Introduction........................................................ ................................ 3
Chapter 1. Motivation and stimulation of personnel in the organization:.... 5
basics of building an incentive system ................................... 5
1.1. Concepts of need, motive and incentive.................................... 5
1.2.Overview of the main theories of motivation.................................................. 14
1.3.Basic approaches to motivation and stimulation of work activity...... 17
1.4. Methodology and practice of building systems
stimulating and developing staff motivation........................ 24
Chapter 2. Analysis of the system of motivation and incentives for personnel
at the enterprise JSC “Petro-Kholod” (St. Petersburg)............... 39
3.1. Brief description of the enterprise.................................... 39
3.2.Assessment of the system of motivation and stimulation of personnel at the enterprise.......... 44
3.3. Conclusions and proposals for the formation of an incentive system and
motivation of the company's personnel........................................ 49
Conclusion................................................. ...................... 58
Bibliography................................................ ............ 61
Annex 1................................................ ................... 63
Introduction
Relevance thesis. The interest of enterprises in increasing production efficiency follows from the structure of economic systems. Each of them has two parts: control and controlled. One of the main functions of the control system is to create effective labor incentives for the managed system.
The path to effective professional activity of a person lies through understanding his motivation. Only by knowing what motivates a person, what motivates him to act, what motives underlie his actions, can we try to develop an effective system of forms and methods for managing him. To do this, you need to know how certain motives arise or are caused, how and in what ways motives can be put into action, how people are motivated.
Today there are a colossal number of ways to influence the motivation of a particular person, and their range is constantly growing.
Moreover, the factor that motivates a particular person to work intensively today may contribute to the “switching off” of that same person tomorrow. No one can say for sure how the motivation mechanism works in detail, how strong the motivating factor should be and when it will work, not to mention why it works.
The abundance of literature on the problems of motivation is accompanied by a variety of points of view on their nature. Which, undoubtedly, predetermines great interest in the problems of motivation and stimulation of a person for activities, including professional ones.
In Russia, the process of forming labor incentive systems occurs in difficult socio-economic conditions. There are not many successful enterprises in the country. Each of them tries to create its own model of motivation and incentives, taking into account the real conditions of the economic environment. Moreover, some top managers form their motivation models, still based on Soviet experience, many of the pro-Western oriented companies are introducing foreign management technologies at their enterprises. There are also those who are developing qualitatively new models that have no analogues in the fairly extensive world practice.
PURPOSE of this thesis- consider the features of personnel incentives in modern Russian conditions using the example of the joint-stock company (JSC) Petro-Kholod, specializing in the production and sale of food products.
IN work tasks includes:
1. Define the concept of motive, need and incentive, analyze the most well-known theories of motivation.
2. Review the main scientific approaches to motivation and stimulation of work activity.
3.Study the methodology and practice of building personnel incentive systems at domestic enterprises.
4. Analyze the system of incentives and motivation of work at the enterprise. Draw brief conclusions and suggestions based on the research results.
Object of study– JSC “Petro-Kholod” (St. Petersburg).
Subject of study– study and analysis of theoretical and practical approaches to organizing systems of incentives and motivation of personnel in modern enterprises.
Theoretical basis of the study. The work uses the works of famous foreign and domestic scientists dealing with the problems of motivation of activity, including motivation and stimulation of work activity, in particular, such authors as L. Brentano, R. Daft, A. Maslow, H. Heckhausen, L.I. .Bozhovich, K.K.Platonov, D.A.Leontiev, E.P.Ilyin, V.S.Magun, P.M.Yakobson and others.
Research information base– documentation of JSC “Petro-Kholod”.
Chapter 1. Motivation and stimulation of personnel in the organization:
basics of building an incentive system
1.1. Concepts of need, motive and incentive
When starting to analyze such a problem as motivation and stimulation of personnel in an organization, it is impossible to do without defining such key concepts as “need”, “motive” and “stimulus”, since these three categories are directly related to the issues considered in our work. Determining the essence of these concepts lies in the field of many sciences, including psychology, sociology, philosophy, economics, medicine, etc.
As an independent scientific problem, the question of needs began to be discussed in psychology relatively recently, in the first quarter of the twentieth century. Obviously, the first work specifically devoted to needs is the book by L. Brentano (1921). He defined need as “any negative feeling, combined with the desire to eliminate it by removing the dissatisfaction that causes it.” Since then, many different points of view have appeared on its essence - from purely biological to socio-economic and philosophical. The first include the ideas of S. Freud and G. Hall about “drive”. The latter include the ideas of V.S. Magun about needs as the absence of good and D.A. Leontiev - as the relationship between the individual and the world around him.
In our opinion, the most correct definition of need is from V.A. Vasilenko: need is a life program inherent in us by nature and society.
The point of view of V.I. Kovalev also deserves attention. He writes that the emergence of a need in a person is associated with his “appropriation,” his acceptance of the needs of social development. For example, the need for work arises as a result of awareness of social necessity, the importance of work for every person for society and the state. Society's requirements for each of its members act as motivational tasks; after being accepted by a person they become long-term motivational attitudes, which in certain situations are updated and transformed into motives of behavior and activity.
Now let's turn to the concept of “motive”. According to H. Heckhausen, motive includes such concepts as need, motivation, attraction, inclination, aspiration, etc. With all the differences in shades, the meanings of these terms indicate the “dynamic” moment of action being directed towards certain target states, which are independently from their specificity, they always contain a value element and which the subject strives to achieve, no matter what various means and paths lead to this. With this understanding, we can assume that the motive is set by such a target state of the “individual-environment” relationship, which in itself is more desirable or more satisfactory than the existing state. From this very general idea, one can draw a number of consequences about the use of the concepts “motive” and “motivation” in explaining behavior or, at least, identify some of the main problems of the psychological study of motivation. If we understand a motive as a desired goal state within the framework of the “individual-environment” relationship, then, based on this, we can outline the main problems of the psychology of motivation.
1. There are as many different motives as there are meaningfully equivalent classes of “individual-environment” relationships. These classes can be distinguished based on characteristic goal states that people often strive for.
2. Motives are formed in the process of individual development as relatively stable evaluative dispositions.
3. People differ in individual manifestations (character and strength) of certain motives. Different people may have different hierarchies of motives. Thus, there is a problem in measuring motives.
4. A person’s behavior at a certain point in time is motivated not by any or all of his possible motives, but by that of the highest motives in the hierarchy (i.e., the strongest), which, under given conditions, is most closely associated with the prospect of achieving the corresponding goal state or, on the contrary, the achievement of which is called into question. Such a motive is activated and becomes effective. (At the same time, other motives that are subordinate to it or are in conflict with it can be activated. But for the sake of simplicity, we will neglect side motives.) Here we are faced with the problem of updating the motive, i.e., with the problem of identifying the situational conditions leading to such updating.
5. The motive remains effective, i.e., participates in motivating behavior, until either the target state of the corresponding “individual-environment” relationship is achieved, or the individual approaches it, as far as the conditions of the situation allow, or the target state ceases threateningly move away, or the changed conditions of the situation will not make the other motive more pressing, as a result of which the latter is activated and becomes dominant. The action, like the motive, is often interrupted before the desired state is achieved or breaks up into parts scattered over time; in the latter case, it usually resumes after a certain time. Here we are faced with the problem of isolating parts of action in the flow of behavior, i.e., with the problem of changing motivation, resumption or aftereffect of motivation that has already taken place.
6. Inducement to action by a certain motive is designated as motivation. Motivation is thought of as a process of choosing between various possible actions, a process that regulates, directs action to achieve target states specific to a given motive and supports this direction. In short: motivation explains the purposefulness of action. In this case, we are dealing with the problem of motivation as the general purposefulness of activity and, in special cases, with the problem of motivational conflict between different goals.
7. Motivation is certainly not a single process that uniformly permeates a behavioral act from beginning to end. Rather, it consists of heterogeneous processes that perform the function of self-regulation at individual phases of a behavioral act, primarily before and after performing an action. So, first there is a process of weighing the possible outcomes of an action and assessing their consequences. In this case, we are faced with the problem of analytical reconstruction of motivation through hypothetical intermediate processes of self-regulation that characterize individual phases of the course of action.
8. The activity is motivated, that is, it is aimed at achieving the goal of the motive, but it should not be confused with motivation. Activity consists of individual functional components - perception, thinking, learning, reproduction of knowledge, speech or motor activity, and they have their own accumulated stock of capabilities (skills, skills, knowledge) accumulated during life, which the psychology of motivation does not deal with, taking them for granted. How and in what direction various functional abilities will be used depends on motivation. Motivation also explains the choice between different possible actions, between various options perception and possible contents of thinking, in addition, it explains the intensity and persistence in carrying out the chosen action and achieving its results. In this case, we are faced with the problem of the diversity of influences of motivation on observed behavior and its results.
Instead of motives, we can talk about needs or attitudes, instead of motivation - about directed attraction, and the purposefulness of behavior can be farmed out, as in classical theory learning, well-mastered stimulus-response connections. You can even abandon the concepts of “motive” and “motivation” and base it, as Kelly does (G. Kelly, 1955, 1958), on “systems of personal constructs.” The problems remain essentially the same, only the approaches to solving them change slightly. The form of presentation and theoretical concepts used are nothing more (but also nothing less) than a way of understanding the problems that were and are designated in naive and scientific explanations of actions by the general word “motivation.”
The fundamental difficulty is that motive and motivation (or their equivalents - incentive, for example) are not directly observable and thus inaccessible to direct cognition. As explanatory concepts, they are hypothetical constructs. It is necessary to empirically prove that the use of these constructs is fruitful. This requires special methodological prerequisites and experimental designs.
It should be noted that the meaning assigned to certain views on the problem has changed markedly over time. If, for example, at the birth of the psychology of motivation, interests were mainly focused on the classification of motives, now this is considered unfruitful, and careful isolation of a separate motive is considered sufficient. In relation to specific motives, much attention is drawn to the seventh problem, namely the analysis of the mediating motivational processes of self-regulation.
Not only in terms of the chosen issues, but also in terms of the level and differentiation of theoretical and methodological approaches, the psychology of motivation to this day presents a rather motley and heterogeneous picture. Many researchers do not go beyond the purely descriptive level, fearing to expose theoretical constructs to the danger of being shattered by empirical evidence, so fragmented approaches to the psychological study of motivation are more likely to be the rule than the exception.
If at the dawn of scientific research, and in everyday speech even today, the concept of motive meant a conscious urge to action, a reflection of its intention, then later professionals abandoned such an understanding. After all, an action turns out to be motivated, in the sense of its purposefulness, even without being accompanied by the conscious intention of the subject, or even when at all, it is difficult to imagine any intention. There must be something that allows you to choose between different options for action, “launches” the action, directs, regulates and brings it to an end, after which a new sequence of actions begins, in which again you can see a different purposefulness. This is something, for now called simply motivation (not motive), a concept used primarily to explain the sequence of behavioral acts aimed at a specific goal, which, depending on the current circumstances, can be achieved in very different ways. Purposefulness of behavior is especially striking when the same person tries to achieve the same goal in completely different ways. When a direct attempt to achieve a goal encounters an obstacle, another, sometimes roundabout, path is chosen. Thus, completely various ways actions can reveal the same purposefulness (motivation). Brunswik (E. Brunswik, 1952; 1956) called this equifinality and illustrated it with the so-called lens model, thereby developing a probabilistic model that made it possible, given observational data of extremely diverse sequences of actions, to determine their goal-directed equifinality. However, identifying clear focus with motivation does not explain anything; motivation remains a problem. The attempt to interpret motivation, i.e., the purposeful nature of observed behavior, through attributing a motive to the subject does not change anything. Such derivation of motivation from a specific motive will be useless, a semblance of explanation, or, as they say, will suffer from the fallacy of a vicious circle. We give a name to observed behavior and believe that this name contains its innermost essence. In reality, we are just designating certain facts of the observed action, namely the fact of its purposefulness.
Such pseudo-explanations are often found in everyday psychological language. A child plays because he has a “need to play,” people save because they have a “thrifty motive,” someone does work in their free time because they have a high “achievement motivation,” etc. d. Such reasoning has no scientific value, they are simple game words, which is determined by the desire of people to reduce observed phenomena to final causes. However, to conclude from this that we are all obsessed with the “motive of explanation” is to fall back into a vicious circle.
Ultimately, Heckhausen says that a “motive” is just a “thought construct” and not an actual psychological phenomenon.
In foreign psychology alone, there are about 50 theories of motivation. In Russian psychology, the definition of motive is also quite diverse. L.I. Bozhovich considers feelings, experiences, ideas as a motive; K.K. Platonov means by motive mental processes, states and personality traits, etc.
Thus, the problem of motive and motivation remains hotly debated in science and difficult to study experimentally.
From a psychological point of view, motive, and not the stimulus itself, motivates and directs
activity
person. Stimulus, stimulation, stimulation is something external to a person. An incentive may or may not become a motive. It will become a motive when it encounters an “internal” need, a system of needs, or an already established system of motives.
Motive is the product of a meeting between the “external” (stimulus) and the “internal” (system of needs or motives that have developed in the past), or, as psychologists say, there is a motive
objectified need
. In this sense any motivation is immaterial
, even if it was born from a meeting with a very significant material incentive. This can be expressed in a simple formula:
incentive + need = motive.
We can also say about the stimulus that they are tools that cause the action of certain motives. The incentives are some objects, the actions of other people, carriers of obligations and opportunities, everything that can be offered to a person as compensation for his actions, or what he would like to acquire as a result of certain actions. A person reacts to many stimuli unconsciously. In some cases, his reaction may not be under conscious control.
The response to different stimuli varies from person to person. Hence, incentives have no absolute meaning if people are unable to respond to them. Thus, in conditions of strong inflation, wages and money largely lose their role as incentives and are already used to a limited extent within the framework of managing people.
Using a variety of incentives to motivate people provides an incentive process that takes many different forms. One of the most common is financial incentives. The role of the latter in a market environment is especially significant. Here it is important to correctly assess the situation within which material incentives are implemented, and try not to exaggerate its capabilities, given that a person is characterized by a very complex system of needs, interests, priorities and goals.
Stimulation is fundamentally different from motivation. The difference is that incentives act as a means by which motivation can be achieved. The higher the level of development of human relations in an organization, the less often incentives are used as a tool for managing people. Education and training as methods of motivating people determine the situation when members of the organization show interested participation in the affairs of the organization, carry out the necessary actions, without waiting or even receiving any stimulating influence.
The famous American psychologist Abraham Maslow, having proposed a hierarchical classification of human needs (from basic physiological to higher spiritual), formulated a psychological law according to which a person can only be motivated to activity by appealing to higher-order needs, when his rear is “provided” - his needs are satisfied lower order.
It follows from this provision that if basic needs are frustrated or there is a threat of frustration, then it is hardly possible to stimulate and direct activity by influencing higher-level needs. The simplest but most convincing example is this situation. A drowning man is thrown a life preserver on the left, and a million dollars in a waterproof bag on the right. With a high probability, it can be argued that a person will first prefer to grab the circle, and only then, feeling safe, will start catching a million (if he remembers about it). The opposite behavior will be assessed by most people as a mental anomaly.
The simplest model of the motivational process is presented in Fig. 1.1.
Motivational process
Motivation can be internal and external (Fig. 1.2).
Now, having an idea of need, motive and incentive, we can consider the main provisions of the most well-known theories of motivation and the features of stimulating work activity.
1.2.Overview of the main theories of motivation
Motivation occupies a central place in psychology, since it is directly related to learning, memory, emotions, personality and other areas of psychological and sociological knowledge.
Need reduction: homeostatic theories of motivation. The scientific study of the causes of human and animal activity, their determination, was started by the great thinkers of antiquity - Aristotle, Heraclitus, Democritus, Lucretius, Plato, Socrates. Democritus, for example, considered need as the main driving force that not only set in motion emotional experiences, but also made the human mind sophisticated, allowing the acquisition of speech, language and the habit of work.
The main provisions of homeostatic theories of motivation are as follows. If all human needs were satisfied, people would find themselves in a state similar to lethargic sleep. This phenomenon can be observed in animals. Thus, in order to induce them to actively act in some experiment, it is often necessary to use an electric shock or other negative stimuli.
Although needs and drives are not the same thing, in practice, an increase in need leads to an increase in drive. The concept of “homeostasis” in the psychology of motivation means that the source of motivation is the body’s desire to maintain an internal environment free from destructive drives. Freud argued that if instinctual urges are not given vent, they will lead to illness. Ethologist K. Lorenz added to this that strong drives will be discharged in any case, if not through an external stimulus, then spontaneously with the help of some internal mechanism. This explanation of motivation is called the hydraulic model (classical ethological model of behavior). E. Fromm, giving Freud's position a humanistic direction, argued that the goal of human character development is to overcome the contradiction between physiological and actually human needs.
Need induction: activation theories of motivation. If supporters of need reduction theories consider homeostasis, or the absence of drives, to be the ideal to which the body strives, then defenders of activation theories consider the average rather than the minimum possible level of drives as a preferable state. The advantage of activation theories is that they explain conditions in which activation (increased need) becomes desirable, e.g. sports competitions. Homeostatic theories make us think that each individual strives to take the path of least resistance.
Hedonic theories of motivation consider pleasure as the primary motivation. According to Freud's theory, the very nature of man is such that, consciously or not, he strives for pleasure and avoids suffering. Freud called this the “pleasure principle.” It has been experimentally shown that rats act more energetically for tasty food, regardless of how nutritious it is. Some experiments link hedonic motivation with the stimulation of the brain's pleasure centers.
Incentive theories of motivation. Besides pleasure, there are other motives. Some individuals strive for superiority, success, power and competence. Adler based his psychological theory on the principle of striving for superiority. Competence is also often mentioned as a basic motivation; they strive for it because inability and failure cause condemnation. Both of these aspirations are two sides of the same coin, and both are motivating aspirations. The motivation for failure can be so strong that it leads to suicide, especially among students.
Typology: theories of predetermined motivation. Many psychologists believe that motivation is innate. The diversity of motivations among people is explained by their genes, constitutional characteristics and physiological characteristics. The corresponding physical type determines a particular type of character. Constitutional psychology created by Kretschmer and developed in detail by W. Sheldon is based on three main types of body structure with their corresponding psychological temperaments: endomorphs (large build) with a viscerotonic temperament (sociability, love of comfort and relaxation); mesomorphs (muscular build) with a somatotonic temperament (strength, ambition, love of sports); and ectomorphs (thin build) with a cerebrotonic character (restraint, love of solitude and intellectual pursuits).
Other theories of innate motivation. Pavlov drew attention to the orientation reflex in animals. A dog, for example, perks up its ears to detect a sound. People can concentrate on a goal using their eyes, ears and other senses. At the same time, when some analyzers are activated, others are inhibited. The study of species-specific defensive reactions showed that some animals are genetically programmed to flee, others to freeze, and others to attack. These innate defense responses serve as survival mechanisms. Thus, an unexpectedly frozen squirrel seems to merge with its environment and become invisible. Motorists usually cannot understand why squirrels stop in the middle of the road in front of their car. The reason is that they instinctively resort to species-specific behavior.
1.3.Basic approaches to motivation and incentives
labor activity
The issue of motivating people to work in our country has always been considered from non-economic and non-social-psychological positions. Yes, through a combination of cane discipline and ideological slogans, although ineffective, for some time it was possible to make a friendly family of nations work. But over time, the eyes of even the most short-sighted were opened, and the friendly family, if not completely disintegrated, was then experiencing chronic family troubles. Therefore, we must learn to motivate our fellow citizens not only to work conscientiously, but also to work meaningfully, focused on creating scientific and technical values that are competitive in the modern world. Therefore, world experience in the field of motivation should be useful to us first of all.
Different countries have different models of motivation and incentives for work. For example, in Japan, it is based on a hierarchy of ranks. In the USA, the system of incentives for work activity involves justifying the strategic and tactical goals of the organization, establishing on this basis the goals of the unit and each employee, choosing the means to achieve the goals, and agreeing on general, specific and individual goals.
The behavioral models of Maslow, Alderfer and McGregor are most often used as a basis, which are designed to explain some of the existing “oddities” in people’s behavior. Why hungry and practically homeless fellow citizens will not work effectively for the good of society - this is the theory of Maslow and Alderfer. Why workers sometimes break “smart” machines instead of working hard on them can be explained by McGregor’s theory.
But if it is necessary to move from a simple understanding of the essence of what is happening to specific and effective management actions, and these are the problems facing the majority of domestic managers, then it is simply impossible to do without the application of the theory of motivation.
The most paradoxical and significant result was obtained during research conducted by Herzberg with a group of employees. They were able to establish, albeit on a small and non-random (two professional categories) sample, that the factors influencing motivation can be divided into two groups and that the factors of these two groups are independent of each other. Actually, the factors of dissatisfaction (“hygiene” factors according to Herzberg) and satisfaction (respectively, motivation factors) can be any and depend on the specific situation, but their different and independent influence on human behavior remains.
The works of other authors (E. Mayo, as a representative of the Hawthorne group, E. Schein and others) consider a simpler and, at the same time, more applied aspect of motivation - and what to do with these specific people in this specific situation. Rational economic theory says unequivocally: pay more. However, our national characteristics in management are only that our fellow citizens tend to work less the more they earn. Expectancy theory (W. Vroom, Porter and Lauler) in this sense is more practical and more consistent with real conditions. Let us note that with any research method it is discovered that the socio-psychological tendencies of the activity of both an individual and self- and mutually controlled conglomerates of individuals are directed towards the future. As a special case of this approach, expectancy theory shows the relationship between people's returns and their expected correspondence between rewards and their efforts.
The social model that some of the Hawthorne findings led to states, simplistically, that one of the strongest motivating factors is social relationships. This conclusion has been challenged and disputed by many scientists, and several experimental studies have been carried out to refute the social theory. However, it is possible that for Russia, with its divided society in the context of the rejection of past ideological principles, with a persistent search for a national idea, the social model may turn out to be very applicable and useful. This is especially true in the absence of civil society in Russia (“the presence of institutions and social groups that are independent of the state and partly help it in its activities” - according to M. Levin’s definition, which N. Werth refers to in his work on the history of Russia) , designed to help social development and, in particular, increase the efficiency of social production (by which we now probably need to understand the entire set of producers who in Russia can be classified into seven different modes of production).
Shane proposed a complex model in which he tried to combine some of the above, but the resulting hybrid largely lost its practical value, since it becomes unclear without expensive experimental studies which part of this complex theory to give preference to.
Let us suggest some possible development or applied interpretation of Shane's ideas. In fact, virtually all of the theories mentioned, like Schein's theory, deal with different aspects of the same problem - the motivation of an individual to certain actions. Here we note the undoubted connection between goal setting and motivation, since it is impossible to motivate “in general”, and the actions that a given individual is motivated to perform always have some kind of goal, i.e. there is a goal and the motivation arising from it, which different theories consider from different aspects of human activity. It is logical to assume that over time and depending on changes in external conditions and internal settings, the boundaries practical application each of the models will shift, covering either a narrower or a wider area of such a multifaceted concept as “motivation”. Since this process occurs continuously, we can say that the areas covered by various theories and characterizing the motivation of an individual are in dynamic equilibrium with each other.
Representatives national school motives for work are divided into three groups:
Motives for work;
Motives for choosing a profession;
Motives for choosing a place of work.
Among the motivating reasons that force a person to engage in work are the following:
1) motives of public order;
2) receiving certain material benefits;
3) satisfying the need for self-actualization, self-expression, self-realization.
IN in general terms The motives of human activity can be divided into selfish and altruistic. The first are aimed at the well-being of the individual, the second - the family, the team and society as a whole.
The historical approach to motivation that developed in ancient times was called the “carrot and stick” method. The essence of this approach very accurately reflects the social philosophy that has dominated society for many centuries. Anyone who can be forced to work with a whip, i.e. under threat of punishment, this is how one should motivate. Where it is dangerous or impossible to punish, encouragement should be used. In average situations, reward and punishment should be combined.
When analyzing economic systems, they usually proceed from selfish motives (the concept of “economic man”). This approach is justified in most practical situations. At the same time, altruistic motives are just as organically inherent in humans as selfish ones. In the course of evolution, those groups of people were preserved and developed that provided effective care for children, the elderly, the sick and the weak.
One of the most famous sociologists of the twentieth century, P. Sorokin, paid considerable attention to the study of altruistic motives. In the last years of his life, he organized the Research Center on Creative Altruism at Harvard University. Sorokin conducted a number of fundamental studies and identified a number of factors and conditions for the formation of altruistic motives. He identified three types of altruists:
a) “natural”;
b) “shocked or benefited” (late-appearing) altruists, whose life is divided into two periods – pre-altruistic and altruistic;
c) an intermediate type, which carries the features of both “natural” and “acquired” altruists.
Until recently, the relationship between egoistic and altruistic motives in economic activity very little attention was paid. Now the situation has begun to change.
As for egoistic motives, two groups of such motives can be distinguished according to their orientation towards: the work process; result of the work.
In the first case, the motives are determined by the content of the work, working conditions, the nature of the relationship between employees, and the opportunities for the manifestation and development of human abilities.
In the second case, there may be three main motives: the significance of the work; material reward; free time.
In particular, financial reward can take various forms. Most often this is cash income. This group of motives also includes confidence in job security, access to scarce goods, social security, etc.
As the results of sociological research show, the motivational structure significantly depends on the level of well-being, traditions, age and other factors.
A hired worker is like a conscript - both are “cannon fodder” and have few opportunities to become professionals, receiving a pittance and doing often useless work. Our low salaries are a consequence of low productivity. A significant increase in wages is only possible if work organization is improved, as foreign consultants constantly tell us.
The time of a team consisting only of employees, passes. Today it is no longer possible to find goals for him: he will look for goals on his own and in the wrong place. Hired workers today make their enterprise absolutely uncompetitive, and the further they go, the more so.
At present, indeed, it is often not taken into account (and many of our managers and entrepreneurs probably do not know) that powerful motivators lie in the organizational and socio-psychological spheres, these include: the nature and content of work, the level of self-government, work morale and moral and psychological climate, informal relationships, management style. This is convincingly proven by management practice in modern enterprises.
1.4. Methodology and practice of building systems
stimulating and developing staff motivation
Quite a lot has been written about the methodology for building incentive systems and developing staff motivation. What I would like to draw your attention to first of all. First of all, Russian managers are trying to build their own models of assessment, incentives and motivation, based on specific operating conditions. Let's give an example.
In the Russian Crown group of companies, lower-level personnel undergo certification procedures on a monthly basis. An organization whose work is built on attracting and servicing clients and selling services simply cannot afford to evaluate such personnel once every six months or a year, otherwise control over their work will be lost.
The most general criteria for assessing junior personnel are the following indicators of the employee’s labor behavior:
Fulfillment of undertaken obligations,
Quality of work,
Independence at work
Competence,
Reliability,
Attitude to work
Attitude to the profession
Discipline,
The desire to improve qualifications,
Relationships with colleagues,
Relationships with clients.
In accordance with current legislation (Presidential Decree Russian Federation“On approval of the Regulations on the certification of federal civil servants” dated March 9, 1996 No. 353) a civil servant cannot be certified more than once every 2 years and less than once every 4 years. I think it is unnecessary in this case to talk about the educational and motivational functions of certification. They are reduced to zero by the timing and form of its implementation. However, in the civil service, certification still plays a certain role, but this is a topic for another study.
But the most interesting thing is that if certification is not mandatory in accordance with federal law or other regulatory legal act, but its implementation is provided for by the local regulatory act of the organization, then it must be carried out in accordance with general rules, which were established by acts of the former USSR (for example, the Regulations on the procedure for certification of managers, engineering and technical workers and other specialists of enterprises and organizations of industry, construction, agriculture, transport and communications, approved by the resolution of the State Committee for Science and Technology of the USSR and the State Committee for Labor of the USSR of October 5, 1973 No. 470/267). And this means that commercial organizations, when normatively establishing the certification procedure, they must take care of its compliance with the “principles of developed socialism.” I think that further comments here would be inappropriate. It is obvious that the civil service system needs serious improvement, including from the point of view of creating a new model for evaluating civil servants.
The Russian Crown company certifies insurance agents of all categories (with the exception of chief specialists), managers for attracting clients for service, and customer service managers. This category of employees is assessed once a month. For an organization whose work is built on attracting and serving customers and selling services, such a cyclical assessment is probably optimal.
A group of employees from one area of activity, headed by their immediate supervisor, is invited to the certification commission. And the grand jury, based on the data provided, evaluates the results of each of its employees in the presence of this entire group. They try to ensure that every top manager attends at least one certification per month, as an “honorary chairman,” especially if they know that the direction they supervise suffered failure in the reporting month. And basically the commission includes managers from the head of the department and above, as well as the oldest employees of the company; just respected employees, trainee employees who are part of the personnel reserve; Commission secretary - employee of the personnel department supervising the certified area. The commission is not permanent; its members change quarterly, because The commission works once a week, actually a whole working day. The number of commission members is 3-5 people. The number of employees in the department does not exceed 20 people; no more than 200 people are certified per month - this is the maximum number of low-level personnel in this category.
A detailed assessment of weak and strengths, the degree of realization of the potential of each employee, the specific results of his activities. The best employee in the department is identified, who is immediately awarded a bonus, and the worst employee, who will have to work for the entire next month under the supervision of a personal curator (he will present his proposals for the further use of this employee for the next certification).
The certification commission also identifies groups of employees who work consistently with results, who work consistently and with varying degrees of success. Those who work “with stable results” include not only employees who exceed the plan, but also those who have a creative approach to its implementation. Depending on membership in one of the groups, the employee receives a monthly ranked income and enjoys the corresponding privileges.
The results of the job evaluation and the wishes of the certification commission for each employee are published via internal communications and are available to any employee of the organization.
Thus, certification in this case acts not only as one of the elements of personnel performance assessment, but also as one of the elements of motivation and stimulation of work. In this version, it is not formal in nature. At the beginning of the procedure, each employee of the specified category of personnel reports for the implementation of the monthly work plan, his report is supplemented by comments from the line manager. The person being certified is given the opportunity not only to hear the categorical verdict of the jury, but also to find out a professional assessment of his work by authoritative people of the organization included in the certification commission, to participate in his own assessment, and to appeal to the top management of the organization if he disagrees with the final conclusions.
The presence of colleagues at certification and the availability of information about the results of certification act as powerful factors of motivation for productive work. Naturally, with such openness the principles of objectivity and correctness must be observed. For example, an employee who did not fulfill the plan due to lack of experience and an employee who used working time for personal interests cannot be equally severely reprimanded. Identifying the worst employee should not be the end in itself of this process. But if he still exists, then we need to help him. And here a personal supervisor plays a significant role, who not only monitors the work of this employee for the next month, but also helps build it in an optimal way to fulfill the individual plan. For additional workload, a personal curator receives an individual bonus to their monthly income. This bonus has lower and upper limits and is determined based on the results of the monthly work of the supervised employee.
Personnel evaluation should be public. Because in this case, not only conscientious employees benefit, but also the entire team of the organization, who can see the successes and shortcomings in their work, the dynamics of the organization’s development, the informal approach to business, and the interest of managers at all levels. And the public determination of monthly remuneration shows employees the interest of the organization’s management in observing the principle “to each according to his work,” and eliminates the gossip about “favorites” and “deprived” that are so common in any structure.
Today, many domestic companies are developing serious comprehensive personnel motivation programs. However, these programs do not always work effectively because they do not take into account the characteristics of individual employees. Motivating a person who values peace and stability with the opportunity to solve complex problems at his own risk is just as inappropriate as motivating an active, enterprising person with a salary bonus for length of service.
It is clear that any systems, including the motivation system, are developed and implemented in line with the overall strategy of the organization. It should be remembered that the strategy itself is implemented at specific workplaces. A balance is required between the interests of the organization as a whole and individual employees.
JSC “Bread House”(director V. Fedorenko)
The workers left after finishing their shift, abandoning the emergency furnace. The next day at the meeting they said: “If we don’t like it, we’ll quit.” The director replied: “Quit!” Irresponsibility was overcome and discipline was established.
Turbine blade plant(director V. Chernyshev)
The director took decisive action to stop the lies, primarily at the level of middle management.
JSC “Russian Gems”(director A. Gorynya)
The toilets were reconstructed and equipped with modern imported equipment. Very soon people stopped “unscrewing the shiny parts” and stealing toilet paper.
The above examples show that the time of anarchy is ending. In the new situation, the staff confronts the director. In this confrontation, the position of the director is stated. And if this position is objectively correct, and the director has the appropriate authority, then it is accepted by the staff.
Establishing basic order is the cultural basis for the successful functioning of Russian firms in modern conditions.
In relation to the social intra-company environment and to stimulating labor, the bureaucratic vertical performs the function of suppressing social differences and subordinating goals various groups one common goal. According to this definition of the functions of bureaucracy organizational culture it is quite justifiable to interpret it as ideological. With the help of the term “ideology”, two features assigned to it are most fully and familiarly expressed for us: firstly, the derivative, superstructural nature of ideas and values; secondly, the repressive nature of these ideas and values.
Modern intra-organizational policies allow us to assume that the nature of social interaction in a company is changing dramatically. Ideology is being replaced by the dominance of values that arise in the course of cooperation and which, in turn, themselves become the basis that determines the superstructure of the professional responsibilities of workers. In this case, cooperation is understood as a special technology for the formation of intra-company values, which by no means excludes the initial asymmetry of participants in interests and goals. The most important feature of the formation of these values is the focus on the employee, his needs and capabilities, and not on the function he performs.
The new nature of labor relations is clearly revealed in large Western companies, reflecting global social changes and the transition of society to post-industrial values and forms of life. In large Western companies, work with personnel acquires a total character, which allows us to talk about a fundamental change in attitudes towards hired labor. Transferring the experience of this work to Russian soil must be done with caution. For domestic conditions, at present, in most enterprises it is more useful to use traditional mechanisms of organizational and symbolic violence.
Symbolic violence should be understood as a function of power, presupposing its unconscious acceptance through a system of meanings and a hierarchy of values that acquire a “self-evident” character.
Let us define the main, in our opinion, incentives and motivating criteria in professional activity:
Any incentive actions must be carefully designed, especially by those who require action from others;
Chapter 2. Analysis of the system of motivation and incentives for personnel
at the enterprise JSC “Petro-Kholod” (St. Petersburg)
2.1. Brief description of the enterprise
JSC Petro-Kholod was created in 1993 and today is a large diversified enterprise with a wide range of manufactured goods, a large producer of ice cream, and has an extensive network of shops and cafes. The company is also engaged in the production of bakery, sausage, confectionery, dairy products, processing and sale of fish products, and production of dry ice.
The main task of Petro-Kholod JSC is to provide residents of St. Petersburg and the Leningrad region with high-quality food products.
To achieve its goals, Petro-Kholod JSC has identified priority profitable areas of development:
Introduction of new technological lines for the production of ice cream;
Development retail food products purchased without intermediaries;
Reducing unproductive expenses;
Structural and technological reorganization of the enterprise;
Development of new production facilities, expansion of the range, improvement of the quality of products;
Maintaining the price level at a fairly low level.
A necessary condition for successful work in market conditions was the development of modern marketing technologies by JSC Kholod, the implementation of structural, organizational and personnel measures to ensure a flexible response of a fairly large production to market changes in the ice cream market.
The company has accumulated exceptional experience in working in a market economy, has formed a difficult-to-assess human resources potential, and has mastered modern technologies management, the almost complete absence of such a scourge of Russian enterprises as corruption, theft, incompetence, and irresponsibility in making management decisions is ensured.
The results presented in terms of subjective conditions for ensuring activity were achieved through a set of strict measures against managers, specialists and personnel. Currently, the enterprise is a fairly strong, autonomously functioning economic mechanism, which has a certain margin of safety, clear production and investment programs, a well-coordinated team capable of solving the problems facing it.
The positive results of Petro-Kholod JSC were achieved in conditions when the vast majority of ice cream producers and other enterprises in this market sector were practically idle or were experiencing serious financial difficulties.
The company's management pays attention not only to the quality of its products, but also to the culture of customer service, the external and moral character of the company's employees, their level of education and professionalism. High demands are placed on cleanliness and order in general at the enterprise, its individual divisions, production and retail premises.
JSC “Petro-Kholod” began to develop and maintain a quality system based on the international standards “Product Quality Management” ISO 9000, which ensures quality control at all stages of the enterprise’s activities.
For this purpose, the enterprise has created a working group of specialists under the leadership of the head of the planning and forecasting department. Commission meetings are held monthly, where action plans for the development and creation of quality systems are discussed and outlined. Information about the company's policy and plans in the field of quality is conveyed to the workshop personnel at quality meetings held in the workshops.
Every month, the chief engineer of the enterprise holds a “Quality Day”, at which issues of improving the quality of products and labor are quickly resolved, where ordinary employees of the enterprise are present and participate in the discussion. Along with this, special attention is paid to training the company’s personnel in working methods with a focus on improving product quality and reducing its price, training engineering personnel who know modern methods quality management.
The necessary resources are allocated to study progressive experience in quality management, to acquire necessary literature, various application programs. To improve the quality and speed of work, the enterprise has installed a powerful local computer network, and office equipment has been installed in all divisions and departments.
In order to ensure the effectiveness of the implementation of the enterprise's policies and plans to improve product quality, the plant is carrying out targeted work to improve the structure of production and sales management. In accordance with the “Conceptual Framework and practical recommendations To create a marketing service, a marketing service has been created at JSC Petro-Kholod, whose responsibilities include product sales. The management of the joint-stock company actively participates in working with consumers through personal contacts, at exhibitions, and presentations, which makes it possible to study the needs of other organizations. JSC “Petro-Kholod” takes part in various seminars, conferences, and contributes to the development of this organization. Specialists of Petro-Kholod JSC are members of the Consumer Rights Protection Society and take an active part in developing product safety requirements, conducting examinations of product quality and compliance with trade rules.
Long-term plans are developed based on the forecast for the development of the refrigeration industry in Russia, the CIS, Europe, and America.
The annual business plan of an enterprise determines the order, sequence, timing and costs of performing interrelated actions intended to achieve the desired end result according to the following indicators:
Volume of production in physical terms;
Sales of products;
Economic indicators;
Product quality;
Expansion of sales markets.
So the goals and objectives of the business plan for 2000-2005. determined based on the principle “XXI century - highest quality”. Planning of product groups is carried out on the basis of an analysis of the qualitative characteristics of competitors, their production volumes, costs, etc., based on information about their technical achievements. The business plan sets goals for a significant reduction in defects.
JSC Kholod has established feedback with product buyers in the form of tests:
- “Test for retailers of products manufactured by JSC Petro-Kholod”;
- “Test for wholesalers of products manufactured by JSC Petro-Kholod”;
- “Consumer test of ice cream buyers of JSC Petro-Holod.”
Such information helps to determine the nature and scope of problems associated with products and make management decisions in a timely manner.
JSC Kholod has implemented a unified information network for receiving, collecting and processing information. NOVELL 4.11 networks operate on the basis of the FAST ETHERNET 100 Mbit/s physical network. and WINDOWS NT 4.0. Data processing and document flow are based on application software MICROSOFT OFFICE - 97.
JSC “HOLOD” has a unique selection of literature and recipes for ice cream production.
The introduction of a unified information network for the receipt, collection and processing of information allowing the processing of information in the system (input-process-output) allows the planning department to forecast and financial analysis conduct daily operational analysis of resource receipt, processing, and output finished products. Timely information support for managers of 1st and 2nd ranks makes it possible to quickly make decisions - the most important indicator of the quality of work of Petro-Kholod JSC.
Using information from the INTERNET allows you to analyze the price level for all main types of purchased raw materials and supplies, as well as acquire technical documentation on the latest developments of formulations and additives in the production of products of Petro-Kholod JSC.
Fig. 2.3 Dynamics of payments to budgets and extra-budgetary funds
in 1994 – 1999
In October 2002, JSC “Petro-Holod” received an international prize in Paris, established by the publishing group Editorial Office, “Food and Beverages”, as the most dynamically developing enterprise.
3.2.Assessment of the personnel motivation and incentive system
at the enterprise
The company employs more than 900 people. According to the data given below (Fig. 2.4), the number of employees at the enterprise has been growing steadily over the past 8 years, which is primarily explained by the constant increase in production volumes and sales of products.
1995 1996 1997 1998 1999 2000 2001 2002
Fig.2.4 Growth in personnel numbers
Effective use of employee potential includes:
Planning and improvement of work with personnel;
Support and development of employees' abilities and qualifications.
In total, the company employs 939 people, including 120 employees, 276 employees engaged in the production of the declared products.
The main task of the personnel service at the enterprise is:
Carrying out an active personnel policy,
Providing conditions for the initiative and creative activity of employees, taking into account their individual characteristics and professional skills,
Development, together with the financial and economic service, of material and social incentives,
Close interaction with the trade union committee in matters of medical care, catering, development of physical education and sports, social protection certain categories of workers.
To organize this work, the enterprise has the position of Deputy General Director for Human Resources. Recently, the company has fully formed a core of engineering and technical workers with rich professional and practical experience. All managers have higher education, many of them started working in blue-collar positions, went through all stages of growth, and now head all major services. Career planning and other forms of development and implementation of employee abilities are widely developed at the enterprise; for example, 10 managers of 1st and 2nd ranks are professionally trained in the team.
At meetings and planning sessions, managers evaluate the work of various departments and groups. If the results are positive, gratitude is expressed to both individual workers and groups. The incentive system for employees of the enterprise includes moral and material rewards.
The demographic policy of the enterprise is aimed at “rejuvenating” the team and especially the personnel of managers and specialists.
The enterprise carries out systematic work with personnel, with a reserve for promotion, which is based on such organizational forms how to prepare candidates for nomination individual plans, training in special courses and internships in relevant positions. The share of young workers in management positions is more than 80%.
The personnel management strategy at JSC Petro-Kholod reflects a reasonable combination of the economic goals of the enterprise, the needs and interests of employees (decent wages, satisfactory working conditions, opportunities for the development and implementation of employee abilities, etc.). Currently, conditions are being developed to ensure a balance between the economic and social efficiency of the use of labor resources. The company has already developed a remuneration system, which is not limited by minimum and maximum amounts and depends on the results of the work of the team as a whole and each employee in particular. Quality grades are established for individual workers and groups of workers so that workers can see what they can achieve in their work, thereby encouraging them to achieve the required quality. Employees are remunerated in full accordance with their labor contributions to the final results of the team’s work, including improving the quality of products.
Remuneration is not limited to what the team earns. Contract salaries for managers and specialists are reviewed during the year, i.e. can be increased or decreased. The contract system provides for remuneration for production and economic results of work based on current provisions.
Petro-Kholod JSC annually allocates more than 500 thousand rubles for labor protection and the creation of more favorable working conditions.
The company also has a team health plan, financial assistance is provided, and loans are issued for the construction and purchase of housing.
To maintain the level of employee qualifications dictated by production needs, annual personnel certification is carried out. Based on the results of the certification, a plan for organizing advanced training and retraining of personnel is developed, and then personnel changes are made.
To consistently improve the skills of workers, to obtain the technical knowledge necessary for them to master advanced technology, high-performance methods of performing complex and responsible work, charged at higher levels of this specialty, the following are organized:
Industrial and technical courses;
Targeted courses;
Training workers in second and related professions;
Economic training.
At JSC Petro-Kholod, a collective agreement is annually concluded, which reflects the increase in production efficiency and the direction of use of profits, the principles of the workforce and ensuring employment, the organization of labor and wages, housing services, socio-economic guarantees, working conditions, security and labor safety, organization of social, medical, sanitary and resort treatment and recreation for workers.
The one-time benefit is paid:
Due to retirement;
Employees who have reached the anniversary age of 50, 55, 60 years, awarded a diploma, according to the order;
Pensioners who have reached the age of 50, 60, 70, 80 years old for treatment annually.
In addition, the following payments are made:
Payment for funeral services;
Women at the birth of a child;
In case of death as a result of an accident at work;
Low-income and large families, etc.
Based on the principle “personnel decide everything,” management constantly demonstrates efforts to meet the requirements and expectations of the company’s personnel, showing the prospect of career advancement, giving the most promising employees additional powers, and providing everyone with equal starting opportunities. The participation of enterprise employees in making management decisions is actively encouraged by holding general and differentiated meetings, creating special working groups focused on solving clearly defined tasks and achieving certain goals. At the same time, much attention is paid to the training and education of personnel, contracts are concluded with various educational institutions, and interest-free loans are provided for several years.
Priority, of course, by decision of the general director, is given to young, promising employees, thereby tying specialists to the enterprise, giving them the opportunity to express themselves to the greatest extent. For example, in 2002, a department for the sale of finished products was created, the average age of whose employees is 27 years. The work of this department is, of course, under the control of management, but most of the current issues are resolved by young employees.
Personnel satisfaction is also increased by creating a healthy working atmosphere in the team, organizing technically equipped workplaces, and participating in managing changes in the organization's activities.
An example of high satisfaction with working conditions is the minimum level of injuries and illnesses at the enterprise, the virtual absence of industrial complaints, very low staff turnover, and the presence of a wide range of amenities and services provided by the organization to its employees.
When assessing and forecasting an enterprise in this area, much attention is paid to accuracy and clarity in the actions of the administration, the efficiency of collecting and exchanging information is increased, the speed of responses to requests and complaints received from employees is taken into account, and the results of employee training are necessarily assessed.
Thus, by implementing a well-thought-out strategy in matters of personnel management, Petro-Kholod JSC operates successfully and achieves good labor productivity results.
3.3. Conclusions and proposals for the formation of an incentive system and
motivation of enterprise personnel
Summarizing our reasoning and practical analysis of the system of incentives and motivation for enterprise personnel, we can draw the following conceptual conclusions.
1. Stimuli are tools that cause the action of certain motives. The incentives are some objects, the actions of other people, carriers of obligations and opportunities, everything that can be offered to a person as compensation for his actions, or what he would like to acquire as a result of certain actions.
2. The reaction to different stimuli varies from person to person. Hence, incentives have no absolute meaning if people are unable to respond to them. Thus, in conditions of strong inflation, wages and money largely lose their role as incentives and are already used to a limited extent within the framework of managing people.
3.Using a variety of incentives to motivate people and provides an incentive process that takes many different forms. One of the most common is financial incentives. The role of the latter in a market environment is especially significant. Here it is important to correctly assess the situation within which material incentives are implemented, and try not to exaggerate its capabilities, given that a person is characterized by a very complex system of needs, interests, priorities and goals.
4. Stimulation is fundamentally different from motivation. The difference is that incentives act as a means by which motivation can be achieved. The higher the level of development of human relations in an organization, the less often incentives are used as a tool for managing people. Education and training as methods of motivating people determine the situation when members of the organization show interested participation in the affairs of the organization, carry out the necessary actions, without waiting or even receiving any stimulating influence.
5. Motivation has a great impact on a person’s performance of his work and his production responsibilities. At the same time, there is no direct relationship between motivation and the final result of work activity. Sometimes a person focused on high-quality performance of the work assigned to him has worse results than a person who is less or even weakly motivated. The lack of a direct connection between motivation and the final result of work is due to the fact that the latter are influenced by many other factors, in particular, the qualifications and abilities of the employee, his correct understanding of the task being performed, the impact on the work process from the environment, etc.
6. The gap between motivation and the final results of work is a serious management problem: how to evaluate the performance of each employee and how to encourage him? If you reward only based on the results of work, then you can demotivate an employee who received a low result, but tried and put in a lot of effort. If you stimulate an employee in direct proportion to motivation, without taking into account the real results of his work, then the results of the work of less motivated but productive workers will actually decrease. As a rule, the solution to such a problem is situational in nature. The manager must be aware that this problem may exist in the team he leads and its solution is by no means obvious.
Despite the generally positive experience of building a system of motivation and stimulation of work at our enterprise, it should be noted that there is practically no research on the motivational structure of employees. In our opinion, in modern conditions, ignoring the monitoring of work motivators is unacceptable, since sooner or later the existing system may fail. In this regard, we consider it appropriate to offer the personnel service of JSC Petro-Kholod such a form of identifying the structure of the motivational activities of employees as a Questionnaire (Appendix 1). Analysis of the results obtained during the survey will allow us to adjust the incentive and motivation system at the enterprise, making it more viable and adequate to the motivational expectations of staff.
In addition, I would like to draw attention to the fact that the construction of an effective personnel incentive system should be built on certain principles. The experience of Petro-Kholod JSC convincingly proves this. Let's list these principles:
Complexity;
Systematicity;
Regulation;
Specialization;
Stability;
Let us dwell on the essence of these principles.
The first principle is complexity. Complexity implies that a comprehensive approach is required, taking into account all possible factors: organizational, legal, technical, material, social, moral and sociological.
Organizational factors are the establishment of a certain order of work, the delimitation of powers, and the formulation of goals and objectives. As already mentioned, proper organization of the production process lays the foundation for further efficient and high-quality work.
Legal factors closely interact with organizational factors, which serve the purpose of ensuring compliance of the rights and responsibilities of an employee in the labor process, taking into account the functions assigned to him. This is necessary for the proper organization of production and further fair incentives.
Technical factors involve providing personnel with modern means of production and office equipment. Just like organizational ones, these aspects are fundamental to the work of an enterprise.
Material factors determine specific forms of material incentives: wages, bonuses, allowances, etc. and their size.
Social factors involve increasing the interest of employees by providing them with various social benefits, providing social assistance, and the participation of employees in team management.
Moral factors represent a set of measures, the purpose of which is to ensure a positive moral climate in the team, the correct selection and placement of personnel, and various forms of moral incentives.
Physiological factors include a set of measures aimed at maintaining health and increasing the performance of employees. These activities are carried out in accordance with sanitary, hygienic, ergonomic and aesthetic requirements, which contain standards for equipping workplaces and establishing rational work and rest regimes. Physiological factors play no less important role in increasing the efficiency and quality of work performed than others.
All of the above factors should be applied not individually, but in combination, which guarantees good results. This is when significant improvements in efficiency and quality of work will become a reality.
The principle of complexity already in its name determines the implementation of these activities not in relation to one or several employees, but in relation to the entire team of the enterprise. This approach will give a significantly greater effect at the level of the entire enterprise.
The second principle is consistency. If the principle of complexity presupposes the creation of an incentive system taking into account all its factors, then the principle of consistency presupposes the identification and elimination of contradictions between factors, their linkage with each other. This makes it possible to create an incentive system that is internally balanced due to the mutual coordination of its elements and is able to work effectively for the benefit of the organization.
An example of consistency would be a system of material and moral incentives for employees, based on the results of quality control and assessment of the employee’s contribution, that is, there is a logical relationship between the quality and efficiency of work and subsequent remuneration.
The third principle is regulation. Regulation involves the establishment of a certain order in the form of instructions, rules, regulations and monitoring their implementation. In this regard, it is important to distinguish between those areas of employee activity that require strict adherence to instructions and control over their implementation, from those areas in which the employee must be free in his actions and can take initiative. When creating an incentive system, the objects of regulation should be the specific responsibilities of a particular employee, the specific results of his activities, labor costs, that is, each employee must have a complete understanding of what his responsibilities are and what results are expected of him. In addition, regulation is also necessary in the issue of evaluating the final work, that is, the criteria by which the final work of the employee will be assessed must be clearly established. Such regulation, however, should not exclude a creative approach, which in turn should also be taken into account in the employee’s subsequent remuneration.
Regulation of the content of work performed by enterprise employees should solve the following tasks:
1) determination of the work and operations that should be assigned to workers;
2) providing employees with the information they need to perform the tasks assigned to them;
3) distribution of work and operations between divisions of the enterprise according to the principle of rationality;
4) establishing specific job responsibilities for each employee in accordance with his qualifications and level of education.
Regulation of the content of work serves to increase the efficiency of the work performed.
From the point of view of stimulating the work performed, regulation of the results of the work performed plays a very important role. It includes:
- determination of a number of indicators characterizing the activities of the divisions of the enterprise and each employee separately, which would take into account the contribution of divisions and individual employees to the overall result of the enterprise’s activities;
- determination of quantitative assessment for each of the indicators;
- creation of a general system for assessing the employee’s contribution to the achievement of overall performance results, taking into account the efficiency and quality of the work performed.
Thus, we can say that regulation in matters of incentives plays a very important role, streamlining the incentive system at the enterprise.
The fourth principle is specialization. Specialization is the assignment of certain functions and jobs to divisions of an enterprise and individual employees in accordance with the principle of rationalization. Specialization is an incentive to increase labor productivity, increase efficiency and improve the quality of work.
The fifth principle is stability. Stability presupposes the presence of an established team, the absence of staff turnover, the presence of certain tasks and functions facing the team and the order in which they are performed. Any changes occurring in the operation of the enterprise must take place without disrupting the normal performance of the functions of a particular division of the enterprise or employee. Only then will there be no reduction in the efficiency and quality of the work performed.
The sixth principle is purposeful creativity. Here it is necessary to say that the incentive system at the enterprise should encourage employees to demonstrate a creative approach. This may include the creation of new, more advanced products, production technologies and designs of used equipment or types of materials, and the search for new, more effective solutions in the field of organization of production and management.
Based on the results of creative activity of the enterprise as a whole, a structural unit and each individual employee, measures of material and moral incentives are provided. An employee who knows that the proposal put forward by him will bring him additional material and moral benefits has a desire to think creatively.
When organizing an incentive system at an enterprise, it is necessary to take into account the proportions in payment between simple and complex work, between workers of different qualifications.
When creating an incentive system at an enterprise, it is necessary to adhere to the principle of system flexibility. Flexible incentive systems allow the entrepreneur, on the one hand, to provide the employee with certain guarantees of receiving wages in accordance with his experience and professional knowledge, and on the other hand, to make the employee’s payment dependent on his personal performance indicators and on the results of the enterprise as a whole. .
Fair remuneration for managers, specialists and employees should also be based on the same principles, but using indicators specific to these categories of workers, taking into account the complexity of the tasks being solved, the level of responsibility, the number of subordinates, etc.
It is with the use of flexible remuneration systems, with the use of a reasonable assessment of the workplace and job responsibilities and the subsequent participation of workers in profits and collective bonuses for reducing the share of labor costs in the cost of production that the negative attitude of the organization’s personnel towards the existing system of remuneration for their labor can be overcome and the amount of this payment.
The result of the incentive system at the enterprise should be an increase in the efficiency of the enterprise, which can be achieved, in turn, by increasing the efficiency and quality of work of each employee of the enterprise. At the same time, the entrepreneur must be guided by the need to attract and retain highly qualified workers for a long time, increase labor productivity and improve the quality of products, increase the return on investment in personnel, increase the interest of employees not only in personal successes, but also in the successes of the entire enterprise as a whole and, finally a promotion social status workers.
Therefore, both material and non-material forms of personnel incentives are used, which include wages, various profit sharing systems, collective bonus systems, individualization of wages, moral incentives, incentives for workers engaged in creative work through the use of a free work schedule, social benefits for employees.
The incentive system at the enterprise must clearly define its goals, establish types of incentives in accordance with the results achieved, determine the evaluation system, the period and timing of remuneration payments.
Any types of incentives must be targeted and transparent, because employees can only be expected to improve the efficiency and quality of their work when they know that their work is paid fairly.
The incentive system must comply with the principle: pay must correspond to the work.
Speaking about the system of incentives for hired workers, it is necessary to highlight the main requirements for it. These include:
1) clarity and specificity of the incentive system as a whole, provisions on wages and additional payments;
2) a clear statement of the employee’s job responsibilities;
3) creation of a system for objective assessment of employees and the elimination of subjectivity in assessment;
4) the dependence of the amount of wages on the complexity and responsibility of the work;
5) the possibility of unlimited salary growth with an increase in the employee’s individual results;
6) taking into account in wages the level of significance of certain works for the enterprise;
7) equal pay for workers with the same complexity and responsibility of work performed in various departments of the enterprise (refers to basic pay without taking into account additional payments based on results).
Thus, when creating an incentive system, it is necessary to take into account the whole range of issues, including state regulation of wages.
Conclusion
Theoretical and practical analysis problems of stimulating personnel at enterprises showed that the process of employee loss of interest in work, invisible to the inexperienced eye, his passivity brings such negative results as staff turnover, low labor productivity, increased conflict in the team, etc. The manager suddenly finds that he has to delve into all the details of any task performed by subordinates, who, in turn, do not show the slightest initiative. The overall effectiveness of the organization declines.
In this work, we have identified the following most important incentives and motivating criteria in professional activities:
Any stimulating actions must be carefully designed, and, first of all, by those who require action from others;
It is important for people to experience joy from work, to be responsible for results, to be personally involved in working with people, so that their actions are specifically important to someone;
Everyone at his workplace is called upon to show what he is capable of;
Any person strives to express himself in work, to know himself in its results, to receive real evidence that he is capable of doing something useful, which should be associated with the name of his creator;
It is important to inquire about people's attitudes towards potential improvements to their working conditions;
Each employee should be given the opportunity to evaluate their importance in the team;
In achieving a goal that the employee has determined for himself or in the formulation of which he took part, he will show significantly more energy;
Good workers have every right to material and moral recognition;
Employees must have free, unhindered access to all necessary information;
Any major decisions about changes in the work of employees must be made with their direct participation, based on their knowledge and experience, taking into account their position;
Self-control: must accompany any employee’s actions;
Employees should be given the opportunity to constantly acquire new knowledge and skills in the process of work;
Initiative should always be encouraged rather than trying to squeeze the best out of employees;
It is important for employees to be constantly provided with information about the results and quality of their professional activities;
Every employee should, if possible, be his own boss.
Well-designed work should create internal motivation, a sense of personal contribution to the products produced. Man is a social being, which means that a sense of belonging can cause deep psychological satisfaction in him; it also allows him to realize himself as an individual.
The analysis also showed that each enterprise must independently develop a system of incentives and motivation for personnel that would meet its goals and objectives. Despite the abundance of different theories, there is still no hope for the emergence of absolutely objective methods for assessing the performance of such a complex object as a person.
This paper analyzes the experience of organizing a system of incentives and motivation for personnel at OJSC Petro-Kholod. The company is successfully developing, relying on effective personnel management. Work motivation is carried out across the entire spectrum of employee needs. In October 2002, Petro-Holod JSC received an international prize in Paris, established by the publishing group Editorial Office, “Food and Beverages”, as the most dynamically developing enterprise.
The company employs 939 people. The number of employees at the enterprise has been growing steadily over the past 8 years, with virtually no staff turnover.
This allows us to conclude that effective motivation and stimulation of work can produce an effect not only in countries that are economically prosperous. Focusing on the human factor also produces convincing results in a transition economy.
At the same time, it should be borne in mind that in any case, an effective incentive system for enterprise personnel must meet the following principles:
Complexity;
Systematicity;
Regulation;
Specialization;
Stability;
Purposeful creativity.
Adhering to these principles, the management of almost any enterprise is able to create an effective system of stimulating the work of its employees.
Bibliography
- Biryuk A. How to motivate staff to perform productive permanent work // Business without problems - Personnel. - 2002. - No. 5.
- Bozhovich L.I. Selected psychological works: Problems of personality formation / Ed. D.I. Feldshtein.-M.: Int. Pedagogical Academy, 1995.
- Borisova E. Individual approach to employee motivation (Based on materials from the conference “Enterprise Management: Personnel Motivation System”) // Personnel-MIKS.-2002.-No. 2.
- Brentano L. Experience of the theory of needs.-Kazan, 1921.
- Vert N. History of Russia. 1900-1991 - M., 2000.
- Galenko V.P., Strakhova O.A., Faibushevich S.I. Personnel management and enterprise efficiency. - M.: Finance and Statistics, 1998.
- Daft R. Management.-SPb.: Peter, 2002.
- Zaslavsky I. On the characteristics of labor in modern Russia. Essay on social and labor policy.// Expert. - 1997. - No. 10.
- Ilyin E.P. Motivation and motives. - St. Petersburg: Peter, 2002.
- Kovalev V.I. Motives of behavior and activity.-M., 1988.
- Leontyev D.A. The life world of a person and the problem of needs // Psychological Journal. - 1992. - No. 2.
- Lorenz K. Aggression.-M., 1994.
- Magun V.S. Needs and psychology of social activity of the individual.-L., 1983.
- Magun V. Labor values Russian population//Questions of Economics.-1995.-No. 1.
- Maslow A. Motivation and personality. - St. Petersburg: Eurasia, 1999.
- Personnel motivation.//Economic Issues, - 1996, - No. 2. pp.76-91.
- Ovsyanko D.V. Fundamentals of management. Educational pos. – St. Petersburg: St. Petersburg State University, 1999.
- Ouchi U. G. Methods of organizing production: Japanese and American approaches. - M.: Economics, - 1993.
- Platonov K.K. Structure and development of personality.-M.: Nauka, 1986.
- Psychology. Textbook for economic universities /Under the general. ed. V.N.Druzhinin.-SPb.: Peter, 2002.
- Sorokin P. Hunger and the ideology of society. Quintessence.-M., 1990.
- Febles M. Theories of motivation in foreign and Soviet psychology. Abstract. diss.-M., 1977.
- Fromm E. Escape from freedom.-M., 1998.
- Heckhausen H. Motivation and activity. M., 1986.
- Tsvetaev V. Motivation of hired labor in different situations // Personnel-MIKS.-2002.-No. 3(10).
- Yakobson P.M. Psychological problems of motivation of human behavior.-M., 1969
Annex 1
QUESTIONNAIRE
We ask you to answer a number of questions regarding your work. Comparing your answers with the opinions of other employees will allow you to draw the right conclusions about the organization of your work and its payment. But this, of course, depends on the sincerity, accuracy and completeness of your answers. We ask that you keep in mind that individual opinions will not be made public.
Your possible answers are in most cases printed on the questionnaire. You need to highlight those points that express your opinion. If the answer is not printed or if none of the printed answers suits you, write the answer yourself. Before answering a question, carefully read all possible answer options.
Borisova E. Individual approach to employee motivation (Based on materials from the conference “Enterprise Management: Personnel Motivation System”) // Personnel-MIKS.-2002.-No. 2.
Shchukin V. “Problem field”, or why the motivational ideas of managers and staff do not coincide // Man and Trud.-2001.-No. 6.
Bibliographic description:
Nesterov A.K. Motivation of personnel in an organization [Electronic resource] // Educational encyclopedia website
Managing work motivation is a key factor in an organization’s personnel management system, since there is a direct relationship between an employee’s motivation and the effectiveness of his work.
The concept and essence of labor motivation
Motivation is the process of creating incentives to achieve set goals. Needs and motives are involved in the process of motivation. Needs are an internal urge to action. The process of motivation ends with the development of a motive; in addition to needs, people also participate in this process. value orientations, beliefs and views. This is a hidden process, it is not observable and cannot be determined empirically.
You can only see the result of motivation - human behavior.
From effective motivation depends not only on the increase in the social and creative activity of a particular employee, but also on the final results of the enterprise’s activities.
Each of the existing theories of motivation is based on the results of certain theoretical and applied aspects, laying them in the basis of its concept; however, a unified approach to defining the concept of motivation has not been developed.
Approaches to defining the concept of work motivation
In this article, we will use the following thesis, which characterizes the essence of labor motivation.
Staff motivation is a set of internal and external driving forces that encourage a person to carry out conscious activities.
As an element of the management system, personnel motivation is aimed at encouraging people to perform their work most effectively within the framework of their rights and responsibilities. In this regard, motivation directly affects - the employee’s skills will not bring results if he is not interested in it. In managing an organization, a complex of internal and external factors is used to motivate staff.
Individually, these factors are of little significance for a person and in modern conditions their impact is not so strong, but with a complex influence they multiply each other, creating a multiplier effect.
Theories of personnel motivation
The table shows the content and procedural theories motivation, in which complexes of motives and incentives are formed that act as elements of motivation for the work of personnel in the organization.
|
1. A. Maslow’s theory of needs |
||
|---|---|---|
|
Needs |
||
|
1.1. Physiological needs |
– quality food; - pure water; – good living conditions; – favorable conditions for relaxation. |
– fair salary; – housing loans; – sanatorium vouchers; - social package. |
|
1.2. Security needs |
– protection from physical and moral dangers from environment; - confidence that physiological needs will be satisfied. |
– good moral and psychological climate in the team; – democratic management style of the leader; – health insurance; – assistance in extreme situations |
|
1.3. Social needs |
- communication; – imitation; – involvement; – solidarity, support, friendship, mutual assistance. |
– opportunity to communicate; – democratic leadership style; – equal opportunities, “equality of chances”; - Hall of Fame; – giving thanks; – recognition of merit; – fairness in everything (in the distribution of work, assessments, rewards); – programs of cultural and recreational activities. |
|
1.4. Needs for recognition and respect |
– self-esteem; – personal achievements; – competence; – respect from others; – recognition. |
- decent salary; – participation in management and decision-making; – expansion of powers; – personal benefits; – increase in the number of subordinates; – universal recognition and respect. |
|
1.5. Self-expression needs |
–realization of potential opportunities; – personal growth; – vocation; – self-expression; – curiosity; - creation; – invention; – innovation; - doing science. |
– participation in management and decision-making; – participation in project groups; – ample opportunities for training and advanced training; – active career growth; – provision of work according to interests, according to vocation; – professional guidance; – increase creative nature labor; – taking into account the personal qualities and abilities of the employee; – awards for innovation, inventions, discoveries; – nomination for state and international awards. |
|
2. Theory of existence, connection and growth by K. Alderfer |
||
|
Needs |
||
|
2.1. Existence needs: physiological, security security, salary |
– food, water, shelter, rest; – protection from physical dangers; - confidence that physiological needs will be satisfied. |
– sufficient salary level; – payment for housing; - social package; – pension system; – health insurance. |
|
2.2. Communication needs: establishment contacts, respect, appreciation personalities |
- communication; – involvement; – support, friendship, mutual assistance. |
– opportunity to communicate; – favorable psychological climate in the team; – equal opportunities; – giving thanks; - recognition of merit. |
|
2.3. Growth Needs: development creative potential, self-realization |
– respect, recognition; – realization of potential opportunities; – personal growth; – self-expression, creativity. |
– universal recognition and respect; – the right to implement their proposals; – opportunities for training and advanced training; - prizes for inventions. |
|
3. D. McClelland's theory of acquired needs |
||
|
Needs |
||
|
3.1. Need for power |
– the desire to influence other people, to feel useful and important |
– participation in management and decision-making; – expansion of powers; – increase in the number of subordinates. |
|
3.2. Need for success |
– participation in promising work; – achieving the goal; – prestige; – career development. |
Providing initiative and broad powers; Reward for results; Participation in success; International recognition; Awarding the title "Best Employee of the Year". |
|
3.3. Need for belonging |
- communication; – imitation; – involvement; – solidarity, support, friendship. |
– opportunity to communicate; – favorable social microclimate; – participation in management and decision-making; – holding meetings; – helping others; – business contacts. |
|
4. The theory of two factors by F. Herzberg |
||
|
Needs |
||
|
4.1. Hygienic |
- career advancement; – recognition and approval of work results; – high degree of responsibility; – creative and business growth. |
– good moral and psychological climate; – normal working conditions; – fair salary; – friendly atmosphere; – moderate control over work. |
|
4.2. Motivations |
– providing initiative and broad powers; – reward for results; – participation in success; – career planning; – fair remuneration; – providing a high degree of responsibility; – study and advanced training. |
|
|
Process theories of motivation |
||
|
5. V. Vroom's theory of expectations |
||
|
Needs |
||
|
5.1. Costs - results |
– significance of the task; – task feasibility; – conducting the necessary consultations. |
– evaluation of results |
|
5.2. Reward results |
– certainty and timeliness of remuneration. |
– trust in the leader; – efficiency of the enterprise. |
|
5.3. Valence |
– remuneration for achieved labor productivity. |
– guarantee of remuneration; – exact correspondence of remuneration to work results. |
|
6. S. Adams' theory of justice |
||
|
Needs |
||
|
– compliance of remuneration with the average remuneration of other specialists for similar work. |
Application of compensatory wages at the “market price” of the employee. |
|
|
7. The concept of participatory management |
||
|
Needs |
||
|
– awareness of the importance and significance of one’s work for the development of the enterprise |
– participation in management and decision-making; - participation in projects; – self-control; – personal and group responsibility for results. |
|
Source: Vikhansky, O. S. Management: textbook / O. S. Vikhansky, A. I. Naumov. – 5th ed., stereotype. – M.: Master: INFRA-M, 2012.
The construction of a motivation system according to substantive theories of motivation is based on identifying and satisfying the dominant needs of employees, and procedural theories of motivation assign a key role to the formation of motivational behavior of employees.
Methods of motivating staff in an organization
Methods of labor motivation are presented as managerial regulatory influences of three types: passive, indirect and active.
- Passive influences do not influence workers, but are aimed at creating working conditions and include the development of norms, rules, and regulations relating to the work of personnel.
- Indirect impacts affect the organization's employees indirectly and are implemented in the form of comprehensive bonus and incentive programs aimed at the enterprise team as a whole.
- Active influence involves direct influence on specific employees or groups of employees.
Motivation methods are presented in the diagram
Methods of motivating staff work
Economic methods of motivation are based on the receipt of certain benefits by employees, which increases their well-being.
Direct forms of economic methods:
- basic salary;
- additional payments taking into account the complexity of the work and qualifications, excess work, etc.;
- remuneration in the form of bonuses and payments depending on the employee’s contribution to the results of the enterprise’s production activities;
- other types of payments.
Indirect forms of economic methods:
- provision of a company car for use;
- use of the organization's social facilities;
- purchasing the organization’s products at a price below the selling price;
- provision of various benefits.
Organizational methods:
- Motivation by interesting goals for the main work of employees;
- Motivation by enriching the content of work activity;
- Motivation for participation in the affairs of the organization.
Moral and psychological methods:
- Pride in the work assigned and completed;
- Responsibility for work results;
- Challenge, opportunity to show your abilities;
- Recognition of authorship of the result of the work or project done;
- High praise, can be personal or public.
Requirements for methods of motivating the work of organization personnel
Directions for improving and increasing the efficiency of personnel motivation in the organization
Employee motivation system is a flexible personnel management tool focused on achieving company goals using administrative, economic and socio-psychological methods.
Enterprises need to build an effective labor management system that would ensure the activation of the human factor; for this, organizations use methods of motivating staff to orient people to the most effective solution of assigned tasks. Labor motivation is aimed at increasing labor productivity, increasing the organization's profits, which ultimately leads to the achievement of the organization's strategic goals.
The main problem is the issue of creating an effective and efficient system for motivating personnel in the organization. Since every manager strives to ensure that an employee does not lose interest in work, organizations develop special events and build a motivation system to maintain employee interest in work.
A previous study found that there is a stable relationship between, it is expressed through types of motivation and factors influencing interest in work.
An ineffective motivation system leads to a decrease in labor productivity; therefore, the importance of the rational use of effective methods of stimulating labor is obvious.
The interdependence of employee motivation and the organization's economic performance is the basis of the enterprise.
The task of any manager is to organize the work process so that people work efficiently. Productivity and the climate of relationships at the enterprise directly depend on the extent to which employees agree with their position in the company and the existing reward system. Which, in turn, influences the reduction of rigid formalization of intra-company relations, aimed at their transformation in the context of objective reality in the conditions of the enterprise.
A typical direction for improving the system of personnel motivation in an organization is the expansion of forms and types of incentives. For example, if in the enterprise’s motivation system the most pronounced material incentives or there are practically no non-material types of incentives, it is necessary to use more types of moral incentives for employees, for example:
- Placing various records of the employee's achievements in his personal file.
- Verbal gratitude on behalf of the company's management.
- Additional training at the expense of the organization.
- A paid invitation to lunch at a restaurant that a company provides to an employee.
- Flexible working hours.
- Providing parking for car parking and free gasoline.
- Higher quality of workplace equipment, as well as the purchase of new equipment for the best employees at the end of the year.
- Placing a photograph in a wall newspaper.
- Souvenir with a special note “Best Worker”.
- Posting appreciative customer responses so that everyone can see them.
- Subscription to periodical specialized publications.
To increase employee motivation, it is necessary to create conditions for employee self-expression, provide them with some initiative in decision-making and create conditions for employees to have the opportunity to influence the processes occurring in the company. To do this, the director can delegate part of his powers directly to the heads of the company's departments.
It would be useful for the manager to use some significant events in the personal lives of subordinates (birthdays, weddings, etc.) in order to show attention to them, to congratulate them all as a team. Similar actions are also possible on the part of employees.
Also, to increase employee involvement in the company’s affairs, it is necessary to introduce a system of actions referred to as an “open door policy.” This means the willingness of a manager of any rank to listen to the suggestions of his subordinates. The motto of this policy is: “The doors of my office are always open for you.” However, the question arises how this relates to the manager’s time resource. Indeed, what if the subordinates decide that they can enter the boss’s office whenever they want. In fact, if employees are busy, they visit the manager's office much less often than might be expected. In addition, you can use some techniques to organize these types of contacts:
- The manager can set the time of the meeting himself, without denying the employee an audience, but moving it to a time convenient for him.
- The use of written forms of presenting information also helps to reduce communication with subordinates. The presentation of ideas in written form is characterized by conciseness and certainty.
- Evaluating and encouraging specific business proposals. Sometimes employees, when submitting an idea, accompany it with a large amount of related information, although you only need to specifically state the essence.
Increasing employee motivation through methods of moral stimulation and introducing an “open door” policy at all levels of management will significantly increase the participation of the organization’s employees in the activities of the organization as a whole, as well as in decisions made by managers. This will help optimize intra-company relations through subjective-objective methods of achieving balance in formal and informal relations that exist in the organization. This will also improve the quality of information available to management and needed when making decisions. Moral stimulation will also help employees feel connected to the goals and values of the organization.
A promising direction for increasing the efficiency of the personnel motivation system is the introduction of a personnel adaptation program. Even if the enterprise does not have a separate service for managing personnel adaptation, the work of adapting a new employee can be performed by an employee of the HR department.
The adaptation program is a set of specific actions that need to be performed by the employee responsible for adaptation. The adaptation program is divided into general and special. The general adaptation program concerns the entire organization as a whole, and it includes such issues as a general understanding of the company, organizational policies, remuneration, additional benefits, occupational health and safety, employee working conditions in the organization, welfare services, and economic factors.
A special adaptation program covers issues related specifically to any department or workplace and is carried out both in the form of special conversations with employees of the department in which the newcomer came, and interviews with the manager (immediate and superior). But the organization of these conversations is the responsibility of the HR department employee. The main issues that need to be covered during a special onboarding program are: department functions, job duties and responsibilities, required reporting, procedures, rules, regulations and representation of department employees.
A well-thought-out system of personnel motivation in an organization allows you to manage the behavior of employees and create conditions for the prosperity of the enterprise.
Dear readers! The article talks about typical ways to resolve legal issues, but each case is individual. If you want to know how solve exactly your problem- contact a consultant:
APPLICATIONS AND CALLS ARE ACCEPTED 24/7 and 7 days a week.
It's fast and FOR FREE!
Goals and objectives
The main goal of the personnel motivation system is to stimulate personnel activities in order to increase productivity.
An engaged employee performs his or her duties better professional responsibilities, and this has a beneficial effect on the company’s bottom line.
The main objectives of the motivation system:
- stimulate professional development and growth of qualifications of employees;
- optimize personnel costs;
- ensure employee loyalty and staff stability;
- orient employees towards solving the company’s strategic objectives;
- stimulate the effective work of each employee;
- attract highly qualified specialists to the company.
Kinds
There are various motivation systems. Thus, it is customary to distinguish models according to the place of their application. The most popular are Japanese, American and Western European models of motivation systems.
Domestic science and practice cannot yet boast of unique knowledge on how to develop such a system of incentives. This is largely due to the fact that for a long time there were no incentive measures other than an additional bonus and a social package.
Certain types of systems for assessing personnel performance stand apart - for example, the point model.
Points
When using a point incentive system, employees are given points for performing job functions.
With their help, you can evaluate the abilities of a particular employee, as well as such important qualities as responsibility, hard work, and the ability to work in a team.
At the end of the pay period, employees receive a bonus based on the points they accumulate.
Let's explain this scheme in practice:
- the incentive payment fund is equal to 60 thousand rubles;
- number of employees on staff – 3;
- for failure to complete tasks, the employee receives 0 points, for tasks completed without criticism - 1 (we use a simplified evaluation system);
- the maximum number of points is 14 (for all employees), 42 points (for the entire department).
So, the first head of the HR department scored 12 points, the manager – 10 points, and the HR specialist – 13 points.
We use the formula:
(maximum amount of incentive payments/total number of points)* sum of points for a particular employee = amount of remuneration
For 1st employee: (60 thousand/42) * 12 = 17143 rubles.
For the 2nd employee: (60 thousand/42) * 10 = 14286 rubles.
For the 3rd employee: (60 thousand/42) * 13 = 18,571 rubles.
Japanese
Japanese managers strive to create a system that would be aimed at organizing group work and fostering collectivism.
In their model, a significant role is given to the quality indicator. After all, it is he who helps increase the company's profits. To achieve this goal, corporations use effective wage systems, analysis of workplace organization, employee certification, etc.
The peculiarity of the Japanese system is that it emphasizes the loyalty of its employees to the companies.
Workers are identified with the company for which they work. At the same time, each employee is sure that he is a significant person for his company and its fate depends on his actions.
To prevent workers from leaving for another company, a remuneration system based on length of service is used. Employees also receive bonuses twice a year and regularly improve their skills.
In general, the payment system is based not only on length of service, but also taking into account other indicators, including the qualifications of the employee and the effectiveness of his activities.
The personnel motivation system, as we discussed earlier, is a complex of tasks. Their solution allows achieving high labor efficiency of workers.
The system is developed at a specific enterprise, taking into account the specifics of the activity, staff organization, etc.
Structure and elements
The corporate system of motivation and stimulation of the organization’s personnel consists of the following elements:
- goals and objectives (results that the company seeks to obtain);
- the company's strategy and policy in this area, taking into account the long-term development goals of the organization and the time to achieve them;
- principles of motivation and stimulation of work;
- functions of the system - regulation, planning, organization, coordination and regulation, motivation and stimulation, control, accounting, analysis;
- system structure (and non-material incentives);
- system formation technology.
Approximate diagram motivation systems in the organization
Tools
Tools are those types of incentives that can influence staff motivation. They can be tangible and intangible. Among them are those that directly depend on specific labor results, for example, bonuses.
Indirect motivation tools are also used - reimbursement of expenses for communication, food, travel, etc.
They are used to increase employee loyalty and reduce staff turnover.
Indirect instruments do not depend on work results and are determined by the status or rank of the employee.
Development and construction features (step-by-step algorithm)
In the process of creating a personnel motivation system, the following stages can be distinguished:
- formation of the company’s goals and objectives in this area, approval of those indicators that can clearly demonstrate the results of each employee’s activities;
- approval of the tariff schedule;
- identification of tools that are planned to be used in the personnel motivation system;
- assessing the effectiveness of each employee;
- establishing a relationship between performance results and remuneration.
Analysis and cost effectiveness
Analysis modern system motivation is necessary in order to assess whether employees are influenced by it, whether their reaction to the impact of the motivation system corresponds to management’s expectations, etc. To do this, various techniques are used - for example, analysis of variance for related samples.
The motivation system provides for certain costs for incentive tools. This is why an organization needs to track cost effectiveness.
The company is interested in an employee as long as he earns more for the company than the company spends on him.
Stages of assessment
The staff motivation system is assessed in several stages:
- Stage 1. At this stage, the existing system of motivation and incentives for personnel in the organization is assessed. The company conducts a survey of employees so that the effect of material and intangible factors can be analyzed.
- Stage 2. Participants' questionnaires are handed over to the employees who will conduct the assessment.
- Stage 3. Processing questionnaires, calculating the average score for each factor.
- Stage 4. Analysis of each factor by which the company's employees are motivated. First of all, you need to pay attention to those of them that received the lowest estimated result.
Why might it not work?
Many managers are interested in the question: “Why doesn’t the motivation system work?” There could be a lot of reasons for this.
Usually they boil down to the fact that the employer, when building it, is not at all interested in the opinions of his employees.
Conducting surveys and questionnaires will help identify the needs of employees. Their satisfaction will serve as an excellent incentive for effective work.
Another common mistake is that employees do not know the company’s goals and strategy. Because of this, they cannot combine them with their own aspirations.
Example
One example of a successful and original motivation is the “Olympiad” system, implemented in the Moscow retail chain Enter. Employees earn points that are reflected in their own social network. Depending on the number of points, employees are awarded various incentives.
Different evaluation indicators were approved for different departments:
- "Golden fever"(for the sales department, delivery service and warehouse teams) points are assigned depending on the key goals of the organization, for example, selling a certain type of product;
- Confession. Every month, employees who achieve the best results receive medals and bonus points;
- "Imago". Provide for the collection of ideas to improve the company's activities. Points are awarded for each useful suggestion;
- Workshops. Organizing master classes at the request of employees.
Often, when talking about an employee’s interest in high productivity of his work, practicing managers use the terms “motivation” and “stimulation” as synonyms close in meaning. They say that the difference between them is insignificant, and let theorists “catch” the nuances - they supposedly have more free time for terminological delights. This is a fundamentally incorrect and very destructive tradition for practicing managers. Such frivolity is often the root cause of many misunderstandings in personnel management.
There is no clear line drawn between “motivation” and “stimulation” in the “camp” of management theorists. The author will not here subject to detailed criticism of the unsatisfactoriness of existing opinions on this issue of theorists. A distrustful reader can easily verify this by looking at the few pages on management theory that are devoted to personnel motivation. Let us limit ourselves to the definition of motivation introduced by such an authority as Meskon M.Kh. In his famous work “Fundamentals of Management” he writes: “ Motivation- process stimulation himself and others to activities aimed at achieving the individual and general goals of the organization.” Defining motivation in terms of incentives (and vice versa) is very common among management specialists. If we also take into account the fact that many people identify incentives with remuneration, we get a completely confused picture in this aspect of personnel management.
Let's try to clarify first of all the difference between “stimulus” and “motive”. Here are three definitions of incentive.
Stimulus - This is a pointed stick that was used to drive animals.
Stimulus (lat. stimulus - goad, driver) – external inducement to action, impetus, motivating reason. [Dictionary of foreign words. Ed. I.V. Lekhina and prof. F.N. Petrova. – M. – UNWES.- 1995]
Stimulus - physical agent (stimulant) acting on a sensory organ (receptor). [Psychological Dictionary / Ed. V.P. Zinchenko, B.G. Meshcheryakova. – 2nd ed. – M.: Pedagogy-Press, 1996 ]
Scheme 1
From these definitions it is clear that a stimulus is something external in relation to a person. Secondly, the stimulus is characterized ability to “irritate” human sensory organs, that is, the influence in the stimulus function must be carried out within the threshold of human sensitivity. Therefore, in in a broad sense, a stimulus is an influence by one person on another that prompts him to take a directed action desired by the initiator of the influence. If the influence does not cause an inducement to a certain action, then such a stimulus can be considered not effective. To summarize: the stimulus is given to the person someone from outside (see diagram 1).
Now about the “motive”. The motive, according to Professor O.S. Vikhansky, is inside a person. In other words, a motive is an ideal image in internal in terms of human consciousness. Secondly, it's not easy perfect performance, but an energetically saturated image of the necessary, need-significant subject. The source of the motivating force of the motive is needs. As the classic psychology of activity Aleksey Nikolaevich Leontiev rightly noted, only as a result of the meeting of a need with an object that responds to it, does it for the first time become capable of directing and regulating activity. “The meeting of a need with an object is an act... of objectifying the need - filling it with content, which is drawn from the surrounding world. This transfers the need to the actual psychological level,” that is, into a motive. So, motivation formation is based on the human need system, in other words, it results from the inside (see diagram 2).
Scheme 2
Thus, With stimulation is the process of influencing a person through need-significant for him external subject (object, conditions, situation, etc.), prompting a person to certain actions (staying in comfortable conditions, etc.).
Motivation (as a process) – there is a process of emotional and sensory comparison of the image of one’s need with the image of an external object (a contender for the subject of need)(see diagram 2.II). Or, motivation (as a mechanism) is human internal mental mechanism, which ensures recognition of an item that meets the need and triggers directed behavior to appropriate this item (if it meets the need). Therefore, paradoxically, it is not entirely correct to talk about motivation of a person, staff and so on. from the management of the organization! You can speak about the organization or management of motivation (motivational processes) of a person, staff, etc.(Diagram 2 shows that motivation can occur in a person without outside help).
So how can the above conceptual certainties help us?
At the strategic level, according to the introduced criteria, three types of personnel policies can be distinguished in managing the interest of personnel in their work:
- Predominance of the system stimulating impacts on the organization's personnel. In this case, the organization focuses on the use of various incentives (usually material) to increase the interest of the organization's employees in productive work. For example, as F. Taylor outlined this approach, in order to create interest among employees in the high results of their work, it is necessary ensure an unambiguous connection between labor results and wages.
- Predominance of the system motivational personnel management of the organization. IN this type personnel policy assumes a leading emphasis associated with the powerful ideological activity of management within the organization, with the actualization of the selfless enthusiasm of employees, etc. For example, this approach often prevails in emerging (forming) organizations due to their lack of a material base as a basis for incentives.
- Harmonious combination of a complex of stimulating influences and motivational management personnel, given the inclusive (basic) nature of the motivational policy. This approach can be considered the most optimal, removing the extremes of the first two approaches. As a rule, such a policy is implemented by organizations that are developed in all respects, in which a value-based corporate culture has already been formed and this culture is supported by a fair mechanism for distributing the organization’s material benefits.
Why, in a combination of motivational and incentive policies, is the motivational one the “encompassing” one? The fact is that corporate culture, which includes mechanisms for managing staff motivation, is a much stronger foundation than material incentives. Such an organization, for example, will be able to survive in difficult times of crisis, which is unlikely to be possible for an organization where the basis of interest in the work of employees is only high salaries and bonuses. In addition, the practical experience of the most successful Japanese companies in the field of personnel strategy confirms that corporate culture and value orientations are much more important than material rewards and other incentives.
When developing a system of motivation and incentives for the organization’s personnel, it is extremely important to take into account two aspects: quality stage of life of the organization and typology of employees.
Here are some initial provisions of the Optimal Labor Motivation System (hereinafter referred to as COMT). These general provisions should form the basis of a fair system of employee motivation. Violation of any of them makes the motivation system ineffective or even harmful.
Focus labor motivation systems should comply with HR strategy, and the HR strategy must fit into the overall strategy of the organization.
The labor motivation system must take into account features of conditions external to the organization.
Legal environment: COMT should take into account existing labor and other legislation
Economic environment: COMT should take into account the situation on the labor market and general economic conditions in the state, region, etc.
Social environment: COMT should take into account the average standard of living (living wage), the characteristics of professional and public associations in which the organization’s employees are in one way or another included, the crime level, the prospects of the region, the level of tension, etc.
Political situation: COMT must take into account the general political situation in the region (presence of strikes, strikes, etc.)
Factors technological industry development.
Socio-cultural factors: COMT must take into account cultural traditions, established social norms of behavior, etc.
Environmental factors: COMT must take into account the environmental situation, especially in unfavorable environmental conditions.
The labor motivation system should include as part mechanism for optimal labor stimulation (see diagram 3).
Scheme 3
COMT is designed to provide adequate motivation employee to work in the organization and to the range of his professional tasks.
COMT encourages employee work that valuable for the organization. In this regard, COMT should be aimed at:
- maintaining required performance
- productivity increase
- maintaining organizational norms
- improvement of organizational standards
Structure of the Optimal Labor Motivation System
Based on the above three types of activity behavior (individual, subject and personality) and on the normative essence of any activity, we obtain a universal three-block structure Systems of optimal labor motivation (see diagram 4).
First block COMT(1): individual aspect. This COMT block serves general interest in the work of the recruited employee in this organization.
Second block COMT(2): subjective aspect. This block serves performance discipline and productive normative interest, and employee activity
Scheme 4
Third block COMT(3): personal aspect . The function of this block is to manage employee motivation, employee activity aimed at rationalizing his work (creative, innovative, etc.).
The three introduced blocks form a kind of “three pillars” on which the personnel motivation system should be built.
General strategic foundations of the labor motivation system
The motivational policy, in accordance with the nature of the activity, is based on the need encouraging compliance employees of the organization to five main groups of regulatory requirements (see diagram 5).
Scheme 5 General regulatory requirements for all employees organization (requirements of discipline and corporate culture). It is a normative framework common to all members of the organization, including management. Moreover, it is desirable for management to emphasize compliance with general corporate norms, since this can set the desired pattern for less conscientious members of the organization. On the contrary, violation by management employees of norms common to all very quickly leads to the breakdown of discipline throughout the organization (“the fish rots from the head”).
Regulatory requirements for management (for managers) and executive (for performers) activities. It is known that executive discipline is the key to organization in the activities of any enterprise, and its absence is a source of collapse. Therefore, the motivational conditions in the organization must support performance discipline.
Experience shows that authoritarian style management, as a rule, is quite effective in maintaining executive discipline. However, often such executive organization is only an “external screen” and with directive “excesses” it can become so formal that it leads to destructiveness. (The Eastern-style strike is noteworthy in this regard: a formal, thoughtless and demonstrative adherence to all regulations and instructions. In this case, the activity is “stalled”, and the “strikers” remain formally invulnerable. Creating instructions for all occasions is a very utopian matter.)
But the antithesis of directiveness is permissive style further contributes to a decrease in executive discipline, especially among the low-conscious part of workers. Establishing a balance between these extremes is one of the most important tasks of a leader. A competent motivation system can provide him with an invaluable service in this through conditions that encourage executive order.
Professional functional standards. Each employee must have a strictly defined range of typical tasks at work, and each employee must meet the requirements arising from the logic of solving these tasks. Motivational conditions within the organization should contribute to the cultivation of the professional and functional spirit of employees, their understanding of the integration of their part of the tasks into the overall task of the company. The motivational system serving this normative emphasis should exclude any professional discrimination, creating equal moral and material opportunities for representatives of different functions.
Positional norms (or norms of cross-functional interactions). The presence of high professionals in their field in the company is a necessary, but not sufficient condition for the effective operation of the company as a whole. Equally important is consistency interaction mechanism between employees of different departments. In turn, the smooth functioning of the mechanism is possible only if there is regulatory certainty of business relationships and the willingness of workers to comply with these standards. Consequently, one of the areas of motivational orientation should serve constructive relationships between employees, departments, etc.
It is noteworthy that some psychologists and conflictologists, when analyzing practical activities, see the causes of most conflicts in organizations solely in interpersonal disharmony conflicting workers. Without disputing the existence of these types of conflicts, we want to emphasize the existence and conflicts arising on business grounds . In particular, due to the absence or disregard by employees of the norms of interfunctional interaction. This is expressed in the desire to impose “border” work, for example, in transferring one’s product to one’s “neighbor,” etc. The businesslike nature of mutual claims among employees quite quickly turns into interpersonal antipathies, which is successfully recorded by the mentioned conflict experts. After this, the heroic struggle with the consequences begins...
Rules of interpersonal relationships. In contrast to the previous paragraph, the importance of maintaining “warm” interpersonal relationships by the motivational system is emphasized here. The importance of this motivational layer will be confirmed by anyone who has faced the failure of a business due to interpersonal antipathies, inter-individual conflicts on unprincipled (everyday) grounds, etc. In general, very, very few employees succeed cannot be tolerated personal dislikes in business sphere relationships. The best means of maintaining normal interpersonal relationships:
a) inclusion in the corporate culture of value systems related to the sphere of inter-individual relations within the organization;
b) maintaining motivational conditions that generate employee interest in conflict-free interaction.
The optimal incentive mechanism must be sensitive to conditions within and outside the organization. Those. The optimal stimulation mechanism must be able to be flexible and adequate response to changes in external and internal conditions of various kinds for the organization.
The incentive mechanism, in accordance with the approved periodicity, should be reviewed to ensure compliance with changed external and internal conditions. It may be subject to changes in accordance with the following criteria:
- acceptable to workers gradualism ;
- maintaining positivity and eliminating negativity in a variable mechanism;
- strategic and tactical justification .
The typology of objects to which motivational and stimulating influence is directed may have different bases. Table 1 shows possible incentive accents, which are determined depending on the priorities of the current organization. When constructing a hierarchy of incentive accents, many factors must be taken into account: the stage of life of the organization, established traditions, the strategy for the future life of the organization, the direction of corporate culture, the nature of personnel policy, etc., etc. In this regard, it is hardly possible to provide the only correct system of priorities for stimulation. (We note in parentheses that fining employees is considered by us as incentives with the opposite sign.)
Table 1
Incentive Items
Stimulation accents
subject of stimulation
individual employee
group (department, division, etc.)
the team of the organization as a whole
normative adequacy
violation of standard indicators
compliance with regulatory indicators
exceeding standard indicators
level of professionalism
compliance with qualification level
advanced training
increasing the level of education
expanding the range of specialties
transfer of skills to colleagues
degree of tension
when doing work
physical
emotional
mental
organizational
degree of responsibility
minimum
subject of responsibility
equipment
room
quality of materials
adequacy of technology
timely maintenance
product quality
level of production costs
employee safety
additional training of employees
degree of risk (hazard)
health
saving
working hours
material
finance
involvement in
increasing sales volume
increasing profits
in capacity utilization
product promotion
execution of the plan
work experience in the organization
probation
1 year of work in the organization
2 years of work in the organization
3 years of work in the organization
restoration of energy costs
short-term (relaxation)
long-term (recreation)
social payments and benefits
payment for holidays
vacation pay
payment for absence of sick leaves
sick leave payment
maternity leave payment
health insurance
additional pension provision
free food
Rational
offer
making a rational proposal
participation in the implementation of a rational proposal
for the result of implementation
Related mutual assistance
consulting
doing part of the work
other participation
Management
groups
creative team created for the task
department, division
Career
ordinary performer
lower level manager
middle manager
service personnel
Approximate algorithm for creating a remuneration system
Description of functions and preparation of job descriptions
Function – the peculiarity of the employee’s contribution to the organization’s business, the main specificity of his work, including a description of the characteristic final product. Job Descriptions - a typical description of the main functions that must be performed by an employee holding this position. Job descriptions are drawn up on the basis of: ideas about typical professional tasks; workplace positions in the organizational structure; photos of the working day; employee’s own experience, etc. Job descriptions are taken into account when developing a labor incentive system. Job descriptions should reflect not only responsibilities, but also criteria for assessing the performance of a person occupying a given position.
Setting strategic goals and objectives of the organization.
The labor incentive mechanism must be correlated with the achievement of the organization’s strategic goals and contribute to solving its main tasks.
Assessing the importance of each workplace in the organization's priorities.
The assessment is based on job analysis. In the process of assessment analysis, the significance of the workplace is determined in the context of its contribution to achieving the strategic and tactical goals of the organization, the required level of education and responsibility of the employee occupying it, the required intensity of work and the specifics of working conditions. The result of the assessment is the establishment of clear priorities in the existing job structure for the organization and, consequently, the establishment of higher/lower salaries (based on the internal needs of the organization).
Analysis of market conditions regarding the cost of specialists. This analysis is necessary to determine the average market prices for specialists of the profile of interest. It is carried out based on available information: advertisements in the media, data recruitment agencies and etc.
Creation of a tariff schedule.
To create a tariff schedule, you must rely on:
- developed job priorities of the organization itself (clause 3)
- average prices of specialists on the labor market (item 4)
As a result, a table of tariff rates should be obtained for various positions with a pay range (max and min pay levels).
6. Determination of individual wages.
To determine the salary for a specific employee, the salary amount is set in accordance with the payment “fork” and the individual characteristics of the specialist - experience and length of service, qualifications, education, etc.
Constant part of remuneration
Conservative constant (CC) part of wages – Basic salary (rate) paid for the performance of their official duties. (The rate is reviewed by the tariff commission, which meets once a year, with the exception of emergency situations, for example, inflation, etc.)
A characteristic feature of the remuneration system is its independence from the amount of work performed by the employee. KK is paid without fail, in the contractual amount, in case of working out the planned time, with the exception of a gross violation of regulatory requirements (violation of discipline, causing material damage, etc.).
Annual constant part of the remuneration is an additional remuneration to the employee, increasing over the time of his work in this organization: long service bonus(adjusted annually). This surcharge is measured as a percentage of the base rate. The percentage of additional payment for length of service must be strictly fixed and be of a common nature for all employees of the organization. Remuneration for length of service can be measured not only in monetary form, but also in any other material form valuable to the employee.
Constant-variable part of wages(matching payment)– this is an additional remuneration for an employee, paid when planned indicators are met, in the absence of disciplinary sanctions, complaints from management, or damage to the material assets of the organization. The statically variable part of wages includes monthly, quarterly and annual bonuses. The constancy of this element of remuneration lies in the fact that the employee Necessarily gets this part if he corresponded functional and job requirements.
Variable part of remuneration
The variable part of wages is divided into:
- premium system for performing links - bonus(operational level);
- premium system for senior management and senior employees (strategic level) - bonus;
- premium system for middle management (tactical level) – " bonus bonus";
- a bonus system that encourages innovations that are progressive for the organization (improvement proposals, promising ideas, etc.) – Progress Bonus (PB)(“flatness” of rationalization).
Let us determine the value of the introduced units of the labor incentive system.
BONUS - { BONUS- 1) additional remuneration, bonus; 2) an additional discount provided by the seller to the buyer in accordance with the terms of the transaction or a separate agreement. - Commercial dictionary. - M. - "Legal Culture Foundation". - 1992.
Bonus- this is an additional remuneration for an employee, paid upon the fact (confirmed by a certificate or invoice and invoice), either once a month or once a quarter, for the results of their activities that are significant for the organization. This could be: increasing the volume of product sales, improving the quality of the product, increasing labor productivity, increasing the quantity of the product without sacrificing quality, reducing production costs, performing an additional task beyond what was planned, etc.Due to the different specifics of the activities of representatives of different professions and specialties BONUS divided into:
- commercial (for employees of the commercial level of the enterprise) ;
- industrial (for production workers of the enterprise) ;
- service (for employees of units serving the basic process at the enterprise) .
The mechanism for calculating a bonus for an employee of each of these units, naturally, must be different, due to the fundamental difference in the specifics of the activities of these units of the organization.
Besides, The bonus can be Personal or Team.
Personal Bonus (PB)– rewards that encourage the employee’s high individual merits in solving the strategic and tactical tasks of the enterprise (achieving higher individual results, contributing to reducing production costs, increasing the volume of products/services sold, saving resources, etc.)
Team Bonus (KB)– bonus remuneration for the group for achieving the goals of its division, strategically or tactically significant for the organization as a whole (increasing sales, increasing competitiveness, increasing profits, increasing productivity in the division, etc.)
Bonus- this is an additional remuneration (bonus) for representatives of senior management, which is paid for contribution leader at the strategic (principal) level to a significant improvement general financial, economic and corporate team indicators. (For example, increasing the overall profit of the enterprise, promoting and consolidating a new product/service on the market, successful implementation of strategic objectives, significant reduction in production costs, significant resource savings, increased production efficiency, etc.)
BONUS- additional remuneration from the net profit of industrial, trading, banking enterprises, joint-stock companies, which are paid in capitalist countries, generally. managers and senior employees. - Dictionary of foreign words. - M. - UNEVES. - 1995.
BONUS- additional remuneration from the net profit of industrial, trading, banking enterprises, which are paid to members of their boards, directors, senior employees, etc. - Commercial Dictionary. - M. - "Legal Culture Foundation". - 1992.The incentive mechanism for middle managers still remains a problem area in the search. The essence of the problem comes down to the following. If the average manager is rewarded through a bonus line, then the manager can limit the range of his efforts to the productivity of the activities of only the division he manages. However, high productivity of only one unit does not always lead to the efficiency of the entire enterprise. In addition, it is easy to imagine highly productive activities of one department that does not implement the strategic priorities of the enterprise. For example, the commercial department may produce high sales volumes of products that, for some reason, are planned to be discontinued. At the same time, this commercial department may poorly sell those products of the enterprise that are strategically prioritized. It is clear that the bonus in such cases will stimulate the work of the middle manager, which lies outside the strategic “channel” of the company.
On the other hand, if the work of the middle manager is encouraged through the “bonus” system, the manager will be “vitally” interested in the implementation of strategic guidelines by his department. But the literal implementation of these strategic guidelines may conflict with the bonus system for performers along the “bonus” line. As a result, serious confrontations of interests may arise between the manager (rewarded with a bonus) and his performers (rewarded with a bonus).
Middle Management Award – bonus remuneration for middle managers consisting of two main parts Team Bonus And Bonuses, with the successful operation of the managed unit within the framework of the organization's strategy. In other words:
First part in the bonus bonus is drawn from the Team Bonus;
Second part in The bonus bonus is replenished from the Bonus.
Part Team Bonus V BONUS BONUS average manager is calculated as a fixed (previously agreed upon) percentage of Team Bonus(the amount of the bonus received is usually does not exceed minimum performer bonus level). The bonus to the middle manager is aimed at stimulating organizational and managerial work in the group to increase efficiency of its activities. Paid no more than once a quarter. These bonuses are not paid to the middle manager if the performance of the division entrusted to him is low.
Part Bonuses V BONUS BONUS the average manager is defined as a fixed percentage calculated from the net annual profit of the enterprise (the amount of the bonus received, as a rule, does not exceed minimum level of bonus for senior managers). This award stimulates the tactical compliance of the work of the managed unit with the strategic objectives of the organization. Bonus for middle manager not paid or in case minimum profit for results for the year, or when discrepancy tactics of his department’s work with the enterprise strategy.
A double source of bonus fund for middle management, subject to the selection of the optimal ratio of these parts, makes it possible to:
- stimulate the manager’s work aimed at solving problems within his department operational and tactical tasks;
- stimulate the manager's work aimed at strategic fit work of the managed unit.
We have examined the main, but not all, aspects of creating an effective system of motivation and stimulation of employee labor. However, the author hopes that the introduced accents of the analysis of the labor motivation system will help enterprise managers make positive changes to their personnel policies, which will achieve the goal of this article.
Literature
Anisimov O.S.. "Methodological version of the categorical apparatus of psychology", Novgorod., 1990. – 334 p.
Bovykin V.I. New management: (enterprise management at the level of the highest standards; theory and practice of effective management). – M.: OJSC Publishing House “Economy”, 1997. – 368 p.
Vikhansky O.S., Naumov A.I. Management: Textbook for economic specialists. universities – M.: Higher School., 1994 – 224 p.
Leontyev Alexey Nikolaevich. Selected psychological works. / Activity. Consciousness. Personality /, vol. 2, M.: “Pedagogy”., 1983.
Meskon M.Kh., Albert M., Khedouri F. Fundamentals of management: Transl. From English – M.: “Delo”, 1992. P. 369.
Footnotes
1 It is interesting to note in the margins that in the famous work of management classics Meskon M.Kh. etc. “Fundamentals of Management” focuses on the topic of motivation only ten pages with the total volume of the book being 680 pages. This is approximately 1.5 percent. A little more pages are devoted to motivational topics in the specialized literature on personnel management. The only exception is the above-mentioned book by V. Bovykin “New Management”, which is permeated with motivational issues.
2 Vikhansky O.S. – Professor, Head of the Department of Production Management, Moscow State University. Lomonosov.
3 Defined here refers to those actions in which the initiator of the stimulating effect is interested.
4 Of course, here we do not consider negative incentives associated with forcing a person to act against his will as violence devoid of a humanistic basis. Coercion is possible only if the employee has accepted general norms, but violates more specific ones, rather than violating the terms of the contract. These violations in the organization should be served by a system of deprivation of bonuses, disciplinary fines, etc. The same employee who has not accepted the general norms of organization should not be accepted for work at all, because can act as a destroyer of the “foundation” of the organization.
5 See, for example, our publication “An Effective Model of a Business Meeting” in No. 9 “Director’s Consultant” 1998
6 Why exactly optimal stimulation ? OPTIMAL /lat. optimus best/ – most favorable, most appropriate (Dictionary of Foreign Words.-M.-UNWES.-1995). When two interests collide (employee and employer; performer and manager, etc.) the best, i.e. can only be optimal mutual favorable incentive option. This approach eliminates the “tug of war” between two parties, each of which has its own specific interest.
