, etc.);
3) social (in affection, belonging to a team, etc.);
4) needs for self-esteem and prestige (career growth, status);
5) personal or spiritual (in self-actualization, self-expression).
The main thing in Maslow's theory is that the needs of each new level become relevant only after the previous ones are satisfied.
D. McKelland also identified three types of needs. The needs of participation manifest themselves, in his opinion, in the form of a desire for friendly relations with others. The needs of power consist in a person’s desire to control the resources and processes occurring in his environment. Achievement needs are manifested in a person’s desire to achieve his goals more effectively than he did before. But McKelland does not arrange the groups he identifies in a hierarchical sequence.
In the two-factor theory of motivation F. Herzberg The content of work and working conditions are identified as independent factors of work activity. According to Herzberg, only internal factors (the content of work) act as motivators of labor behavior, that is, they are capable of increasing job satisfaction. External factors, that is, earnings, interpersonal relationships in the group, enterprise policy, are called hygiene (or working conditions), and cannot increase job satisfaction. He believed that it was not worth wasting time and money on using motivators until the hygiene needs of workers were satisfied.
The theories of “X” and “Y” management styles have become widely known. D. McGregor. Theory X assumes that:
1) average person lazy and tend to avoid work;
2) employees are not very ambitious, are afraid of responsibility, do not want to take initiative and want to be led;
3) to achieve goals, the employer needs to force employees to work under the threat of sanctions, not forgetting about remuneration;
4) strict guidance and control are the main management methods;
5) the desire for safety dominates the behavior of employees.
The conclusions of theory “X” are based on the fact that the leader’s activities should be dominated by negative motivation of subordinates, based on the fear of punishment, that is, an authoritarian management style should prevail.
Theory "U" includes the following basic considerations:
1) reluctance to work is not an innate quality of an employee, but a consequence of poor working conditions at the enterprise;
2) with successful past experience, employees tend to take responsibility;
3) the best means of achieving goals - reward and personal development;
4) in the presence of appropriate conditions, employees assimilate the goals of the organization and develop such qualities as self-discipline and self-control;
5) the labor potential of workers is higher than is commonly believed and is partially used, so it is necessary to create conditions for its implementation.
The conclusion of Theory “U” is the need to provide employees with greater freedom to exercise independence, initiative, creativity, and create favorable conditions for this. The optimal management style in this case will be a democratic one.

67. Needs and interests in the context of work behavior

Need - this is the need for something necessary to maintain life and personal development. In general terms, needs can be defined as a person’s concern for providing the necessary means and conditions for his own existence. A person’s needs are his internal motivator for activity in various fields of activity.
It is necessary to take into account the completeness of human needs, priorities and levels of satisfaction of needs, individual characteristics of a person, which give rise to a variety of needs, as well as the dynamics of the development of needs, determined by many external and internal factors of human life.
Types of needs are determined by their motivational and labor nature:
1) the need for self-expression, through creativity in work, through the realization of individual abilities;
2) the need for self-esteem (in relation to the results of one’s work activity);
3) the need for self-affirmation, reflecting the realization of the employee’s labor potential for the benefit of the enterprise;
4) the need to recognize one’s own importance as an employee, to recognize the weight of one’s personal labor contribution to the common cause;
5) the need to realize a social role, determined by the social status occupied and its growth;
6) the need for activity is mainly associated with a person’s life position and concern for one’s own well-being;
7) the need for self-reproduction as a worker and as a successor of the family is determined by the need to ensure the well-being of oneself and one’s family, self-development in free time from work;
8) the need for stability, both in terms of job stability and in terms of the stability of the conditions necessary to achieve set goals;
9) the need for self-preservation is realized in taking care of one’s health, in normal working conditions;
10) the need for social interactions is realized in collective work.
There are social and personal (individual) needs.
Social needs is a combination of production and life needs. Production needs are associated with providing the production process with all its necessary elements. Life needs, in turn, include the common living needs of people (education, health care, culture, etc.) and the personal needs of people. Improving the productive forces also presupposes the development of the person himself as a worker and as a person, which, in turn, gives rise to more and more new personal needs.
Needs only become an internal motivator for work activity when they are recognized by the employee himself. In this form, needs take the form of interest. Therefore, interest is a concrete expression of conscious human needs.
Any need can be specified in a variety of interests. For example, the need to satisfy the feeling of hunger is specified in various types of food products, which can all satisfy this need. Therefore, needs tell us what a person needs, and interests tell us how to satisfy this need, what needs to be done for this.
The types of interests are as diverse as the needs that give rise to them. Interests can be personal, collective and public; they all constantly intersect and give rise to a variety of social and labor relations. Interests can be material (economic) and intangible (to communication, cooperation, culture, knowledge).
Interest is also a social relationship, as it develops between individuals regarding the subject of need.

Labor behavior: concept, structure.

The leading categories of the sociology of labor include social behavior and its modifications - labor, economic, organizational, functional, communication, production, demographic, normative.

They reflect the properties of the main subjects of social life: individuals, groups, and collectives. Social behavior is a derived component of the social environment, which is refracted in the subjective characteristics and acts of actors, as well as the result of the subjective determination of human activity.

In this sense, social behavior can be understood as a process of purposeful activity in accordance with the significant interests and needs of a person. On the one hand, it is a complex system of adaptation of the individual to various conditions, a way of functioning in the system of a particular society. On the other hand, it is an active form of transformation and change in the social environment in accordance with the objective possibilities that a person independently designs and discovers for himself, in accordance with his own ideas, values, and ideals. A type of social behavior is work activity and work behavior. It is necessary to distinguish between these concepts.

Labor activity- this is a strictly fixed in time and space expedient series of operations and functions performed by people united in a production organization. Labor activity provides solutions to the following tasks:

creation of material goods as means of life support;

provision of services for various purposes;

development of scientific ideas, values and their applied analogues;

accumulation, conservation, transmission of information and its media, etc.

Labor activity - regardless of the method, means and results - is characterized by a number of general properties:

A functional and technological set of labor operations, a functional program prescribed for workplaces.

A set of relevant qualities of labor subjects, recorded in professional, qualification and job characteristics.

Material and technical conditions and space-time framework for implementation.

A certain way of organizational, technological and economic connection of labor subjects with the means and conditions for their implementation.

A normative-algorithmic method of organization, through which a behavioral matrix of individuals included in the production process (by the organizational and managerial structure) is formed.

Labor behavior- these are individual and group actions that show the direction and intensity of the implementation of the human factor in a production organization.

This is a consciously regulated set of actions and behavior of an employee associated with the coincidence of professional capabilities and interests with the activities of the production organization and the production process. This is a process of self-tuning, self-regulation, providing a certain level of personal identification.

The structure of labor behavior can be represented as follows:

cyclically repeating actions, of the same type in result, reproducing standard status-role situations or states;

marginal actions and behaviors that are formed in phases of transition from one status to another;

behavioral patterns and stereotypes, frequently occurring patterns of behavior;

actions based on rationalized semantic schemes translated into stable beliefs;

actions carried out under the dictates of certain circumstances; spontaneous actions and actions provoked by an emotional state;

conscious or unconscious repetition of stereotypes of mass and group behavior;

actions and deeds as a transformation of the influence of other subjects using various forms of coercion and persuasion.

Labor behavior can be differentiated according to the following criteria:

according to the subject-target orientation, i.e. according to what it is aimed at;

in depth of the spatio-temporal perspective of achieving a certain goal;

according to the context of labor behavior, i.e. according to a complex of relatively stable factors of the production environment, subjects and communication systems, in interaction with which the whole variety of actions and actions unfolds;

on methods and means of achieving specific results, depending on the subject-target orientation of labor behavior and its socio-cultural patterns;

by depth and type of rationalization, justification for specific tactics and strategies of labor behavior, etc.

So, work behavior:

reflects the functional algorithm of the production process and is a behavioral analogue of labor activity;

is a form of employee adaptation to the requirements and conditions of the technological process and social environment;

acts as a dynamic manifestation of social standards, stereotypes and professional attitudes that are internalized by the individual in the process of socialization and specific life experience;

reflects the characterological traits of the employee’s personality;

There is a certain way and means of human influence on the surrounding industrial and social environment.

Types of labor behavior, regulation mechanism

In the specialized literature one can find various classifications of types of labor behavior. It depends on what is taken as its basis. Accordingly, different types of labor behavior can be proposed:

Basis of classification Types of labor behavior

Subjects of behavior Individual, collective

Presence (absence) of interaction Presuming interaction, not presuming interaction

Production function Executive, management

Degree of determinism Strictly determined, proactive

Degree of compliance with accepted standards Regulatory, deviating from standards

Degree of formalization Established in official documents, unspecified

Nature of motivation Value-based, situational

Operational results and consequences Positive, negative

Sphere of implementation of behavior The labor process itself, building relationships in production, creating a working atmosphere

Degree of traditional behavior Established types of behavior, emerging types, including in the form of a reaction to various socio-economic actions

Results and consequences from the point of view of human destinies Corresponding to the desired patterns of working life, not corresponding.

Degree of realization of labor potential Not requiring changes in the achieved degree of realization of labor potential, causing the need for significant mobilization of various components of labor potential (as a set of employee qualities).

The nature of the reproduction of labor potential Assuming simple reproduction of labor potential, requiring expanded reproduction of labor potential.

It is practically difficult to limit the types of labor behavior to this list. To identify the degree of implementation of traditional positive types of behavior, a sociological survey, as a rule, includes a block of questions reflecting production requirements for an employee and corresponding to the prevailing idea of a “good” or “bad” employee.

Labor behavior is formed under the influence of various factors: primarily the social and professional characteristics of workers, working conditions in the broad sense of the word (including working and living conditions in production, wages, etc.), a system of norms and values, and labor motivations. It is directed by the personal and group interests of people and serves to satisfy their needs.

Needs- the need for something necessary to maintain the life of an organism, a human person, a social group, or society as a whole.

Interests- real reasons for actions that arise among social groups and individuals in connection with their differences in position and role in public life.

Labor situation- a set of conditions in which the labor process takes place.

Motives- conscious attitude (subjective) to one’s actions (internal motivation).

Value orientations- social values shared by the individual, acting as the goals of life and the main means of achieving these goals and, because of this, acquiring the function of the most important regulators of the labor behavior of individuals.

Installation- a person’s general orientation towards a certain social object, preceding action and expressing a predisposition to act in a certain way regarding this object.

Incentives- influences external to a person that should motivate him to a certain work behavior.

1.3Relevance. According to a number of authors, one of the main factors determining the effective operation of an enterprise is its workforce. In many ways, the success of many companies depends on how people work. But this work must not only be paid, but also noted by management in order to form an opinion among the staff about the importance and significance of its achievements. Creating an effective system of motivation and stimulation of work is, without a doubt, one of the most basic tasks of personnel management in any organization.

However, it is important not only to stimulate each employee, but also to encourage in every possible way the high merits of the staff in the work of the company or production. The natural psychological need of every person to satisfy their needs (in this case, recognition of the significance, importance of a person for working in a company or production) should underlie the work of every company, the goal of which is effective and high-quality work. All employees want to feel like they are an important and valuable part of their organization. In other words, they want their leaders to value and recognize their contributions.

To work effectively in this direction, many companies and industries are developing programs to record the merits of personnel. However, many programs require improvement, and this can be facilitated by a detailed study of methods for recording the merits of personnel and existing programs to solve this problem.

Thus, the relevance of the work is determined by the need to improve programs for taking into account the merits of personnel to increase the efficiency of their work and the insufficient development of this problem.

Within the framework of this goal, the following are solved: tasks:

1. Consider the features of labor stimulation and its importance in the development of modern organizations.

2. Conduct an analysis of modern programs for recognizing personnel incentives for the purpose of managing production quality.

Research methods:

1. Conducting a survey in the organization.

2. Study of special documentation of the enterprise.

This work allows us to study the features of material incentives for employee labor and determine the significance of this procedure for efficient production. The study of practical materials of the enterprise, reflecting the work of the system of material incentives for employee labor, makes it possible to identify both shortcomings and positive aspects in the work of this system with a view to its application in other conditions.

The essence of the labor incentive process

Labor stimulation is, first of all, an external motivation, an element of the work situation that influences human behavior in the world of work, the material shell of personnel motivation. At the same time, it carries an intangible load that allows the employee to realize himself as a person and as an employee at the same time. Stimulation performs economic, social and moral functions.

The economic function is expressed in the fact that labor stimulation helps to increase production efficiency, which is expressed in increased labor productivity and product quality.

The moral function is determined by the fact that incentives to work form an active life position and a highly moral climate in society.

At the same time, it is important to ensure a correct and justified system of incentives, taking into account tradition and historical experience.

The social function is ensured by the formation of the social structure of society through different levels of income, which largely depends on the impact of incentives on different people. In addition, the formation of needs, and ultimately the development of personality, is predetermined by the formation and stimulation of labor in society.

When incentives pass through the psyche and consciousness of people and are transformed by them, they become internal incentives or motives for employee behavior. Motives are conscious incentives. Stimulus and motive do not always agree with each other, but there is no “Chinese wall” between them. These are two sides, two systems of influencing an employee, encouraging him to take certain actions. Therefore, the stimulating effect on personnel is aimed primarily at enhancing the functioning of the enterprise’s employees, and the motivating effect is aimed at enhancing the professional and personal development of employees. In practice, it is necessary to use mechanisms for combining motives and incentives for work. But it is important to distinguish between the stimulation and motivational mechanisms of behavior between workers and enterprise management, and to realize the importance of their interaction and mutual enrichment.

In the real labor market, the issue is much more complicated. Wages are determined by supply and demand, collective bargaining, legislation and much more.

Some firms claim that they pay wages that meet the standard of living and even adjust wages to the consumer price index. Other companies state that when determining the level wages are guided by the level that employees in similar companies have. Finally, there are companies that claim that the salaries in their companies meet the standards of payment accepted in society. There are companies whose representatives state that the main thing in remuneration is the effective differentiation of wages by professional and qualification groups.

Firms also address issues such as differences in wages across regions and between urban and rural areas.

Wages are cash payments regularly made by an employer to an employee for time worked, products produced, or other specific activities of the employee.

In the documents of the International Labor Organization (ILO), wages are defined, regardless of the name and method of calculation, as any remuneration or earnings, calculated in money and established by agreement or national legislation, which, by virtue of a written or oral contract of employment, an employer pays to a worker for work , which is either performed or to be performed, or for services that are either rendered or are to be rendered.

Thus, the term "wages" refers to the monetary remuneration paid by an organization to an employee for work performed or for a unit of time worked. But at the same time, it is necessary to remember that, firstly, the essence of wages is to be the main part of the workers’ means of subsistence fund; secondly, the salary of each employee depends not only on the quantity and quality of the labor expended by him, but also on the real labor contribution, the final results of the work of the work collective; thirdly, being the main part of the workers' means of subsistence, it is not only the main form of distribution according to labor, but also the most important material incentive, since in order to satisfy their material and spiritual needs, workers are objectively interested in receiving and increasing their wages, and therefore in improving the performance of your work and the team as a whole.

The principles of wage organization are objective, scientifically based provisions that reflect the operation of economic laws and are aimed at a more complete implementation of wage functions.

The most characteristic principles of wage organization:

Steady growth in nominal and real wages.

Correspondence of the measure of labor to the measure of its payment.

Material interest of workers in achieving high final results of labor.

Ensuring faster rates of growth in labor productivity compared to the rate of increase in wages.

Each principle reflects the operation of several economic laws. For example, the principle of correspondence of the measure of labor to the measure of its payment simultaneously reflects the operation of the laws of distribution according to labor and value.

Currently, such an example is the establishment of a specific level of minimum wage.

The mechanism for organizing wages is a complex of social, economic, technical, organizational and psychological measures designed to link the measure of labor with the measure of its payment.

All work on organizing wages can be divided into two stages: development and regulation.

At the development stage, an assessment of the quality of labor is carried out, the size of the tariff rate of the first category or the initial salary is established, the number of categories (job categories) is determined, inter-category coefficients are established, and the range of the gap between the extreme points of the tariff schedule or the salary scheme is outlined. The regulation stage pursues the goal of maintaining the planned proportions in wages, adjusting rates and salaries depending on changes in a number of economic, social and production conditions.

Each of these stages has its own “technology,” which includes both a legal framework and traditions, as well as a whole arsenal of technical means.

Structure of the system of material incentives for labor

The development of an incentive system is an integrated approach to improving the efficiency and quality of labor.

When using it in the management of social facilities, it becomes clear how well developed and effective the system is.

A system is a unity of interconnected and mutually influencing elements, capable of actively interacting with the environment, changing its structure, while maintaining integrity, and choosing one of the possible lines of behavior to achieve a common goal.

Labor stimulation is a way to control the behavior of social systems at various hierarchical levels, and is one of the methods of motivating the labor behavior of management objects.

For effective stimulation, three of its functions are considered: economic, social and psychological. Which most fully embrace progressive social relations, being an impact on the object of management. It involves the creation of an external situation that encourages an individual or a team to take actions that correspond to the goals at hand. At the same time, individuals themselves choose these actions, since they create all the necessary and sufficient conditions. An improvement in labor indicators entails an increase in the degree of satisfaction of any needs of the object, and a deterioration in indicators threatens a decrease in the completeness of their satisfaction.

There is no direct arbitrariness on the part of the subject of management here, since the object of management can independently choose a line of behavior. Any choice presupposes the presence of alternatives and their evaluation based on one’s own preferences. A clearly developed incentive process allows work teams to function effectively for a long period of time without the intervention of a management subject.

Stimulation as a method of management presupposes the need to take into account the interests of the individual, the work collective, and the degree of their satisfaction, since it is the needs that are the most important factor in the behavior of social systems. It should be noted that the set of needs of different individuals that make up any social system is not the same. This individual range of needs is determined by the process of personality formation and the influence of the environment.

Incentives can be tangible or intangible.

The first group includes monetary (wages, bonuses, etc.) and non-monetary (vouchers, free treatment, transportation costs, etc.). The second group of incentives includes: social (prestige of work, opportunity for professional and career growth), moral (respect from others, rewards) and creative (opportunity for self-improvement and self-realization).

There are certain requirements for organizing labor incentives. These are complexity, differentiation, flexibility and efficiency.

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

Differentiation means an individual approach to stimulating different layers and groups of workers. It is known that approaches to wealthy and low-income workers should be significantly different. Approaches to qualified and young workers should also be different.

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

It is very important to maintain balance in material motivation, and it is quite difficult for a manager to do this, especially at the initial stage of business development. If an employee works and works, creates considerable profit for the enterprise, and he is paid symbolically or like everyone else, then, of course, he will be dissatisfied. On the other hand, pay a lot, and a person may become detached from reality, begin to look down on others, believing that in fact he deserves even more.

The material incentive system includes wages, cash bonuses, and sometimes a system of employee participation in the profits of the enterprise is used as a material incentive tool.

Wages are the remuneration of workers for work and its final results. The enterprise is obliged to pay employees wages not lower than the minimum level established by the state.

Forms and systems of wages are ways of establishing the dependence of the amount of wages on the quantity and quality of labor expended using a set of quantitative and qualitative indicators that reflect the results of labor. Their main purpose is to ensure the correct relationship between the measure of labor and the measure of its payment, as well as increasing the interest of workers in effective work.

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1. Labor behavior

1.1 Determinants of work behavior

1. 2 Typology of labor behavior

1.3 Theoretical and methodological foundations of the system of material incentives for labor

1.4 The essence of the labor incentive process

1.5Structure of the system of material incentives for labor

Labor behavior represents individual or group actions that show the direction and intensity of the implementation of the human factor in a labor organization. Labor behavior is a consciously regulated set of actions and behaviors of an employee associated with the coincidence of professional capabilities and interests with the activities of the production organization and the production process. This is a process of self-tuning, self-regulation, ensuring a certain level of personal identification with the work environment and the workforce.

Labor behavior is also formed under the influence of such factors as the social and professional characteristics of workers, working conditions in a broad sense, systems of norms and values, and work motivations. Labor behavior is guided by the personal and group interests of people and serves to satisfy their needs.

The following can be identified as the fundamental principles of human labor behavior: motivation, perception, and the criterion basis of human labor behavior.

Labor behavior is based on motives and internal aspirations that determine the direction of a person’s labor behavior and its forms. The same behavior can have different motivational basis. Motivation is the key to understanding human behavior and the possibilities of influencing it.

Perception is the process of organizing and interpreting ideas about the world around us. Perception is a semi-conscious activity of receiving and processing information, not all information, but only significant information. It influences people’s behavior not directly, but refracted through values, beliefs, principles, and level of aspirations.

The criterion basis of a person’s labor behavior includes those stable characteristics of his personality that determine a person’s choice and decision-making regarding his behavior. In the same situations, different people can make completely different, often inexplicable and irrational decisions.

1) labor behavior reflects the functional algorithm of the production process, and is a behavioral analogue of labor activity;

2) labor behavior is a form of adaptation of the employee to the requirements and conditions of the technological process and social environment;

3) labor behavior is a dynamic manifestation of social standards, stereotypes and professional attitudes that are internalized by the individual in the process of socialization and specific life experience;

4) labor behavior reflects the characterological traits of the employee’s personality;

5) labor behavior - there is a certain way and means of a person’s influence on the surrounding production and social environment.

63. Structure of labor behavior

The structure of labor behavior can be represented as follows:

1) cyclically repeating actions, of the same type in result, reproducing standard status-role situations or states, they are mainly determined by the technology of work (a functional set of operations and functions);

2) marginal actions and behaviors that are formed in phases of transition from one status to another (for example, during career growth or changing jobs);

3) behavioral patterns and stereotypes, frequently occurring patterns of behavior;

4) actions that are based on rationalized semantic schemes, translated by a person into the plane of his own stable beliefs;

5) actions and actions performed under the dictates of certain circumstances;

6) spontaneous actions and actions provoked by an emotional state;

7) conscious or unconscious repetition of stereotypes of mass and group behavior;

8) actions and deeds as a transformation of the influence of other subjects using various forms of coercion and persuasion.

Labor behavior can be differentiated according to the following criteria:

1) according to the subject-target orientation, that is, according to what it is aimed at;

2) in terms of the depth of the spatio-temporal perspective of achieving a certain goal;

3) according to the context of labor behavior, that is, according to a complex of relatively stable factors of the production environment, subjects and communication systems, in interaction with which the whole variety of actions and actions unfolds;

4) on methods and means of achieving specific results, depending on the subject-target orientation of labor behavior and its socio-cultural patterns;

5) in terms of depth and type of rationalization, justification for specific tactics and strategies of labor behavior, etc.

Business conditions have a certain impact on the labor behavior of various categories of workers. Denationalization and ongoing privatization processes based on a variety of forms of ownership, firstly, encourage intensive work and corresponding work behavior. However, enterprising labor behavior is still not provided with adequate social guarantees, so its activity is not as high as we would like. Secondly, the diversity of forms of ownership creates a potential opportunity for the development of competition, and therefore consistently leads to a qualitative change in the labor behavior of both managers and owners, and contractors and employees.

The mechanism for regulating labor behavior consists of many components. Read more about each of them. Needs - the need for something necessary to maintain the life of an organism, a human person, a social group, or society as a whole. Interests are the real reasons for actions that are formed among social groups and individuals in connection with their differences in position and role in public life. A labor situation is a set of conditions in which the labor process takes place. Motives are a conscious attitude (subjective) to one’s actions (internal motivation). Value orientations are social values shared by an individual, which act as goals of life and the main means of achieving these goals and, because of this, acquire the function of the most important regulators of a person’s work behavior. Attitude is a person’s general orientation towards a certain social object, preceding action and expressing a predisposition to act in one way or another in relation to a given social object. Incentives are influences external to a person that should motivate him to a certain work behavior.

64. Types of labor behavior

Classifications of types of labor behavior are diverse:

1) depending on the subjects of labor behavior, individual and collective labor behavior are distinguished;

2) depending on the presence (or absence) of interaction, the following types of labor behavior are distinguished: those that involve interaction and those that do not involve interaction;

3) depending on the production function performed by the employee, the following are distinguished: executive and managerial labor behavior;

4) the degree of determinism predetermines strictly determined and proactive labor behavior;

5) depending on the degree of compliance with accepted standards, labor behavior can be normative and deviate from norms;

6) depending on the degree of formalization, the rules of labor conduct are either established in official documents or are arbitrary (unestablished);

7) the nature of motivation presupposes value-based and situational labor behavior;

8) production results and consequences of work activity form either positive or negative labor behavior;

9) the scope of human behavior is formed by the following types of labor behavior: the labor process itself, building relationships at work, creating a work atmosphere;

10) depending on the degree of traditional behavior, they distinguish: established types of behavior, emerging types, including in the form of a reaction to various socio-economic actions;

11) depending on the degree of realization of labor potential, labor behavior may be sufficient or require significant mobilization of various components of labor potential, etc.

The main forms of labor behavior are:

1) functional behavior is a specific form of implementation of professional activity, determined by workplace technology, product manufacturing technology;

2) economic behavior, this is behavior focused on results and its relationship with the quantity and quality of human resources expended. To optimize costs and labor results. In the absence of compensation for labor, there will be no interest in such work activity, and work activity in general;

3) organizational and administrative behavior. Its essence lies in the formation of positive work motivation of members of the labor organization. For this purpose, moral, material and social incentives for work are used;

4) stratification behavior is behavior associated with a professional, work career, when an employee consciously chooses and implements the path of his professional and job advancement over a relatively long period of time;

5) adaptive behavior is realized in the process of the employee’s adaptation to new professional statuses, roles, and the requirements of the technological environment. This includes: conformist behavior - an individual’s adaptation to the attitudes of other persons (especially superiors); and conventional – as a form of adaptation of an individual to an established or constantly changing behavioral structure;

6) ceremonial and subordinate forms of labor behavior ensure the preservation, reproduction and transmission of significant values, professional traditions, customs and patterns of behavior, support the sustainability and integration of employees with the organization as a whole;

7) characterological forms of labor behavior, these are emotions and moods that are realized in a person’s labor behavior;

8) destructive forms of behavior are an employee’s going beyond the limits of status-role regulations, norms and disciplinary frameworks of the labor process.

65. Social control in the world of work

1) stabilization and development of production;

2) economic rationality and responsibility;

3) moral and legal regulation;

4) physical protection of a person;

5) moral and psychological protection of the employee, etc.

The structure of social control is characterized by the following processes: observation of behavior, assessment of behavior from the point of view of social norms and reaction to behavior in the form of sanctions. These processes indicate the presence of social control functions in labor organizations.

Depending on the nature of the sanctions or rewards used, social control is of two types: economic (rewards, penalties) and moral (contempt, respect).

Depending on the controlled subject, various types of social control can be distinguished: external, mutual and self-control. External control is characterized by the fact that its subject is not included in the directly controlled system of relations and activities, but is located outside this system. Most often this is administrative control, which has its own motivation, reflecting the peculiarities of the administration’s attitude to issues of discipline in the world of work. Mutual control arises in a situation where the bearers of social control functions are the subjects of organizational and labor relations themselves, who have the same status. Thus, administrative control is supplemented or replaced. There are various forms of mutual control - collegial, group, public.

Self-control is a specific way of behavior of a subject, in which he independently supervises his own actions and behaves in accordance with socially accepted norms. The main advantage of self-control is the limitation of the need for special control activities on the part of the administration.

Depending on the nature of the implementation of social control, the following types are distinguished.

1. Continuous and selective. Continuous social control is of an ongoing nature; the entire process of organizational-labor relations, all the individuals making up the labor organization, are subject to observation and evaluation. With selective control, its functions are relatively limited; they apply only to the most important, predetermined aspects of the labor process.

3. Open and hidden. The choice of an open or hidden form of social control is determined by the state of awareness, awareness of the social control functions of the control object. Covert control is carried out using technical means or through intermediaries.

An important aspect of social control is the certainty of requirements and sanctions, which prevents uncertainty and surprise in social control, promotes its open nature, and increases social comfort in the labor process. The use of sanctions and rewards, counteracting undesirable behavioral acts, helps to create awareness among workers of the need to comply with certain norms and regulations.

66. Theories of motivation

1) physiological (in food, in breathing, in clothing, in housing, in rest);

2) existential (in the security of one’s existence, in job security, etc.);

3) social (in affection, belonging to a team, etc.);

4) needs for self-esteem and prestige (career growth, status);

5) personal or spiritual (in self-actualization, self-expression).

The main thing in Maslow's theory is that the needs of each new level become relevant only after the previous ones are satisfied.

D. McKelland also identified three types of needs. The needs of participation manifest themselves, in his opinion, in the form of a desire for friendly relations with others. The needs of power consist in a person’s desire to control the resources and processes occurring in his environment. Achievement needs are manifested in a person’s desire to achieve his goals more effectively than he did before. But McKelland does not arrange the groups he identifies in a hierarchical sequence.

In the two-factor theory of motivation F. Herzberg The content of work and working conditions are identified as independent factors of work activity. According to Herzberg, only internal factors (the content of work) act as motivators of labor behavior, that is, they are capable of increasing job satisfaction. External factors, that is, earnings, interpersonal relationships in the group, enterprise policy, are called hygiene (or working conditions), and cannot increase job satisfaction. He believed that it was not worth wasting time and money on using motivators until the hygiene needs of workers were satisfied.

The theories of “X” and “Y” management styles have become widely known. D. McGregor. Theory X assumes that:

1) the average person is lazy and tends to avoid work;

2) employees are not very ambitious, are afraid of responsibility, do not want to take initiative and want to be led;

3) to achieve goals, the employer needs to force employees to work under the threat of sanctions, not forgetting about remuneration;

4) strict guidance and control are the main management methods;

5) the desire for safety dominates the behavior of employees.

The conclusions of theory “X” are based on the fact that the leader’s activities should be dominated by negative motivation of subordinates, based on the fear of punishment, that is, an authoritarian management style should prevail.

Theory "U" includes the following basic considerations:

1) reluctance to work is not an innate quality of an employee, but a consequence of poor working conditions at the enterprise;

2) with successful past experience, employees tend to take responsibility;

3) the best means of achieving goals are rewards and personal development;

4) in the presence of appropriate conditions, employees assimilate the goals of the organization and develop such qualities as self-discipline and self-control;

5) the labor potential of workers is higher than is commonly believed and is partially used, so it is necessary to create conditions for its implementation.

The conclusion of Theory “U” is the need to provide employees with greater freedom to exercise independence, initiative, creativity, and create favorable conditions for this. The optimal management style in this case will be a democratic one.

67. Needs and interests in the context of work behavior

It is necessary to take into account the completeness of human needs, priorities and levels of satisfaction of needs, individual characteristics of a person, which give rise to a variety of needs, as well as the dynamics of the development of needs, determined by many external and internal factors of human life.

Types of needs are determined by their motivational and labor nature:

1) the need for self-expression, through creativity in work, through the realization of individual abilities;

2) the need for self-esteem (in relation to the results of one’s work activity);

3) the need for self-affirmation, reflecting the realization of the employee’s labor potential for the benefit of the enterprise;

4) the need to recognize one’s own importance as an employee, to recognize the weight of one’s personal labor contribution to the common cause;

5) the need to realize a social role, determined by the social status occupied and its growth;

6) the need for activity is mainly associated with a person’s life position and concern for one’s own well-being;

7) the need for self-reproduction as a worker and as a successor of the family is determined by the need to ensure the well-being of oneself and one’s family, self-development in free time from work;

8) the need for stability, both in terms of job stability and in terms of the stability of the conditions necessary to achieve set goals;

9) the need for self-preservation is realized in taking care of one’s health, in normal working conditions;

10) the need for social interactions is realized in collective work.

There are social and personal (individual) needs.

Social needs is a combination of production and life needs. Production needs are associated with providing the production process with all its necessary elements. Life needs, in turn, include the common living needs of people (education, health care, culture, etc.) and the personal needs of people. Improving the productive forces also presupposes the development of the person himself as a worker and as a person, which, in turn, gives rise to more and more new personal needs.

Needs only become an internal motivator for work activity when they are recognized by the employee himself. In this form, needs take the form of interest. Therefore, interest is a concrete expression of conscious human needs.

Any need can be specified in a variety of interests. For example, the need to satisfy the feeling of hunger is specified in various types of food products, which can all satisfy this need. Therefore, needs tell us what a person needs, and interests tell us how to satisfy this need, what needs to be done for this.

The types of interests are as diverse as the needs that give rise to them. Interests can be personal, collective and public; they all constantly intersect and give rise to a variety of social and labor relations. Interests can be material (economic) and intangible (to communication, cooperation, culture, knowledge).

Interest is also a social relationship, as it develops between individuals regarding the subject of need.

68. Values and value orientations

Needs underlie the formation of values and value orientations. Value– this is the significance, the importance of something for a person, a social group, or society as a whole. Value is the significance of objects in the surrounding world for a person, group, society, determined not by the properties of these objects themselves, but by the involvement of objects in the sphere of human (work) life, interests and needs, and social relations.

There are values: material, social, spiritual, cultural, political. Fundamental human values are: health, motherhood, wealth, power, status, respect, justice, etc. Values may correspond to the content of needs and interests, but they may not correspond. Possible coincidences, unity of needs, interests and values or their contradictions are associated with the fact that human consciousness has relative independence. The specific activity of consciousness, its independence lead to the fact that values are not a copy of needs and interests, but ideal performances, which do not always correspond to them.

For different social groups of workers, differing in the conditions and content of work, profession, qualifications and other social characteristics, the same objects and phenomena may have different significance. Thus, for some, the main guideline for behavior in the world of work is material well-being, for others the content of work, its creative intensity is more important, for others it is the opportunity to communicate, etc.

Among the values, a distinction is made between goal values (terminal) and means values (instrumental). Terminal values reflect the strategic goals of human existence (health, interesting work, love, material well-being, etc.). Instrumental values are means to achieve goals. These can be various personal qualities that contribute to the realization of goals, personal beliefs.

Value orientations- this is a person’s selective attitude to values, a guideline for human behavior. For some, the most important value orientation is the creative nature of work, and for the sake of this, for some time he does not think about earnings or working conditions; if there is material well-being, then he can neglect other values for the sake of earning money. The orientation of an individual toward certain values characterizes his value orientations that determine labor behavior. Based on value orientations, the issue of choosing a profession, changing a place of work, place of residence, etc. is decided.

In accordance with public and individual values, the employee evaluates the surrounding reality, evaluates his own and others’ actions and actions. Values enrich the motivation of work, since in the process of work a person determines his behavior not only by needs and interests, but also by the system of values accepted in society and the work collective. Value motivation contributes to the formation of new values. The labor behavior of an employee is determined not only by the value system of society and the work collective, but also by social nomes, that is, spontaneously formed or consciously established rules of behavior. Social norms regulate specific actions, actions and interpret them.

69. Structure of motives for labor behavior

The word "motive" comes from the Latin motivatio, which means "movement." A motive is an occasion, a reason, an objective need to do something, an incentive to take some action. A motive is a justification for the need for a specific action; motives constitute a complex of subjective factors motivating behavior. Motive is a subjective, internal phenomenon.

Motives in the world of work perform the following functions:

1) orienting, guiding the employee’s behavior when choosing alternative options for labor behavior;

2) meaning-forming, that is, forming the subjective significance of a particular labor behavior of an employee;

3) mediating, showing the degree of influence of internal and external motivating forces on the employee’s work behavior;

4) mobilizing, manifested in the fact that in order to implement goals and activities that are significant for the employee, he mobilizes his own strengths and capabilities;

5) justificatory, reflecting the employee’s attitude to a certain social and moral norm of behavior, the standard of labor behavior.

Motives are diverse, they are flexible, as they depend on the individual subjective characteristics of a person. All motives are combined into two large groups: motives-judgments and motives-motives. Motives-judgments explain their behavior to themselves and others. Motives-motives really encourage active work; they are internal, true motives.

In general, the variety of motives can be represented by the following types:

1) the herd motive, based on the need to be in a team;

2) the motive of self-affirmation (typical mainly for highly qualified and educated workers);

3) the motive of independence, consists of the desire to be a master, a leader, and is formed as a result of the desire for risk, for new types of activity;

4) the motive for stability consists of a preference for the reliability of work and life;

5) the motive for acquiring new things (knowledge, things, etc.);

6) the motive of justice (in distribution, in promotion);

7) the motive of competition, to one degree or another, is inherent in every person, etc.

A person’s work activity is motivated simultaneously by several motives, the totality of which is called the motivational core. The motives included in the motivational core are characterized by such a parameter as the strength of the motive, which represents the likelihood of achieving the employee’s goals. The strength of the motive is also determined by the degree of relevance of the need that gives rise to the motive.

The structure of the motivational core depends both on the subjective characteristics of the employee and on factors in the work environment, on specific work situations, and on the employee’s satisfaction with various elements of the work situation.

N. M. Volovskaya notes that an employee’s labor behavior is characterized by a motivational core, which includes three main groups of motives: security motives, recognition motives and prestige motives. Provision motives are associated with the assessment of the totality of material resources necessary to ensure the well-being of the employee and his family members (orientation towards earnings). The motives for recognition are the desire to realize one’s potential in work. Motives of prestige are expressed in the desire to realize one’s social role and take part in socially significant activities.

The way to form a motive in an employee is to create for him such circumstances or conditions under which it becomes possible to satisfy his current needs through work activity. Therefore, studying the structure of motives allows us to develop the most effective system external motivators (incentives) for active mining activities of workers.

70. The concept of “attitude to work”

The results of a person’s labor activity depend not only on the level of development of his professional qualities, physical capabilities of a person and the degree of provision of the workplace with means of production, but also on how a person relates to his work.

Attitudes towards work can be positive, negative and indifferent. It has a great impact on the development of production and the system of industrial relations. The essence of a person’s attitude to work is the realization of the employee’s labor potential under the influence of perceived needs and formed interest.

Attitude to work characterizes a person’s desire to maximize his physical and intellectual strength, to use his knowledge, experience, and ability to achieve certain quantitative and qualitative results.

Attitude to work is a complex social phenomenon that develops as a result of the interaction of the following elements: motives and orientations of labor behavior (constituting the motivational core of the employee); real or actual work behavior and the employee’s assessment of the work situation (verbal behavior).

Labor behavior a worker is characterized by his social activity, which is a measure of the social transformative activity of workers, based on the internal necessity of actions, the goals of which are determined by social needs. Social activity is realized in social activity and corresponds to three forms of its manifestation: labor, socio-political and cognitive-creative.

Labor activity is a mirror reflecting a person’s attitude to work. Labor activity is the main, defining type of social activity. It is expressed in the involvement of the employee in social production and the constant increase in labor productivity, the degree to which he realizes his physical and mental capabilities when performing a specific type of work activity, in discipline and initiative.

Socio-political activity is expressed in the expansion of human participation in socio-political activities and in the management of enterprise affairs. This is participation in the work of public organizations in discussing various issues, voting, etc.

Cognitive and creative activity is manifested in increasing the educational and qualification level of the employee, in the formation of a personality with an active life position.

When studying the mechanism of formation and management of a person’s attitude towards work, it is necessary to take into account the factors that shape the attitude towards work. These factors have multidirectional effects; they stimulate or inhibit an increase in labor effort, the use by employees of their knowledge and experience, mental and intellectual abilities.

Satisfaction with the result of work- this is the degree to which a job well done and the result obtained lead to satisfaction for the employee and are accompanied by positive emotions. The obtained high work results are a source of internal motivation and lead the employee to job satisfaction. Therefore, motivation is decisive in the formation of attitudes towards work and shapes certain work behavior. Satisfaction with the result indicates that the employee influences the content of work, that is, makes the necessary changes to obtain the desired result. The employee perceives the results obtained and recognizes them as his success, receiving internal satisfaction and increasing self-esteem, which contributes to the development of self-esteem and self-confidence of the employee.

71. Typology of attitude towards work

The typology of attitude towards work is determined by the factors that shape it. All factors in the formation of attitudes towards work can be divided into: objective and subjective. Objective factors, conditions and circumstances form the prerequisites for his activity, independent of the subject of labor (hired employee), related to the characteristics of the production and non-production environment. Subjective factors are associated with the reflection of external conditions in the consciousness and psyche of the employee, with his individual abilities.

Objective characteristics of work are external in relation to the employee, but, nevertheless, influence the employee and are evaluated by him. As a result, a person develops a certain internal position in relation to work as a type of activity. Since objective factors are external to a person, they are incentives for work activity. On the contrary, subjective factors are motives, internal driving forces of a particular person.

Objective factors can be general and specific. General factors include socio-economic and other social conditions of work. Therefore, general factors include hard work, as the activity of internal motivations that manifest themselves with a conscious combination of personal and public interests. Specific factors are the circumstances and conditions of a specific work activity: the content of work, its production conditions, organization and payment, the socio-psychological climate of the team, the system of family and school education, the media and propaganda, independence of activity and the degree of participation in management.

Subjective factors have a great influence on the formation of a person’s attitude towards work: previous experience, general and professional culture, psychological, demographic and socially determined characteristics of a person (gender, age, education, work experience, abilities, inclinations, degree of awareness of the significance of one’s work activity). External social influences, refracted through a person’s inner world (life ideals, motives for work, psychological attitude, etc.), become an influential force that allows us to understand why in the same work organization, in the same areas of work, people have different attitudes to work. Some work proactively, with full dedication of their strength and abilities, while others work lazily, allow losses of working time, do not comply with production requirements, and violate labor discipline.

All factors (objective and subjective) are interconnected and are closely interconnected and interdependent. Sociological science has developed a typology of workers depending on their attitude to work. There are usually four types of workers:

1) supernormative type - these are exclusively active and conscientious workers, fulfilling and exceeding production tasks, proactive, participating in the management of their labor organization;

2) normative type - these are fairly conscientious workers focused on fulfilling the requirements and standards;

3) subnormative type - these are insufficiently conscientious workers who try to cheat, say words, but so that others do not notice anything; these are workers who are characterized by pseudo-activity in their work behavior;

4) non-normative type - this group consists of unscrupulous workers.

This typology is quite arbitrary, but the study and analysis of groups of workers who differ in their attitude to work allows us to overcome their apathy and indifference to work, and develop interest and a creative approach to work.

72. Social essence of job satisfaction

Job satisfaction– this is a state of balance between the requirements made by the employee for the content, nature and conditions of work, and a subjective assessment of the possibilities of realizing these requirements. Job satisfaction is the evaluative attitude of a person or group of people to their own work activity, its various aspects, the most important indicator of a worker’s adaptation at a given enterprise, in a given labor organization. In the sociology of labor, a distinction is made between general and partial job satisfaction. Overall job satisfaction characterizes satisfaction with work as a whole, and partial satisfaction with its various aspects and elements of the production situation.

Specific values of job satisfaction are:

1) social satisfaction with work as an indicator of a person’s quality of life, the quality of his working life, social groups and the population as a whole;

2) the functional and production significance of job satisfaction is determined by the influence on the quantitative and qualitative results of work, on commitment towards other people, on the employee’s self-esteem of his business qualities and labor indicators;

3) managerial parameters of job satisfaction and the state of social and labor relations in general. Thus, the employer considers the costs of humanizing labor (modernizing production, creating favorable working conditions) irrational, and carries them out under pressure from trade unions or employees of the enterprise;

4) satisfactory, from the employee’s point of view, nature and working conditions - this is the most important factor in the authority of the manager;

5) satisfaction (dissatisfaction) with work is often an indicator of staff turnover and the need for appropriate actions to prevent it;

6) depending on job satisfaction, the demands and claims of employees (in relation to remuneration for work) increase or decrease;

7) job satisfaction is a criterion for explaining the actions and actions of individual workers and their social groups.

There are several principles for the relationship between overall and partial job satisfaction:

1) overall satisfaction arises as a result of a significant preponderance of positive or negative factors over each other;

2) one of the positive or negative factors turns out to be so significant that it determines overall job satisfaction;

3) a relative balance arises between positive and negative factors, and overall dissatisfaction turns out to be uncertain.

Job satisfaction depends on many factors that form the evaluative attitude of employees towards their work and significantly influence this evaluation. Among the factors that shape job satisfaction are the following:

1) objective characteristics of work activity (conditions and content of work);

2) subjective characteristics of perception and experience (the claims and criticism of the employee, his self-discipline);

3) qualifications and education of the employee, length of service and work experience;

4) stages of the labor cycle (in the process of achieving a specific result of labor, initial, middle and final stages can be distinguished, which are set by the criterion of product readiness, etc.);

1) the degree of awareness about the progress and results of work activity;

2) special moral and material motivation for work;

3) administrative regime in the organization, management style;

4) maintaining positive evaluation and self-esteem;

5) level of expectation (the degree to which expectations correspond to reality);

6) official or public attention to labor problems;

7) public opinion (approval or disapproval).

73. Concept and stages of labor adaptation

Labor adaptation is a social process of a person’s mastery of a new work situation, in which both the person and the work environment actively influence each other and are adaptive systems. Labor adaptation is a mutual adaptation of the employee and the organization, based on the gradual adaptation of a person to new professional, social, organizational and economic working conditions. When a person starts work, he is included in the system of intra-organizational relations, occupying several positions in it simultaneously. Each position corresponds to a set of requirements, norms, rules of behavior that determine the social role of a person in a team as an employee, colleague, subordinate, manager, member of a collective management body, public organization, etc. A person occupying each of these positions is expected to have a corresponding job behavior. When entering a job in a particular organization, a person has certain goals, needs, and norms of behavior. In accordance with them, the employee makes certain demands on the organization, working conditions and his motivation.

Labor adaptation can be primary and secondary. Primary labor adaptation occurs when an employee initially enters a new production environment. Secondary labor adaptation occurs when changing jobs without a shift and with a change of profession or with significant changes in the working environment.

Labor adaptation represents the unity of professional, socio-psychological, psychophysiological, social-organizational, economic and cultural-everyday adaptation.

Professional adaptation is characterized by the development of professional capabilities (knowledge and skills), as well as the formation of professionally necessary personality qualities and a positive attitude towards one’s work.

Socio-psychological adaptation consists of a person mastering the socio-psychological characteristics of a labor organization, entering into the system of relationships that has developed within it, and positively interacting with members of the labor organization.

In the process of psychophysiological adaptation, the totality of all conditions (physical and mental stress, convenience of the workplace, etc.) is mastered, which have various psychophysiological effects on the employee during work.

Social-organizational adaptation is the mastery by new employees of the organizational structure of the enterprise, the management and maintenance system of the production process, the work and rest regime, etc.

Economic adaptation allows an employee to become familiar with the economic mechanism of managing an organization, the system of economic incentives and motives, and adapt to new conditions for remuneration for their labor and various payments.

Cultural and everyday adaptation is the participation of new employees in activities traditional for a given enterprise outside of working hours.

During the adaptation process, an employee goes through the following stages:

1) the familiarization stage, at which the employee receives information about the new situation as a whole, about evaluation criteria various actions, about norms of behavior;

2) the adaptation stage, when the employee reorients, recognizing the main elements of the new value system, but still continues to retain many of his attitudes;

3) the assimilation stage, when the worker fully adapts to the environment and identifies with the new group;

4) identification, when the personal goals of the employee are identified with the goals of the labor organization.

The inability to adapt in a labor organization leads to its disorganization.

74. Factors of labor adaptation

Labor adaptation– a two-way process between an individual and a new social environment. The labor adaptation of a new employee is influenced by many factors that determine the timing, pace and results of this process. Among the factors of labor adaptation, two groups are distinguished: subjective and objective factors.

Objective factors are factors related to the labor process; they are least dependent on the new employee. This includes: the level of labor organization, automation and mechanization of production processes, sanitary and hygienic working conditions, team size, location of the enterprise, industry specifics, etc.

Subjective factors are personal factors and are determined by the characteristics of a particular person. Subjective factors include:

1) socio-demographic characteristics of the employee (gender, age, education, qualifications, work experience, social status, etc.);

2) socio-psychological characteristics of the employee (level of aspirations, willingness to work, self-control, communication skills, sense of responsibility, etc.);

3) sociological characteristics (degree professional interest, the degree of material and moral interest in the efficiency and quality of labor, the presence of an attitude toward accumulating one’s own human capital, etc.).

The success of labor adaptation at Russian enterprises depends on a number of specific conditions:

1) the quality level of work on professional orientation of potential employees;

2) objectivity of business assessment of personnel (both during selection and in the process of labor adaptation of employees);

3) the maturity of the organizational mechanism for managing the adaptation process;

4) the prestige and attractiveness of the profession, work in a certain specialty in this particular organization;

5) features of the organization of work that implement the employee’s motivational attitudes;

6) the presence of a proven system for introducing innovations and employee initiatives;

7) flexibility and continuity of the personnel training system, its retraining operating within the organization;

8) features of the socio-psychological climate that has developed in the team;

9) personal properties of the employee being adapted, related to his psychological traits, age, marital status and so on.

Therefore, the fundamental goals of labor adaptation can be reduced to the following:

1) reducing start-up costs, since while a new employee does not know his workplace well, he works less efficiently and requires additional costs;

2) reducing concerns and uncertainty among new employees;

3) reducing labor turnover, since if newcomers feel uncomfortable in their new job and feel unnecessary, they may react to this by quitting;

4) saving time for the manager and employees, since the work carried out according to the program helps save time for each of them;

5) development of a positive attitude towards work, satisfaction with the work of the newcomer.

At domestic enterprises, there is often an undeveloped mechanism for managing the process of labor adaptation. This mechanism provides for solving three major problems:

1) structural consolidation of adaptation management functions in the organization’s management system;

2) organizing the technology of the labor adaptation process;

3) organizing information support for the labor adaptation process.

A person’s adaptability in a specific work environment is manifested in his behavior, in indicators of work activity: labor efficiency, assimilation of social information and its practical implementation, growth of all types of activity, job satisfaction.

75. Career guidance and professional development of employees at the enterprise

Career guidance- a very comprehensive concept, for example, we can say that modern Western society is essentially career-oriented, since from birth it orients the child towards “ life success", to a "successful career". Career guidance involves a wide range of measures, going beyond just pedagogy and psychology, to provide assistance in choosing a profession, which also includes career counseling as individually oriented assistance in professional self-determination.

The professional development of enterprise employees is a system of interrelated actions, the elements of which are strategy development, forecasting and planning the need for personnel of a particular qualification, career management and professional growth; organization of the process of adaptation, education, training, formation of organizational culture.

The goal of employee development is to increase their labor potential. Almost everyone has significant potential for personal and professional growth, and as human resources become more expensive, it becomes increasingly important to tap into that potential. Through targeted incentives, an organization provides its employees with the opportunity to improve their professional skills and develop personal qualities to meet future challenges. This creates a personnel core consisting of highly qualified personnel and advances the training of workers.

Employee development for every organization is an essential element of productive investment for the future. The priority of investment in employee development is due to the need to:

1) increasing the business and labor activity of each employee for the survival of the organization;

2) maintaining the competitiveness of the organization, since training to work with new equipment is impossible without significant investments;

3) ensuring the growth of labor productivity based on the creation of favorable working conditions and modern technology and technology.

The system of professional development of employees should be considered primarily as a system for managing the professional experience of personnel, consisting of a number of social institutions for professional development. For example, increasing the qualification potential of a team requires the interaction of organizational tools in the following areas:

1) employment policy at the enterprise: hiring workers taking into account their qualification potential, offering employment relationships designed for long-term employment with the aim of long-term use of acquired qualifications;

2) personnel management: involving employees in identifying and resolving emerging problems in the relevant organizational area, regular developmental conversations with employees, as a result of which feedback is achieved and progress in training is taken into account;

3) organization of work: a wide distribution of activities, which provides a chance for advanced training, regular change of tasks in order to acquire a wider range of skills;

4) personnel training: formal training and development activities at various stages of the career, both within the enterprise and outside it.

The system of professional development of employees includes a set of elements that influence the object of development, change its abilities, making them adequate to the needs of the organization. The organization may not have a special personnel development system, then it can entrust the work of professional guidance, professional selection and professional training to others organizations.

76. The essence of social and labor conflict

In the most general way, conflict can be defined as an extreme case of aggravation of contradiction. Conflict arises and occurs in the sphere of direct communication between people, as a corresponding result of aggravated contradictions between them. Conflict is a collision of opposing goals, interests, positions, opinions, points of view, and views of communication partners. The following types of conflict are distinguished.

Intrapersonal conflict arises due to a person’s state of dissatisfaction with any circumstances of his life, associated with the presence of conflicting interests, aspirations and needs.

Interpersonal conflict is the most common type of conflict; it arises between people due to the incompatibility of their views, interests, goals, and needs.

Intergroup conflict occurs due to a clash of interests of different groups.

Conflict between group and individual manifests itself as a contradiction between the expectations of an individual and the norms of behavior and communication established in the group.

In order to understand the essence of the conflict and effectively resolve it, it is necessary to turn to one of the conflict formulas:

Conflict situation + incident = conflict,

Where conflict situation- these are accumulated contradictions that create the real reason conflict; incident– this is a combination of circumstances (sparks) that are the reason for the conflict; conflict - this is an open confrontation resulting from mutually exclusive interests and positions.

A social-labor conflict is a contradiction in organizational-labor relations that takes on the character of direct social clashes between individuals and groups of workers. Social and labor conflict arises if:

1) contradictions reflect mutually exclusive positions of subjects;

2) the degree of contradiction is quite high;

3) contradictions are understandable, that is, individuals and groups are aware of these contradictions, or, on the contrary, they are incomprehensible;

4) contradictions arise instantly, unexpectedly, or accumulate for quite a long time before turning into a social conflict.

The implementation of social and labor conflict depends on many specific subjective factors. Individuals and groups must, on the one hand, experience a fairly strong need to overcome mutual difficulties in order to decide on confrontation. On the other hand, individuals and their groups must have sufficient capacity to engage in such confrontation.

It is important to take into account the types of social and labor conflicts identified depending on the degree of their manifestation; these are closed and open social and labor conflicts. The main parameters that determine this division are: the level of awareness of the conflict situation, its subjects, causes and prospects; the presence or absence of real conflict behavior and resolution activity; the familiarity of the conflict situation to others and their influence on it. It is known that a closed conflict is more unfavorable, since it is characterized by greater social discomfort, a destructive impact on the organization and organizational-labor relations, and the possibility of its resolution is very small.

The subjects of social and labor conflict are individuals and groups directly or indirectly related to the conflict: primary agents; joining participants and the conflict environment. The subjects of social and labor conflict are often not equivalent factors. Therefore, all social and labor conflicts are different and unique and depend on what socio-economic groups, roles and statuses are their subjects.

77. Causes of social and labor conflicts

The emergence of a social and labor conflict is possible for various reasons and circumstances, for example, it may be the result of insufficient understanding in the communication process, incorrect assumptions regarding the actions of the interlocutor, differences in plans and assessments. The causes of social and labor conflict can be: individual and personal characteristics of the communication partner; inability (unwillingness) to control one’s emotional state; tactlessness and lack of desire to work, as well as loss of interest in work.

The causes of social and labor conflicts are more profound. The causes of social and labor conflicts are divided into objective and subjective.

Objective reasons for social and labor conflicts suggest two situations: a certain principle of organization should either be abolished altogether in order to resolve a labor conflict, or simply improved in detail and methods of implementation. Therefore, the objective causes of conflicts in the work environment may be shortcomings, weaknesses, errors in the organization of work that bring people together and make confrontation between individuals and groups inevitable.

Subjective causes of social and labor conflicts are based on the individual, subjective characteristics of the human personality and groups of individuals. Therefore, they are more unpredictable and difficult to manage.

Subjective and objective causes of labor conflicts are not always distinguishable; sometimes there are no clear boundaries between them.

The causes of social and labor conflicts at Russian enterprises are:

1) problems of distribution relations arising from the distribution of benefits (fairly or not); due to the redistribution of already appropriated benefits received; because of the very principle of distribution. Distribution conflicts have practically no boundaries; they can arise between the same and different social groups (both between the poor and between the rich);

2) the complexity of functional interaction as a cause of conflict occurs when the enterprise has complex differentiation and cooperation of work activities, which, in turn, gives rise to a more active and responsible attitude of people towards their work and the likelihood of a clash over the inaction of others is quite high;

3) role contradictions are caused, firstly, by different roles, goals and different ways behavior of people in the work environment, and, on the other hand, non-realization of mutual role expectations of subjects;

4) purely business disagreements, based on differences in professional thinking, differences in views on how to organize and perform work, etc.;

5) division of guilt and responsibility, that is, in situations unfavorable for the organization, the process of identifying a specific culprit occurs, which becomes the cause of the conflict;

6) leadership, in the form of abnormal competition, initiative, dominance, excessive professional and business ambitions, etc. Social and labor conflict based on leadership can proceed as a struggle for power, for employment;

7) abnormal working conditions (outdated equipment, crowded workplace, etc.);

8) incompatibility, that is, significant differences in the characters of the subjects that interfere with their normal relationships. For example, incompatibility in experience, qualifications, education; in economic psychology and attitude to work, etc.;

9) gender and age composition of the organization (the ambitions of the young and the conservatism of the older generation, which hinders the introduction of innovations);

10) social differences (class-class, racial, ethnic, religious, political differences of people).

78. Functions and consequences of labor conflicts

It is traditionally believed that social and labor conflict is dangerous for the team and the enterprise. Yes, this is true, but the positive functions of conflict are also enormous. After all, a conflict is a clash of contradictions, which indicates that there are problems in the organization that need to be solved, and as quickly as possible, in order to ensure the progressive development of the organization itself.

The positive functions of social and labor conflict are:

1) informational (only through conflict does information become open that was hidden, but was functionally necessary for everyone or many);

2) socialization (as a result of conflict, individuals gain social experience, knowledge that is not available under normal conditions, and contribute to the speedy resolution of subsequent conflict situations);

3) normalization of moral state (in conflict, accumulated negative moods are resolved, moral orientations are purified);

4) innovative (the conflict forces, stimulates changes, demonstrates their inevitability; through the conflict, some problem is officially recognized and solved).

Recognition of the positive functions of social and labor conflict does not mean that the conflict can and should be purposefully created. If there is a conflict, it is necessary to treat it correctly from the point of view of possible positive outcomes; it is necessary not to suppress, but to solve it with beneficial effect; analyze, learn through conflict; regulate it to achieve useful goals.

Social and labor conflict also has negative consequences:

1) increased hostility, an increase in the proportion of unkind statements and mutual assessments, a deterioration in the social well-being and self-awareness of people in the working environment leads to heightened passions;

2) curtailment of business contacts contrary to functional necessity, extreme formalization of communication, refusal of open, but often necessary communications;

3) a drop in motivation to work and actual performance indicators due to negative mood, mistrust, and lack of guarantees;

4) deterioration of mutual understanding and abnormal, attitudinal disagreements over trifles in interactions, negotiations, contacts;

5) deliberate resistance to the desires, actions and opinions of others, even if there is no personal need or meaning for this; behavior “on the contrary”, that is, according to the principle of contradiction; demonstrative inaction, failure to fulfill, non-compliance with mutual obligations, agreements on principle;

6) deliberate and purposeful destructive behavior, that is, an orientation toward the destruction and undermining of certain common ties, organizations, culture and traditions;

7) destruction of positive social identification, dissatisfaction with belonging to a given work group, organization, discrediting connections and relationships in principle; attitudes toward individualistic behavior;

8) actual loss of working time, distraction from work or failure to take advantage of a favorable situation, opportunity and chance to achieve something due to struggle and disputes; subjective experience of senseless expenditure of effort and energy on hostility and confrontation;

9) not a resolution, but a “confusion” of any problems.

The listed negative consequences of social and labor conflict can also be considered as universal signs of a conflict situation.

Workers behave differently in conditions of social and labor conflicts. Thus, some avoid entering into conflict at all costs, others treat them adequately, and still others tend to conflict at the slightest difficulties in relationships. People's behavior in conflict conditions can be an indicator of such employee quality as attitude to work.

79. Resolution of social and labor conflicts

Resolving a social and labor conflict means: eliminating a conflict situation or ending an incident. However, as practice shows, there are many cases in life when, for objective reasons, it is impossible to eliminate a conflict situation. Therefore, in order to avoid conflict, care should be taken not to create an incident.

Resolution of social and labor conflict is a process or purposeful activity that removes its causes and consequences. Resolution of a social and labor conflict can be organized or arbitrary, spontaneous.

The resolution of a social and labor conflict depends on the degree of its complexity. The factors determining the complexity of the social and labor conflict are:

1) the scale of the conflict. It is determined both by the total number of individuals and groups involved in the conflict, and by the number of parties and positions in the conflict. Thus, during a conflict, three, four, etc., conflicting parties and positions may appear, which complicates the resolution of the conflict. In an interdisciplinary conflict, they are more pronounced personal factors, which complicates its resolution. In an intergroup conflict, participants may be aware of its scale, the associated consequences, risk, and responsibility, and therefore are especially striving to resolve it. In inter-individual conflict, the advantage is that the discussion process is simpler; it can happen promptly, in a working manner, but there is less chance of compromise;

2) the duration of the conflict situation. The resolution of a conflict in its initial stage may be easier than in its later stage. This is explained by the following arguments: the conflict has not yet been personified; not big yet devastating consequences conflict; a complex structure of participants in the conflict has not been formed. Therefore, the social and labor conflict must be resolved as quickly as possible. However, the final stages of the conflict also have a number of advantages that speed up the resolution of the conflict, these are: over time, the cause of the conflict becomes clear to all parties to the conflict, and the ways to resolve it become clearer; over time, the subjects of the conflict get tired of conflict, which contributes to a speedy resolution of the conflict; over time, the motive for playing in a conflict is replaced by a risk motive, which is a brake when the conflict drags on, especially for more conservative subjects of the conflict;

3) the novelty or standardization of the conflict have a multidirectional influence on its resolution. So, if a similar social and labor conflict has already taken place before, then its repetition will occur in a less acute form. At the same time, the parties to the conflict know the own experience, what measures need to be taken to resolve the conflict, that is, to resolve the existing contradiction in the enterprise. If there were no analogues to the conflict, then all participants are in a situation of uncertainty and act by trial and error, or use experience in resolving similar conflicts that took place at other enterprises;

4) objective or subjective causes of the conflict. If the conflict is caused by objective reasons, then its resolution requires organizational and labor changes that require large material and time costs, and if by subjective reasons, then its resolution will be more difficult;

5) subjective characteristics of the conflicting parties. If the parties to the conflict are cultured and educated, then they are able to quickly find a solution to the problem. However, the high level of culture of the participants can aggravate the conflict situation due to their more principled attitude to the matter.

80. Methods, types and forms of resolving social and labor conflicts

There are a number of methods for resolving social and labor conflicts, which, based on the behavior of the conflicting parties, can be divided into the following groups: intrapersonal, structural, interpersonal, negotiations, and retaliatory aggressive actions.

Intrapersonal methods influence an individual and consist of the correct organization of one’s own behavior, the ability to express one’s point of view without causing a defensive reaction on the part of the opponent.

Structural methods primarily affect participants in organizational conflicts that arise due to improper distribution of functions, rights and responsibilities, poor work organization, and an unfair system of employee incentives. These methods include: explaining job requirements to employees, using coordination mechanisms, developing and clarifying organizational goals, and creating reasonable remuneration systems for members of the workforce.

Interpersonal methods involve choosing the style of behavior of the conflict participants in order to minimize damage to their interests.

Negotiations perform certain functions and represent a set of techniques aimed at finding mutually acceptable solutions for the opposing parties.

Retaliatory aggressive actions are methods that are extremely undesirable for overcoming conflict situations, since their use leads to resolving the conflict from a position of strength.

O.V. Romashov identifies several types of resolution of social and labor conflict:

1) autonomous, when the parties conflicting in the process of social and labor relations are able to resolve problems independently, on their own, within the boundaries of their own tasks and functions;

2) organization-wide, when a social and labor conflict can only be resolved as a result of organizational changes;

3) independent, when the conflicting parties themselves solve the problem, relying on their own capabilities, desires and abilities;

4) public, when others participate in resolving the conflict, they sympathize, advise, approve or condemn;

5) administrative, when settlement occurs only as a result of intervention and appropriate decisions of the administration.

There are the following forms of resolving social and labor conflict:

1) reorganization, that is, a change in the organizational and labor order that caused the conflict, and not struggle and persuasion in relation to the conflicting parties;

2) information, that is, socio-psychological regulation aimed at restructuring the perception of the situation in the minds of the conflicting parties, forming a correct view of the conflict, promoting the benefits of its peaceful resolution;

3) transformation, that is, transferring the conflict from a state of useless hostility to a state of negotiations;

4) distraction is the transfer of attention of the conflicting parties to other problems, preferably common ones, that contribute to their unity for a common cause;

5) distancing, that is, the exclusion of the conflicting parties from their common organizational and labor relations by either transferring one of the conflicting parties to another workplace, or direct dismissal;

6) ignoring, that is, deliberate inattention to the conflict so that it resolves on its own or to prevent further aggravation of the conflict;

7) suppression of the conflict occurs if the causes of the conflict are not removed, and conflicting behavior is prohibited under the threat of administrative sanctions for one or both parties;

8) conformal preference, that is, a decision in favor of the majority, or satisfaction of the interests of the socially stronger party.

81. Social policy

The social policy of the state is designed to ensure the maintenance of a certain level of well-being of citizens, provision of their material and intellectual needs, foster respect for human dignity and ensure social peace in society.

An organization as a social system, as a stable form of association of people with common interests and goals, is characterized by versatility of functioning. Its development is carried out in three directions: technical, economic and social. The technical direction is mainly related to the improvement of production means and technologies, the availability of the necessary, safe equipment and materials, the degree of mechanization and automation of labor processes. The economic direction expresses forms of ownership of the means of production and the results of labor, the level of specialization and cooperation of production, the system of organization and remuneration of labor, the structure and methods of managing the workforce and production as a whole. Social development includes the organization’s personnel with their traditions, preferences, intellectual potential and professional qualifications, ways to satisfy the material and spiritual needs of employees, interpersonal and intergroup relations, and the moral and psychological atmosphere in the team.

The social environment of an organization is determined by its social policy. The social environment of an organization, which is closely connected with the technical and economic aspects of its functioning, consists of those material, social and spiritual-moral conditions in which workers work, live with their families and in which the distribution and consumption of material goods take place, real connections are formed between individuals, their moral and ethical values find expression.

Achieving the social goal of any organization is to satisfy the social needs of the employee in production conditions, which occurs as a result of ensuring normal working conditions and labor motivation. The vector of social development of the organization should be aimed at diversifying and enriching the content of work activity, more fully using the intellectual and creative potential of employees, increasing their discipline and responsibility, creating appropriate conditions for effective work, good rest, and family affairs.

The social and labor sphere reflects the object and subject of social policy, characterizes the degree of social development, and quite reasonably reflects the unity and interdependence of labor and social relations. In practice, labor relations are relations between labor and capital, employee and employer rarely exist in pure form without any social aspect. And vice versa, social relations often arise as a result of labor processes, accompanying contradictions and conflicts. The social and labor sphere fully reflects all phases of labor force reproduction and its social support.

The main blocks of social policy in the field of social and labor sphere, and in particular in the field of labor force reproduction, are:

1) the social sphere, that is, branches of the socio-cultural complex (education, healthcare, science, culture, etc.), as well as a range of social services provided by the organization to its employees;

2) labor market, employment services, advanced training and retraining of personnel (including in the organization);

3) the sphere of motivation for increasing labor productivity of workers (organization of remuneration, provision of High Quality working life of the organization’s employees, etc.).

82. Concept social protection

Social protection of the population is a system of measures of a legal, socio-economic and organizational nature, guaranteed and implemented by the state to ensure a decent life, that is, material security at the level of standards modern development society and free human development.

The social protection system in a broad sense is a system of legal, socio-economic and political guarantees that provide conditions for ensuring livelihoods:

1) able-bodied citizens - through personal labor contribution, economic independence and entrepreneurship;

2) socially vulnerable groups - at the expense of the state, but not below the minimum subsistence level established by law.

Social protection is, on the one hand, a functional system, that is, a system of directions along which it is implemented, and, on the other, an institutional system, that is, a system of institutions that provide it (the state, trade unions and other public organizations).

Social protection should cover the following areas:

1) providing members of society with a living wage and providing material assistance to those who, due to objective reasons, need it, protection from factors that reduce the standard of living;

2) creating conditions that allow citizens to freely earn their own means of living by any means that do not contradict the law;

3) ensuring favorable working conditions for hired workers, protecting them from the negative impacts of industrial production;

4) ensuring the environmental safety of members of society;

5) protection of citizens from criminal attacks;

6) protection of civil and political rights and freedoms consistent with the principles of a legal, democratic state;

7) creation of conditions excluding armed social and interethnic conflicts;

8) protection from political persecution and administrative arbitrariness;

9) ensuring freedom of spiritual life, protection from ideological pressure;

10) creation of a favorable psychological climate in society as a whole, in individual cells and structural formations, protection from psychological pressure;

11) ensuring the maximum possible stability of public life.

The basic rights of citizens in the field of social protection are enshrined in Art. 18 of the Constitution of the Russian Federation. Regulatory legal acts on social protection of the population take the form of federal and regional laws, which establish the rights of citizens in this area and measures to implement regulations in the field of protective functions of the state. Other legal acts regulating social protection procedures include Decrees of the President of the Russian Federation, resolutions and orders of the Government of the Russian Federation; other regulations of ministries and federal departments, executive authorities of constituent entities of the Russian Federation, as well as local governments and organizations.

Socio-economic transformations Russian society, aimed at establishing and developing market relations, make the problem of ensuring effective social protection of citizens in general and employees of enterprises and organizations in particular, extremely relevant. On the one hand, these transformations strengthen the social protection of citizens, but on the other hand, it is necessary to take much more efforts on social protection in some important sectors of human life: protection from unemployment, inflation, material insecurity for a significant part of citizens, etc. The main thing today is to strengthen social protection from a decline in the living standards of workers, concern for the conditions and content of work, the organization and system of remuneration of workers.

83. Minimum social standards and regulations

Under government minimum standards commonly understood established by laws of the Russian Federation or by decisions of representative bodies of government for a certain period of time, minimum levels of social guarantees, expressed through social norms and norms, reflecting the most important human needs for material goods, publicly available and free services, guaranteeing an appropriate level of their consumption and intended to determine the mandatory minimum budget expenditures for these purposes.

When forming budgets at various levels, social norms and standards are applied to a wide circle indicators. A significant part of them, enshrined in laws or other legal acts, determines the minimum state guarantees in the field of labor, its remuneration, employment and social security. These standards are revised depending on the inflation rate and available financial capabilities.

One of the main social standards is the living wage. The subsistence minimum is an indicator of the volume and structure of consumption of the most important material goods and services at the minimum acceptable level, providing conditions for maintaining the active physical condition of adults, the social and physical development of children and adolescents. The structure of the cost of living reflects food costs; expenses for non-food products; service costs; taxes; other obligatory payments. Theoretically, the cost of living should be equal to minimum size wages. In Russia, the consumer basket for the whole country and federal subjects is calculated on the basis of the subsistence level.

The living wage as an instrument of social policy is used as a basis for targeted social policy; as targets for regulating the income and consumption of low-income groups of the population; to assess the material and financial resources necessary for the implementation of current and future social programs, providing targeted assistance to low-income groups of the population; to justify the size of the minimum wage and old-age pension.

The housing and sanitary standard of 9 m2 per person has been adopted as the minimum acceptable standard for housing provision, which, as studies have shown, ensures the normal course of human physiological functions.

In the field of health care, indicators of the availability of doctors, hospital beds, clinics and outpatient facilities are used to assess the minimum acceptable level of satisfaction of the needs for medical care and medical care of the population.

In the field of education, the Constitution of the Russian Federation guarantees universal access and free preschool, basic general and secondary vocational education in state and municipal educational institutions. At the same time, basic general education is mandatory.

In the field of labor protection and the environment, the maximum permissible concentration (MPC) indicators established by law for the content of chemicals and other substances that negatively affect the work and ability of citizens in the air, water and at workplaces of industrial enterprises are accepted as minimum state standards.

In the field of employment, minimum standards unfortunately do not yet exist, although science has developed indicators of the maximum permissible level of unemployment in the regions of the country (they have not received legislative status).

Unfortunately, today the minimum wage still does not correspond to the cost of living.

84. Social transfers and benefits

Under social transfers It is generally accepted to understand the transfer to the population by state or non-state organizations (professional, charitable, religious, etc.) of resources in cash and in kind, mainly on a gratuitous basis.

Social transfers include pensions, benefits, scholarships, subsidies, social security payments of other types, as well as free services that form part of the total income of citizens. In kind, they consist of goods and services provided to specific families (households).

The main goals and objectives of providing social transfers are:

1) providing the population with socially significant benefits and services;

2) reducing the gap in the level of material support for working and non-working members of society who, for objective reasons, are not involved in the labor process;

3) mitigation of negative external factors the period of human adaptation to market conditions (increasing unemployment, poverty and misery, etc.);

4) ensuring the necessary quantity and structure of reproduction of labor resources.

Social transfers are carried out in different types and forms. Among them: social assistance (welfare); state social guarantees, including social benefits for certain categories of the population; social insurance (state, compulsory and voluntary).

Social assistance is the provision by the state and non-profit organizations of benefits and services to socially vulnerable groups of citizens (population) based on a means test (material assistance, charity from other organizations).

The system of social guarantees involves the provision of socially significant benefits and services to all citizens without taking into account their labor contribution and means testing.

Transfers carried out through the social insurance system are designed to protect the population from various social risks leading to loss of ability to work, and, consequently, loss of income. Among them: illness, work injury, occupational disease, accident, motherhood and childhood, job loss, old age, loss of a breadwinner.

The most widely used forms of social transfers in Russia are: benefits, pensions and scholarships. Benefits are regular or one-time cash payments to citizens in cases of partial or complete disability, difficult financial situation, support for families with children, as provided by law, as well as in the event of the death of relatives. Unemployment benefits are financial assistance provided free of charge if you have work experience, pay the appropriate contributions, and regularly register with the labor exchange for a certain period.

Scholarships are regular cash payments to students of higher, secondary specialized and vocational educational institutions studying on the job.

A pension is a monetary payment guaranteed by law to provide for citizens in old age, in the event of complete or partial disability, loss of a breadwinner, as well as in connection with the achievement of an established length of service in certain areas of work.

The main problem is the timely and adequate indexation of social transfers to market changes, ensuring a normal standard of living.

In addition to the transfers listed, they may also include other government expenses, for example, subsidies for enterprises and organizations that produce products and provide services to the population (subsidies for housing and communal services and public transport, enterprises employing the labor of disabled people).

85. Social insurance

Social insurance is a form of social protection of the population from various risks associated with loss of ability to work and income. A special feature of social insurance is its financing from special extra-budgetary funds, formed from targeted contributions from employers and employees with the support of the state. Social insurance is part of the social protection system of the population, therefore it is necessary to legally recognize the costs of social insurance of workers as socially necessary for the reproduction of the labor force.

Social insurance is aimed at solving two main tasks: ensuring the restoration and preservation of workers’ ability to work, including the implementation of preventive and rehabilitation measures for labor protection and ensuring the safety of its conditions; and the implementation of measures to guarantee material support for persons who have lost their ability to work or do not have it.

Modern forms of social insurance can be: compulsory, voluntary and corporate social insurance.

Compulsory social insurance– a type of social guarantees established by current legislation in connection with loss of income (wages) due to loss of ability to work (illness, accident, old age) or place of work. Financial sources for providing such social guarantees are insurance contributions from employers and employees, as well as funds from the state budget. Compulsory social insurance is based on the principle of solidarity between policyholders and the insured.

Voluntary social insurance is built on the principles of collective solidarity and self-help in the absence of state insurance support. It can be personal or collective and includes protection from the consequences of accidents, medical care and pensions. Financial sources of voluntary social insurance are contributions (voluntary) from employees and employers. The defining difference is the presence of an insurance contract. Distinctive features of voluntary social insurance are democratic management of insurance funds, the most complete implementation of the principle of self-government, social partnership between employers and employees, and the close dependence of insurance payments on the level of income of policyholders.

Voluntary social insurance is a supplement, not an alternative to compulsory social insurance. The mutual complementation of these funds makes it possible to compensate for the disadvantages of one type of insurance with the advantages of another.

Corporate social insurance systems are systems of social protection for workers, organized by employers at the expense of income allocated to meet the social needs of workers (medical and health care, payment for housing, transport, educational services, cultural services, company pension payments).

State subsidies to replenish social insurance funds (social protection funds) include contributions for unemployed citizens, military personnel and government employees, subsidies to cover the budget deficit of these funds and tax benefits. Recently, the importance of a new source of financing compulsory social insurance funds has been growing - income from the capitalization of contributions of the insured and employers (policyholders). The insured's contributions are a direct deduction from their income. Employer contributions are levied as a percentage not of the total payroll, but of a predetermined maximum gross salary, meaning amounts in excess of this maximum are not counted.

86. Labor management in an organization

In every labor organization, labor management is carried out. In this regard, the difference between organizations consists only in the degree of significance of management, the completeness of its content, setting goals, defining objects and functions of management to achieve specific results of the organization’s activities.

The purpose of labor management in the organization are the most rational and effective use of personnel, living and embodied labor and the expenditure of funds for payment and material incentives for labor while observing the constitutional rights and responsibilities of citizens.

Labor management objects in an organization in general terms are the direct labor process, relationships between people in the labor process, and reproduction of the labor force. Applied to management activities these objects can be specified and identified as separate objects: personnel management of the organization, management of organizational support for the labor activity of personnel, management of productivity and quality of labor, management of motivation and stimulation of labor, management of production, social and economic relations in the process of labor activity. In turn, each of the listed objects can also be divided into smaller ones.

The main functions of labor management in an organization are: planning, accounting, analysis, control and evaluation. These functions also apply to all of the listed labor management objects and tend to repeat themselves cyclically over time. These functions are aimed at justifying management decisions. All of them must be based on reliable information, which, as new problems arise in labor management, must be updated, expanded and deepened. The availability of operational and multifaceted analytical information, a constantly operating system of accounting and control over the implementation of planned processes contribute to the development of a desire to find the most rational solutions and allow increasing the efficiency of labor management.

Organization of labor management at an enterprise depends on objective and subjective factors. Objective factors include the size of the enterprise, manufactured products, complexity of the technological process, the nature and type of production, qualifications of managers, industry affiliation of the enterprise, etc., subjective factors include the approach to labor problems on the part of managers (for example, systems of motivation and stimulation of labor, care on working conditions, development of industrial democracy, etc.).

At most Russian enterprises, the organization of labor management is concentrated mainly in four divisions: the personnel department, the labor organization department, the labor and wages department, and the occupational safety and health department. In foreign enterprises, most often there is a single human resource management service, subordinate to one of the company’s vice-presidents (that is, labor management is centralized).

At enterprises, there are contractual forms of labor management; they should be considered as joint or coordinated (concerted) actions of the administration of enterprises or local administrations, on the one hand, and various organizations employees of the enterprise, on the other. Such forms constantly exist in enterprises where trade union organizations are active. Contractual forms of labor management at an enterprise are good in that they can quickly reflect the balance of power between subjects of social and labor relations that have different interests (individual and collective labor contracts).

87. Levels, forms and methods of labor management

In general control means influencing something for the purpose of ordering, preserving qualitative specificity, improvement and development. Management can be defined as some type of interaction between subjects and objects. Management functions are necessary actions in relation to management objects to achieve set goals and objectives; these are unique levers through which the mechanism of labor management is implemented.

Distinguish three levels of management labor: international level, state level and enterprise level.

Labor management at the enterprise level is aimed at the most rational and efficient use of personnel, living and material labor, and the optimal expenditure of funds for payment and material incentives for workers.

Labor management at the state level is carried out by a system of national bodies. Any civilized state develops regulatory materials on issues of labor, employment and social policy, in particular on working conditions, on the tariffs of work and workers, on inter-category ratios in wages in the public sector, on employment management, on the organization of relationships between employers and employees and etc.

Labor management at the international level is carried out by the International Labor Organization (ILO). It was created in 1919 as an organization designed to fully promote social progress, establish and maintain social peace between different strata of society, and help resolve pressing socio-economic issues in an evolutionary, peaceful way. The purpose of the International Labor Organization is to promote the achievement of material well-being and ensure the spiritual development of people, regardless of race, faith or gender, and to create conditions under which this is possible.

Labor management methods the principal ways of exerting managerial influence on social and labor processes and their participants are named. Labor (social and labor processes) is managed using three main methods:

1) the method of direct influence of the (directive) manager on the managed, and through them on the managed process (orders, instructions);

2) the method of indirect influence (through interest) of the manager’s influence on the managed and through them on the managed process;

3) the method of self-government (when the participants in the process themselves make and implement the decisions made, that is, industrial democracy).

The forms of labor management directly reflect the nature of the subjects and objects of management, the nature of their relationships. Therefore, the following forms of labor management can be distinguished:

1) state forms of labor management, in the form of legislative, executive and judicial powers, regulating the relations of subjects of social and labor relations;

2) contractual forms of labor management, among which are: general agreements, regional and territorial agreements, sectoral (inter-industry) tariff and professional tariff agreements, collective agreements between representatives of labor collectives (workers and the administration of the enterprise (employer), individual labor agreements (contracts) ;

3) forms of social activity of a particular subject of social and labor relations (for example, a protest or strike of workers, re-election of a manager).

There are also types of labor management: democratic and totalitarian. The democratic type of labor management means full civil subjectivity, freedom of action for all members of society. The totalitarian type of labor management is extremely dictatorial.

88. Personnel management in the organization

Personnel Management is a complex and multifaceted job. An organization's personnel are people with a complex set of individual qualities, the presence of which distinguishes them from the material factors of production.

Organizational personnel management– purposeful activities of the organization’s management, managers and specialists of departments of the personnel management system, including the development of the concept and strategy of personnel policy, principles and methods of personnel management of the organization. Personnel management is the formation of a personnel management system; planning personnel work, developing an operational plan for working with personnel; conducting personnel marketing; determining the personnel potential and personnel needs of the organization.

Human resource management of an organization covers a wide range of functions from hiring to dismissal of personnel:

1) recruitment, selection, reception and placement of personnel;

2) business assessment of personnel during admission, certification, selection;

3) career guidance and labor adaptation of personnel;

4) motivation for the work of personnel and their use;

5) labor organization and compliance with business ethics;

6) management of social and labor conflicts and stress;

7) ensuring personnel safety;

8) management of innovations in personnel work;

9) training, advanced training and retraining of employees;

10) management of business career and career and professional advancement;

11) management of personnel behavior in the organization;

12) management of social development of personnel;

13) release of the organization’s personnel.

Personnel management of an organization provides information, technical, normative, methodological, legal and documentation support for the personnel management system. Managers and employees of divisions of the organization's personnel management system resolve issues of assessing the performance of managers and management specialists, assessing the activities of divisions of the organization's management system, assessing the economic and social efficiency of improving personnel management, and personnel audit.

All these issues are reflected in the organization's HR philosophy. The philosophy of personnel management is a philosophical and conceptual understanding of the essence of personnel management, its origins, connections with other sciences and areas of management science, and an understanding of the ideas and goals underlying personnel management. Specifically, human resource management philosophy examines the human resource management process from a logical, psychological, sociological, economic, organizational, and ethical perspective. The philosophy of personnel management of an organization is part of the philosophy of the organization, its basis. The philosophy of an organization is a set of intra-organizational principles, moral and administrative norms and rules of personnel relations, a system of values and beliefs perceived by all personnel and subordinated to the global goal of the organization.

The essence of an organization's HR philosophy is that employees have the opportunity to satisfy their personal needs while working in the organization. This requires conditions for establishing fair, equal, open, trusting relationships in the organization.

The concept of personnel management of an organization is a system of theoretical and methodological views on understanding and defining the essence, content, goals, objectives, criteria, principles and methods of personnel management, as well as organizational and practical approaches to the formation of a mechanism for its implementation in the specific conditions of the organization’s functioning.

89. The essence of social partnership

The system of social partnership was established only in the second half of the twentieth century in developed capitalist countries. In Russia, people have been talking about social partnership since the end of 1991. On November 15, 1991, No. 212, the President of the Russian Federation signed the Decree “On social partnership and resolution of labor disputes (conflicts).” In accordance with the Law of the Russian Federation “On Collective Bargains and Agreements,” a vertical system of social partnership is being implemented in Russia, covering all levels of society and suggesting the possibility of concluding general, regional, sectoral (intersectoral), professional and territorial agreements, as well as collective agreements.

The most common definitions of the concept of “social partnership” are the following:

1) social partnership is a system of relationships between employees and employers, which replaces the class struggle. According to such ideas, at present in countries with developed market economies it is possible to get away from class contradictions through negotiations and reaching a compromise. Social partnership in this case is one of the ways to coordinate the interests represented in society;

2) social partnership is a way of reconciling opposing interests, a method of solving socio-economic problems and regulating contradictions between the class of employees and the class of owners. Despite the changes that have occurred in the economic and social spheres of modern Western society, class differences and conflicting interests of employees and employers persist. In this case, social partnership is a way to mitigate class contradictions, a condition for political stability and social truce in society;

3) social partnership as a way of regulating social and labor relations does not exist, since there are no objective conditions for its existence. This is the point of view of either representatives of an extremely liberal direction, who claim that the market mechanism by itself, without the intervention of the state or any other entities, is capable of regulating the entire power of relations, including social and labor relations, or theorists who preach totalitarianism, defending the idea morally -political and economic unity, common interests of the nation, realized through a strong state.

Social partnership makes it possible to restore some balance in the relationship between employees and the employer, which is constantly disrupted due to the fact that the employer, due to its position, initially dominates in these relations. Negotiations within the framework of social partnership help to establish a correspondence between economic and social needs, and this is the main condition for determining reasonable wages, taking into account real opportunities.

Social partnership should be considered as a special type of social and labor relations that ensures, on the basis of equal cooperation between employees, employers and the state, an optimal balance and implementation of their basic interests.

The basic principles of social partnership include:

1) authority of representatives of all parties;

2) equality of the parties in negotiations and when concluding agreements;

3) the obligation of the parties to fulfill the agreements reached;

4) priority of conciliatory methods and procedures in negotiations;

5) responsibility for accepted obligations.

A major role in the development of social partnership in Russia is played by the implementation of the principles laid down in the ILO conventions and recommendations.

90. Essence and structure of social and labor relations

Social and labor relations– this is the objectively existing interdependence and interaction of the subjects of these relations in the labor process, aimed at regulating the quality of working life. Social and labor relations characterize the economic, legal and psychological aspects of the relationships between people and their social groups in labor processes. Therefore, social and labor relations are always subjective, and reflect the degree of combination of interests of the subjects of these relations.

The system of social and labor relations has a complex structure, which in a market economy includes the following elements: subjects of social and labor relations, levels and subjects of social and labor relations, principles and types of social and labor relations.

The subject of social and labor relations are various aspects of a person’s working life: labor self-determination, professional guidance, hiring and firing, professional development, socio-psychological development, vocational training, etc. The subject of collective social and labor relations is personnel policy. All their diversity usually comes down to three groups of social and labor relations:

1) employment;

2) related to the organization and efficiency of labor;

3) arising in connection with remuneration for work.

The basic principles of organizing and regulating social and labor relations are:

1) legislative support for the rights of subjects;

2) the principle of solidarity;

3) the principle of partnership;

4) the principle of “dominance-subordination”.

The following types of social and labor relations are distinguished, characterizing the socio-psychological, ethical and legal forms of relationships between subjects in the process of labor activity.

1. Paternalism is characterized by strict regulation of the behavior of subjects of social and labor relations, the conditions and order of their interaction by the state or the management of the organization.

2. Social partnership is characterized by the protection of the interests of subjects of social and labor relations and their self-realization in the policy of coordinating mutual priorities on social and labor issues to ensure constructive interaction.

3. Competition is the rivalry between subjects of social and labor relations for the opportunity and better conditions for realizing their own interests in the social and labor sphere (one of the forms of competition is competition).

4. Solidarity is determined by the mutual responsibility of people, based on unanimity and commonality of their interests, for changes in the system of social and labor relations and achieving agreement in making socially important decisions in the social and labor sphere.

5. Subsidiarity expresses a person’s desire for personal responsibility for achieving his conscious goals and his actions in solving social and labor problems.

6. Discrimination is an arbitrary, illegal, unjustified restriction of the rights of subjects of social and labor relations, as a result of which the principles of equality of opportunity in labor markets are violated.

7. Conflict is an extreme degree of expression of conflicting interests and goals of subjects in social and labor relations, manifested in the form of labor disputes and strikes.

The considered types of social and labor relations do not exist in their pure form, but appear in the form of models that have a qualitative variety of types of social and labor relations. This is due to the influence of many factors: social policy in the state, globalization of the economy, the development of social labor and production.

91. Subjects and levels of social and labor relations

The main subjects of social and labor relations are:

1) an employee (group of employees) is a citizen who has entered into an employment agreement (contract) with an employer, the head of an enterprise and an individual. A rental agreement can be written or oral, but in both cases it determines the social and labor relations between its participants. An important role for an employee is played by such qualities as: age, gender, health, education, skill level, work experience, professional and industry affiliation. In addition, the employee must be ready and able to participate in social and labor relations.

Both an individual worker and groups of workers who differ in their position in the socio-professional structure, focus of interests, labor motivation, etc. can act as an employee as a subject of social and labor relations.

Developed labor relations presuppose the existence of institutions that act on behalf of employees, representing and protecting their interests. These are trade unions. Trade unions are voluntary mass organizations that unite employees who are connected by common socio-economic interests. The Labor Code of the Russian Federation declares the principle of trade union pluralism, according to which the number of trade unions representing the interests of workers in an industry or enterprise is not limited. Other organizational forms of association of hired workers are also possible;

2) an employer, according to the international classification of employment status, is a person who works independently and constantly hires one or more employees to carry out the labor process. Usually in world practice he is called the owner of the means of production. But in the practice of Russian social and labor relations, the employer is also a manager in the public sector of the economy who hires employees under a contract (director of a state enterprise), although he himself is an employee and does not own the means of production;

3) the state, as a subject of social and labor relations, performs the functions of a legislator, defender of rights, employer, arbiter, etc. The extent of implementation of each of these functions is determined by the historical and political conditions of the development of the state.

There are three levels of social and labor relations:

a) individual, when the employee and the employer interact in various combinations(bilateral social and labor relations);

b) group, when associations of employees and associations of employers interact (tripartite social and labor relations);

c) mixed, when workers and the state, as well as employers and the state interact (multilateral social and labor relations).

Relations between subjects of social and labor relations are regulated by legislative and regulatory acts. The fundamental ones are: the Constitution of the Russian Federation, the Labor Code of the Russian Federation, the Law of the Russian Federation “On Employment of the Population”, the Law of the Russian Federation “On Collective Bargains and Agreements”, the Federal Law “On the Procedure for Resolving Collective Labor Disputes”, the Federal Law “On the Fundamentals of Labor Safety in the Russian Federation”. Federation”, etc. In addition, legal acts issued by local governments, heads of enterprises and organizations are highlighted. Within the enterprise, local regulations governing social and labor relations are: collective agreement, employment agreement (contract), and other internal regulations.

92. Sociological research in the world of work

Sociological research is an analysis of social phenomena or processes using special methods, which allows you to systematize processes, relationships, interconnections, dependencies and make reasonable conclusions and recommendations. A specific sociological study is a system of theoretical and empirical procedures that contribute to obtaining new knowledge about the object under study in order to solve specific theoretical and social problems.

Functions of sociological research:

1) information and research (collection of social information);

2) organizational and implementation (development of recommendations);

3) propaganda (dissemination of the fundamentals of sociological knowledge);

4) methodological (development of new research methods).

Structurally, the research process consists of three, qualitatively different, but interconnected by a certain sequence of procedures: conceptualization, cognitive procedure and objectification procedure. The essence of conceptualization is the transition from social order to the study of an object, the development of a conceptual research scheme. The cognitive procedure is the path from setting research objectives to obtaining some cognitive results in accordance with them. The procedure for objectifying primary sociological data is the translation of new, primary data about an object into a scientific-theoretical and scientific-practical result.

The main goal of the research is to increase the efficiency of work while ensuring the development of employees, meeting their needs, and forming positive intra-collective relationships. The most common objectives of sociological research in the world of work are:

1) improving the organization’s management system, increasing the validity of management decisions, studying social processes affecting management efficiency;

2) increasing the level of stability of the workforce, intra-collective cohesion, leadership problems, studying the factors of excessive staff turnover;

3) development of a system for adaptation of new employees, taking into account the factors that determine the timing and success of adaptation, improvement of the system of selection and placement of personnel;

4) increasing the labor activity of workers based on an analysis of the processes of formation of labor motivation, assessment of new labor incentive systems being developed;

5) study of the content and working conditions, development of measures to improve them; development of recommendations for career planning, identification of factors that contribute to increased job satisfaction;

6) improving the quality of working life; development of social programs, social support programs for employees.

Object of sociological research– this is what the process of cognition is aimed at; the object can be any social phenomenon or social relations containing social contradictions. The population of people with whom a social problem is associated is the object of sociological research. The persons surveyed are called respondents.

The subject of sociological research is the most significant properties, aspects and features of the object that are subject to direct study.

Organizing a specific sociological study involves a number of stages: drawing up a research program; definition of the object and units of observation, that is, the sampling process; development of means of collecting materials - research methods; collection of material; analysis of the material and its generalization. The main methods of collecting information in sociological research are document analysis, observation, experiment, and survey.

In sociological science, the concept of “deviant behavior” has been used for quite a long time. It denotes individual and group actions that contradict established and recognized social norms.

In the world of work, such norms are widespread and 164

diverse. They serve the purposes of functional stability and efficiency of the organization, as well as social order and well-being in it, i.e. have both industrial and humanitarian significance.

Deviant behavior in the world of work is often referred to as a simpler and more specific concept of organizational and labor violations.

In order to properly understand and prevent organizational and labor violations, it is necessary to analyze the general and specific factors of deviant behavior.

Let us first highlight a number of reasons and motives for organizational and labor violations.

1. Forced by circumstances. Certain actions within the organization may actually or supposedly be the only possible ones in the current production or labor situation. At the same time, it is precisely such actions that are considered to be a violation. When qualifying such actions as violations on the part of the team or administration, the factor of being forced by circumstances can be more or less taken into account, understood, and justified.

An organizational and labor violation in the case under consideration is the best way to avoid any consequences or problems for an individual employee or the work group as a whole. There are cases when organizational and labor violations are committed for the sake of achievements, both personal and collective. These achievements

so important that the significance of violations in comparison with them drops sharply and is relatively ignored; there is an expansion of the scope of permissible means that can be used to achieve the goal (“the end justifies the means”).

As a rule, organizational and labor violations committed by an individual employee for the sake and in the interests of the entire team or group are treated with understanding. But organizational and labor violations committed by an individual employee for the sake of his own achievements can also be justified. We are talking about either “sympathy for success” or about a specific situation when only through a violation a person can realize his just interests and ensure equality (for example, only through violations a person achieves values that are completely legally accessible to others).

Thus, forced by circumstances as a cause of organizational and labor violations is forced by any special goals of a personal or collective nature. This factor indicates objective contradictions between accepted norms and real life. Organizational and labor violations in this case have an objective basis; the application of sanctions gives only a temporary effect; violations are constantly renewed, so they are often dealt with only formally.

2. Limited abilities for normal behavior (discipline). In order to ensure organizational and labor order, such high discipline requirements are established that they turn out to be feasible either only by certain individuals, or by everyone, but for a short time. Compliance with all norms in this case is unrealistic and unnatural.

The general complexity of organizational and labor discipline for a person is explained by the fact that any normal behavior presupposes certain abilities on his part, for example:

a) memory (you need to remember a fairly large
number of different standards);

b) attention (must be constantly monitored
themselves from the point of view of compliance with the norms in the relevant
situations);

c) will (it is necessary to make efforts more often or less often
by “limiting” one’s own desires accordingly
standards).

The fact of the unnatural complexity of organizational and labor discipline allows us to draw several practical conclusions.

Firstly, organizational and labor discipline is characterized by instability and pendulum swings of state. Periodically, a decrease in discipline occurs; the employee or team seems to take a break from the stress associated with complying with standards. This phenomenon must be treated as natural.

Secondly, it is necessary to avoid cumbersome models of organizational and labor discipline, and strive for simple, real and accessible to a person from the point of view of his abilities.

3. Lack of awareness. The state of discipline in labor
A successful organization is especially dependent on such “simple”
factor, how a person's or group's knowledge is established
new norms and awareness about them. Repeatedly about
sociological studies have found
a fairly significant percentage of both workers and specialists
sheets with little knowledge of the charter, regulations, staff list
sanitization. For many, completely abstract, unreal
These were the norms of the organization’s internal code.
We are talking about a kind of “creative” work, work “pr
own discretion" from a discipline point of view.
Such organizational and labor behavior continues
continues until some serious problems arise
Problems.

In people's attitude to labor discipline, not only awareness, but also understanding is important. Organizational and labor violations occur due to weak interiorization (internal awareness and acceptance) of established norms, which in turn is associated with a lack of propaganda and explanation, visual demonstration, and personal experience convincing of their practical significance.

Many workers are focused on diligence, working exclusively on command as a simpler behavior that frees them from the need to know all the norms of labor discipline.

4. Social-comparative motive. It's about si
situations when the choice of deviant or normal
behavior is determined by social comparison.

Firstly, an organizational and labor violation occurs because a given subject perceives a certain norm as having nothing to do with him,

extending only to others. The problem indeed often lies in the fact that the targeting of requirements and responsibilities is not sufficiently specific. Secondly, non-compliance with norms by some encourages non-compliance by others. A single factor can cause a chain reaction of organizational and labor relations. All kinds of personal privileges in labor discipline make motives for violations such as “everyone does this”, “others do this”, etc. widespread in the team.

5. Innovation. Any significant changes to
the system of relations and activities of people is not accompanied by
which is the destruction of their value-normative consciousness,
including the devaluation of the most basic
disciplines. Its norms are perceived as a “relic
past", does not correspond to the new system and therefore
losing its meaning, categoricalness, obligation.
Thus, organizational and labor violations,
even if temporary, they are inevitable in the context of reforms.

The described influence on the state of discipline in the organizational and labor sphere can be exerted not only by real, already occurring innovations, but also by expected, planned, expected ones.

6. Demonstrative behavior. Another important
rank of organizational and labor violations - demonstration
individual or group of their social position. Separate
a long-term employee does not comply with some discipline standard,
because in this way it asserts itself in some
their personal qualities - creative thinking, independent
brilliance, courage. The whole work group does not comply
some standard of discipline, because in this way you
reflects the administration's protest, readiness and ability to
conflict with her, unwillingness to work under these conditions.

7. Non-participation in management. People tend to neodi
treat your own and others’ decisions differently. Often
norms of discipline that have existed for a long time or data and
prescribed from above are not respected enough precisely because
Mu that they lack the element of “personal participation”. AND
on the contrary, the norms of discipline adopted are developed
we are respected enough by the team itself, because
have the meaning of voluntary compliance, moral
responsibilities, self-expression and self-affirmation.

When considering the causes and motives of organizational and labor violations, it is necessary to take into account that in real 168

In practice, they can be both real and just formal explanations, speculations on relevant circumstances.

Organizational and labor violations are provoked in three cases:

a) if control is generally or temporarily absent;

b) if the benefit of the violation turns out to be more significant than the sanctions
punishment and condemnation, and normal behavior is not encouraged
rushes;

c) if the forms of control are so unacceptable for
individual or group that organizational and labor
The decision is made as if on the principle of contradiction.

supernormative (complies always, under any circumstances);

normative (does not comply only in special cases, under special circumstances);

subnormative (does not comply more than complies);

non-normative (does not comply very often or under all circumstances).

In real conditions, both the administration and the team, outside of any scientific observations and research, are able to somehow identify themselves and others according to these types, name the “best” and “worst”, the most and least likely violators. The supernormative and nonnormative types are especially visual and noticeable, although they are less common than the others.

The factor of individual characteristics influences not only the degree of likelihood of organizational and labor violations (the general predisposition of people to comply or non-compliance), but also their specific focus. Different workers are predisposed to different disorders. For example, some are indifferent to-"

adhere to the regulations, but will never commit actions that could cause direct damage to the team or partners; others are very careful in terms of their own safety, but are not particularly moral; still others are especially efficient, but this is where their discipline is limited, etc.

The criterion for typologizing the personality of an employee, the character of any subject of economic activity, is the inertia of deviant behavior. We are talking about the ability of an individual or group to respond to social control, to assess its condition in a timely or delayed manner. For example, an employee can be quite “flexible” and “sensitive” to take into account changes in the disciplinary regime at the enterprise, its tightening or liberalization. He may also be something of an underdog, doing today what is possible only tomorrow, and vice versa. v Finally, in the organizational and labor sphere it is necessary to distinguish between the characteristics of egoism. Selfishness is both reasonable and unreasonable behavior. It often happens that a subject, pursuing exclusively his own goal and ignoring the goals of other subjects, acts against his own interests: by not respecting the social order, he thereby undermines the system in which he himself is included, thanks to which he himself exists. Such unreasonable egoism creates a specific type of “violator” in the organizational and labor sphere.

8.4. Social control in the world of work

Awareness and establishment of certain norms in itself does not ensure organizational and labor order if there is no mechanism of social control.

Social control- this is a specific activity aimed at maintaining normal behavior in a given group or community (compliance of behavior with accepted norms) by various means of social influence.

stabilization and development of production (behavior of RA-170

the botnik is controlled in terms of work results, interaction with others, productivity, etc.);

economic rationality and responsibility (control over the use of resources, conservation of property and property, optimization of labor costs);

moral and legal regulation (the essence of organizational and labor discipline is seen primarily in the observance of morality and law in the relationships of subjects of labor activity);

physical protection of a person (the objects of control are compliance with safety regulations, standard working hours, etc.).

Thus, in the sphere of labor, social control pursues both production-economic and social-humanitarian goals. Social control has a complex structure, which consists of three interrelated processes:

observation of behavior;

response to behavior in the form of sanctions.

These processes indicate the presence of social control functions in organizations.

Depending on the subject of implementation, various types of social control in the world of work can be distinguished - external, mutual control and self-control.

At external control its subject is not included in the directly controlled system of relations and activities, and is outside this system. In an organization, a similar phenomenon is possible due to managerial relations, therefore, here external control is control exercised by the administration.

An important feature of administrative control is its official nature. Control by the administration is perceived as an action on behalf and in the interests of the entire organization, with no or minimal doubts arising about who, why and on what basis

controls (control is perceived as the professional responsibility of certain people). Officiality also means the real possibility of some kind of sanctions corresponding to the rights and powers of the administration, which enhances the objective and subjective effectiveness of control.

Administrative control also has disadvantages, which are clearly manifested in appropriate situations.

In administrative control, among all the normative qualities of organizational and labor behavior, diligence stands out. The importance of diligence in maintaining organizational and labor order is sometimes exaggerated; often this order is completely reduced to diligence, which is associated with the natural psychology of management. Too high a degree of focus on performance in organizational and labor discipline can create a number of Problems, the main and most likely of which are:

formalism in work, a decrease in the importance of actual labor indicators and creative qualities as criteria for assessing behavior against the background of “conscientious submission”;

the use of strict executive discipline as a way to dominate the position and interests of the administration in its relations with employees;

suppression of the employee’s creative qualities and abilities.

Administrative control has its own specific motivation, reflecting the particular attitude of the administration to issues of discipline in the world of work. It is based on both the material and moral interests inherent in managers.

Firstly, the organizational and labor order is considered as a prerequisite for social and economic 172

mic existence and well-being of the organization. In the event of the collapse of the latter, the ordinary employee loses only his job, while the managerial layer loses capital, authority, prestigious occupation and social position, especially if for the administrator the enterprise is his life’s work. V

Secondly, each manager, as a representative of the administration institution, is morally responsible for the staff, requires subordinates to comply with certain norms in their own interests, while showing a kind of paternalistic attitude towards people.

Thirdly, the moral interest on the part of the administration in organizational and labor discipline lies in the fact that the construction of order itself is a creative process, the creative side of managerial work, which enhances its attractiveness.

Fourthly, any control is a way of maintaining power, subordination: as control weakens, the influence on people weakens.

Mutual control arises in a situation where the bearers of social control functions are the subjects of organizational and labor relations themselves, who have the same status. This either complements or replaces administrative control. Not only individuals, but also entire groups are capable of controlling each other from the point of view of discipline in the world of work, if they are sufficiently united on the basis of material or moral interest. There are various forms of mutual control - collegial, group, public.

In mutual control, the supervision mechanism is as simple as possible, since normal or deviant behavior is observed directly. This important circumstance not only ensures the relatively constant nature of control functions, but also reduces the likelihood of errors in regulatory assessment associated with distortion of facts in the information process. From the point of view of the administration, the implementation of control functions by the subjects of organizational-labor relations themselves is beneficial in that it reduces the need for special control activities in management. In many cases, the administration effectively relies on mutual control, mobilizing the forces of the staff themselves to maintain organizational and labor order.

In addition, mutual control operates effectively only under conditions of a certain social and economic organization of labor, based on sufficiently strong integration, which must be understood by everyone. Otherwise, discipline is viewed by ordinary members of the organization as a concern exclusively for the administration; Each individual employee has a favorable and condescending attitude towards the organizational and labor violations of others, since he himself commits them or simply “looks better” against their background.

From a motivational point of view, mutual control is based on material and moral interests.

Firstly, all members of the organization take a principled approach to any organizational and labor violations if these violations can directly or indirectly affect their employment, conditions, performance and remuneration.

Secondly, each individual employee, showing intolerance to organizational and labor violations on the part of others, may fear that these violations may be accidentally and unfairly attributed to him.

Thirdly, sometimes indiscipline is sharply condemned in a work group due to the fact that it attracts unwanted attention to the group itself, reduces its authority and trust in it.

If administrative control widely uses economic means of influencing behavior, then mutual control, due to the limited rights and capabilities of ordinary members of the organization, relies primarily on moral sanctions. The latter are often underestimated, but in reality their regulatory capabilities are quite large.

To confirm the effectiveness of moral sanctions for maintaining organizational and labor discipline, we will give an example from practice. Once upon a time, the following socio-economic experiment was carried out at a number of enterprises in the country: the disciplinary principle of relationships was introduced into the organization of work, according to which responsibility (including material) for any

the organizational and labor violation was assigned not to a specific person - the direct culprit, but to the entire work group. Throughout the experiment, an ideal state of discipline was observed. Each individual employee, as a potential “violator,” was most afraid of becoming a source of problems for everyone, of causing “general anger” of the team against himself, of finding himself alienated and alone through his own fault.

The principle of group responsibility for organizational and labor violations is hardly fair as a permanent practice, but it convincingly proves that moral sanctions can be a stronger factor in strengthening discipline than personal material losses (fines, deprivation of bonuses, etc.).

One of the important manifestations of mutual control in organizations is the so-called evaluative relationship. Their essence lies in the fact that individuals and microgroups give each other certain assessments from the point of view of normative qualities that are important in the organizational and labor sphere. As a result, a structure of personal statuses is formed, favorable, unfavorable and neutral status categories arise, each employee or team “acquires” its own image in the perception of others. Thus, various aspects of organizational and labor discipline become criteria for a personal attitude towards a person or a group of people.

Evaluative relations in social communities such as labor organizations may differ and be characterized by the following features:

categoricalness (mutual assessments can be more or less strict; there is a more or less sharp division into “best” and “worst”; mutual assessments take into account or do not take into account all sorts of complex objective and personal circumstances);

functional conditionality (in some cases, assessments are entirely and exclusively based on an analysis of business indicators, in others, socio-psychological qualities of a non-business nature, likes and dislikes not related to work, are of decisive importance);

inertia (mutual assessments and statuses assigned to each other can be more or less inertial; having arisen once, they change later with more or less difficulty, if the qualities of workers actually change).

Self-control- this is a specific way of behavior of the subject of organizational and labor relations, in which he independently (outside the factor of external coercion) exercises supervision over his own actions and behaves in accordance with accepted norms.

Despite the listed shortcomings, self-control in social communities such as labor organizations is quite significant and real. This type of social control is based on some material and moral interests as motives.

Firstly, self-control is especially likely in cases where an individual labor accounting system is in place, when the employee bears personal financial responsibility for his own work results and economic thinking.

Secondly, important factors of self-control are the awareness, consciousness and experience of the subject of organizational-labor relations, his knowledge of the meaning and significance of organizational-labor discipline, understanding of its benefits and benefits for himself.

Thirdly, normal behavior and discipline for many people are accessible ways of self-affirmation and self-improvement.

Self-control can be a protective mechanism in an organization: if for some reason administrative control is weakened and violated, then the control functions are consciously or subconsciously assumed by ordinary members of the organization, while both the business and the team are preserved.

In specific cases, self-control is registered personally. For example, an administrator with work experience

and with certain abilities he easily “recognizes” those who do not need supervision and external volitional influence from the point of view of organizational and labor discipline, and those in relation to whom they are constantly necessary.

As in other types of human behavior, the so-called personal example is of great importance in self-control. A subject of organizational-labor relations, distinguished by self-control, is capable of significantly influencing the overall situation: demonstratively focusing on discipline, he morally forces other subjects to refrain from violations and attracts them to normal actions.

In many cases, the role of personal example is more significant, simpler and more effective than administrative decrees and propaganda.

1. Continuous and selective. Social control may vary in such important characteristics as the intensity, object, and content of the behavior being supervised.

The continuous or selective nature of social control is determined by many factors - the individual characteristics of the subject of control, fashion, traditions in management style, the qualities and condition of the personnel, the objective specifics of controlled behavior (for example, the specifics of work and its organization).

It is usually believed that an excess of social control

functions are better than their deficiency. Nevertheless, complete control has its own negative sides, which need to be known and taken into account for practical purposes.

Firstly, excessive social control functions sometimes create the effect of destructive interference: they interrupt, for example, work activity in its favorable mode and conditions, and suspend the developed positive organizational and labor ties and contacts.

Secondly, constant surveillance, characteristic of complete social control, creates the discomfort of lack of independence and humiliates with mistrust.

Thirdly, in many cases, attention and evaluation suppress activity and its functional characteristics. Even in early studies, American industrial sociologists found that under conditions of strict certification of a worker, he becomes enslaved (complexed) in certain tasks and functions, and his performance indicators in precisely these tasks and functions fall. In addition, under conditions of harsh sanctions, an employee or team naturally tends to behave according to the “than less action, the fewer violations."

The intensity of all types of social control in an organization cannot be constant; expansion and contraction of social control functions, fluctuations between their continuous and selective nature are more or less regularly observed. Social control is subject to general laws of activity. It is common for any administrative structure to periodically “rest” from performing tedious control activities. This phenomenon extends to mutual control: the subjects of organizational-labor relations themselves cannot always be equally attentive and demanding of each other. Each individual person, as a worker and economic actor, is also not capable of a constantly high level of self-discipline.

The degree and scale of social control are influenced by the actual statistics of organizational and labor violations, as well as their expectations and assessment of probability. If serious violations are not observed for a sufficiently long time, this contributes to the liberalization of control and its selectivity; if, against a relatively normal background, disturbances suddenly occur, then the control functions seem to “awaken again”, while “just in case” they take on a continuous character.

The concept of meaningfulness reflects the depth, seriousness, and effectiveness of control, and the concept of formality reflects its superficiality, visibility, and lack of principle. In the case of formal control, what is observed and assessed is not the substantive quality of organizational-labor relations and activities, their meaning, but external signs that can create the effect of credibility and normality.

Formal control stimulates so-called imitative behavior, when a person, as a worker and economic figure, does not comply with the requirements of discipline in their exact content and meaning, but imitates such compliance; With certain actions, he only reproduces the external signs of relationships and activities to the extent that this satisfies those around him and himself. With sufficient analysis of the problem, it turns out that in the organizational and labor sphere there are potentially great opportunities for simulating activity, conscientiousness, adherence to principles, diligence, deliberation and other normative qualities and aspects of discipline.

A particularly common case of imitative behavior is formalism. It arises as a result of both unwillingness and inability to comply with the norms of relations and activities in essence, i.e. may be intentional or unintentional.

From the point of view of formalism, one should pay attention to the following frequent contradiction: a person who is oriented towards discipline may ultimately turn out to be a formalist, and a person who is guided only by the essence of the matter may end up being an undisciplined worker and an economic subject. Focus on discipline limits creativity, and in the process of creativity, violations of discipline are inevitable. The ratio of such phenomena as

discipline, creativity and formalism is a global practical problem.

3. Open and hidden. Despite their apparent simplicity and specificity, these types reflect rather complex phenomena in the organizational and labor sphere. In general terms, the openness or closedness of social control is determined by the state of awareness, awareness of the social control functions of those who are the object of these functions. Let us highlight several more specific aspects of the openness or closedness of social control in labor organizations.

An important aspect of social control is the certainty of requirements and sanctions. The presence of such certainty prevents uncertainty and surprise in social control, which in turn contributes to its open nature and increases the social comfort of organizational and labor relations and activities. If a person, as an employee and economic figure, is not aware, not informed regarding mandatory requirements and sanctions for failure to comply, then we can talk about the hidden nature of social control.

Another indicator of the open or closed nature of social control is the focus on preventing organizational and labor violations or punishing them. If the organization is dominated by the practice of timely registration of deviant actions, friendly warning information about them and their consequences, and all possible assistance in normalizing behavior, then this indicates the openness of social control.

wearing. Managers naturally strive to limit control over themselves, resist it, disorganize the work of services and team activists, or mislead them. The governed, with appropriate experience and solidarity, can also successfully control the administration.

Social control in the world of work has a complex economic psychology, which is especially evident in the following.

On the one hand, economic interests can be organized and regulated in such a way that there will be no objective need for control; on the other hand, economic interests can sometimes be realized only under the condition of thorough control.

In different cases, control is a reliable way to prevent economic problems or a factor that gives rise to them.

In real life, employees, managers, and various business entities often have to compare the economic price of control itself and the losses that are possible due to its absence.

According to research and observations, many workers themselves do not care about personal safety at work; many voluntarily work extra hours or in harmful conditions for the sake of “big money.” In such cases, the economic behavior of people more or less clearly contradicts their health, and therefore administrative and public control can and should compensate for “failures” of self-control, insure a person and even be responsible for his well-being.

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Psychological foundations of labor relations. Labor behavior

62. Concept of labor behavior

63. Structure of labor behavior

64. Types of labor behavior

65. Social control in the world of work

66. Theories of motivation

67. Needs and interests in the context of work behavior

63. Structure of labor behavior

64. Types of labor behavior

65. Social control in the world of work

66. Theories of motivation

67. Needs and interests in the context of work behavior

68. Values ​​and value orientations

69. Structure of motives for labor behavior

70. The concept of “attitude to work”

71. Typology of attitude towards work

72. Social essence of job satisfaction

73. Concept and stages of labor adaptation

74. Factors of labor adaptation

75. Career guidance and professional development of employees at the enterprise

76. The essence of social and labor conflict

Conflict situation + incident = conflict,

77. Causes of social and labor conflicts

78. Functions and consequences of labor conflicts

79. Resolution of social and labor conflicts

80. Methods, types and forms of resolving social and labor conflicts

81. Social policy

82. Concept social protection

83. Minimum social standards and regulations

84. Social transfers and benefits

85. Social insurance

86. Labor management in an organization

87. Levels, forms and methods of labor management

88. Personnel management in the organization

89. The essence of social partnership

90. Essence and structure of social and labor relations

91. Subjects and levels of social and labor relations

92. Sociological research in the world of work

68. Values and value orientations