Modern technologies for stimulating and motivating personnel. Personnel motivation methods in the organization. Modern methods of sales promotion

The task of modern labor motivation is to create conditions under which the potential of the personnel will be used most effectively.

The results of studying the models of motivation do not make it possible to clearly define what prompts a person to work. The study of human behavior in the labor process provides only some general explanations of motivation, but then they allow us to develop pragmatic models of employee motivation in a specific workplace.

From the whole range of motivational models developed by management scientists, it is possible to single out, from our point of view, the most vital and justified in practice. The evolution of their origin and functioning is very, very diverse.

Below is a classification widely used by firms in a number of countries. These are models such as:

Carrot and stick;

Primary and secondary needs;

Internal and external remuneration;

Factorial incentive model;

Justice;

Expectations;

Social justice, etc.

The traditional "carrot and stick" method in developed civilized countries ceases to work even for manual workers. Therefore, managers of prosperous corporations (no matter where in the world they are) an approach according to which the main responsibility of an effective manager is to achieve employee motivation in work and the efficiency of their work.

Douglas McGregor created his theory in relation to American companies, and the Japanese William Ouchi, based on his theory, developed his approach to personnel management (Table 1.2).

Table 1.2

Comparison of motivation concepts labor activity

Traditional Approach	Modern approach
Carrot and stick method	McGregor's theory	Ouchi's theory
Most employees do not like work and try to avoid it whenever possible.	The job is desirable for most employees.	It is necessary to take care of each employee as a whole (care about the quality of life)
Most employees need to be forced to do their jobs with administrative, economic and psychological pressure.	Employees are capable of purposefulness and self-control, they are able to independently determine strategies for achieving goals.	Involvement of an employee in the group management decision-making process.
Most employees are only interested in security.	The motivation of employees depends on the system of remuneration based on the final result.	Periodic staff rotation and life-long job security.
Most employees prefer to be executors and avoid responsibility.	The employee strives for responsibility and independently assumes management functions.
Almost all employees lack creativity and initiative.	Many employees have a developed imagination, Creative skills, ingenuity.

Employment guarantee for workers involved in the implementation of specific schemes to increase labor productivity.

Creation of appropriate conditions for health, safety and well-being of all employees.

Providing opportunities for the growth of professional skills, realizing the abilities of employees, providing training programs, advanced training and retraining.

Maintaining an atmosphere of trust in the team, interest in achieving a common goal, the possibility of two-way communication between managers and employees.

In addition to the generally accepted classification of motivation methods, they can be divided into individual and group, as well as external - rewards coming from outside, and internal - rewards given by work itself (a sense of the importance of work, self-esteem, etc.). Wages cannot be the only goal of work. By itself, monetary (financial) incentives make motivation at the enterprise effective when the latter functions as a system, which is based on the following basic principles:

Communication, cooperation and agreement between employees and management regarding the general principles of the system.

Substantiated system of evaluation of works and determination of the volume of the latter

Well thought out and justified measurement and evaluation criteria; weighted standards, control over them, periodic revision; clear alignment of incentives with performance; reward, especially additional, not for the accepted level of performance, but for the one that is stimulated and is primarily associated with quality.

The same principles form the basis for the organization of remuneration at the enterprise.

Consider such an employee reward system as profit sharing. The essence of this system lies in the fact that a bonus fund is formed at the expense of a predetermined share of profits, from which employees receive regular payments. The amount of payments is made depending on the level of profit, the overall results of production and commercial activities enterprises. Payments to workers and employees (including representatives of the higher administration) in the form of "profit sharing" are not taxed. Thus, entrepreneurs are encouraged by the state to spread this system. In many cases, “profit sharing” involves the payment of all or part of the premium in the form of shares.

In the "profit sharing" system, bonuses are awarded for the achievement of specific results production activities enterprises: increasing labor productivity and reducing production costs. As a rule, the considered system is used in large firms whose economic and financial position is stable.

The entire set of conditions and factors of labor motivation consists of three subsystems:

Technological - conditions and factors that determine the nature and

the level of production technology, working conditions, and the degree of participation

workers in the management of all this;

Economic - related to material interests and

responsibility in the growth of production and sales of products, a decrease in

costs and environmental preservation;

Social - characterizing the degree of satisfaction of social

needs, prestige and significance of work, moral satisfaction,

independence, the possibility of creativity, etc.

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Introduction

Chapter 1. general characteristics motivation as a management function

1.1 The concept of staff motivation

1.2 Motivational process

1.3 Modern systems of employee motivation

Chapter 2. Methods of staff motivation and their practical significance

2.1 Methods of motivation

2.2 Using motivation in management practice

2.3 Practical tips for successfully motivating staff

Chapter 3. Motivation in Russia and abroad

3.1 Distinctive features of incentive systems for Russian enterprises from enterprises in other countries

3.2 Labor motivation in Russian enterprises

Conclusion

Bibliographic list

Introduction

Human resource management includes many components. Among them: personnel policy, relationships in the team, social and psychological aspects of management. The key place is occupied by identifying ways to increase productivity, ways to grow creative initiative, as well as to stimulate and motivate employees.

No management system will function effectively if an effective motivation model is not developed, since motivation encourages a particular individual and the collective as a whole to achieve personal and collective goals.

Leaders have always been aware that in modern management motivational aspects are gaining in importance. Personnel motivation is the main means of ensuring optimal use of resources, mobilizing available human resources.

The main goal of the motivation process is to get the most out of the use of available labor resources, which allows you to increase the overall performance and profitability of the enterprise.

A feature of personnel management during the transition to the market is the increasing role of the employee's personality. Accordingly, the ratio of motives and needs changes, on which the motivation system can rely. To motivate employees, companies today use both financial and non-financial methods of remuneration. Meanwhile, a certain picture of the relationship between individual aspects of the motivational sphere of employees today and the most effective methods neither the theory of management, nor the practice of personnel management does not provide their management.

The problem of personnel motivation is widely considered today in scientific and journalistic literature. The complexity of the practical organization of the personnel motivation system is determined by the poor knowledge of the features of the motivation of workers employed in selected industries economy and types of production. Certain help in studying the structure of incentives and motives of personnel to managers can be provided by the conducted sociological research on the features and trends in the development of the motivational sphere of work today.

The purpose of my course work is to consider modern technologies of labor motivation, to determine the methods of motivation and their implementation in the practice of personnel management in Russia and abroad.

Objectives of my term paper:

Study the methods of staff motivation;

Consider the features of motivation in different countries.

The relevance of the problem under consideration is due to the fact that the transition to a socially oriented market presupposes the need to create an adequate mechanism for labor motivation. Without this, it is impossible to consider in practice the objective prerequisites for increasing production efficiency - the basis for the growth of real incomes and living standards of the population.

Chapter 1. General characteristics of motivation as a function of management

1.1 The concept of staff motivation

Personnel motivation is one of the central categories of management science. There are various definitions of staff motivation in the scientific literature. As a working definition of motivation, we will use the following: motivation is the process of motivating a person to act in the name of achieving certain goals. Motivating the behavior of personnel means being able to understand and perceive the internal needs of the employee, the system and encourage people to make a conscious independent choice of actions to meet the needs and achieve personal and collective goals. Motivating staff also means getting them to understand, understand, and embrace the goals of the organization. In this case, the actions of the personnel necessary for the organization will be highly motivated, and the results of work will be high.

In a concrete-meaningful relation, the motivation of personnel is understood as a psychological phenomenon, as a biopsychic reaction of a person to external influences and internal needs, mediated by the characteristics of the environment and personality, and leading to a certain result. At the same time, it is fundamentally important to emphasize the presence in motivation of a natural unity of conscious and unconscious, rational and emotional motives, reflecting human nature, the violation of which can lead to tangible distortions and losses in management practice.

Thus, motivation is a conscious (subconscious) process of choosing a particular type of behavior by a person, society, due to the impact of developmental needs and expectations associated with their satisfaction. The process of motivation is based on the functions and properties (elements) of consciousness and psyche and includes perception and assessment of the situation, goal-setting, decision-making, expectation of the results of actions and their conscious correction.

Personnel motivation occupies one of the central places in the management system of any socio-economic facility. Regardless of the nature of the control object, personnel motivation is always involved in the management of this object. Personnel motivation is one of the management functions along with other functions such as planning, organization, control, decision making, etc.

Staff motivation is an integral part of the management of a commercial organization, government institution, public organization, church, as well as any informal organization.

The success of managing any socio-economic facility depends on how effective the motivation of people working within this facility is. Even if a perfect planning system, a well-thought-out control system, a balanced system of coordination of actions, a progressive organizational structure operate within the framework of the control object, but the personnel motivation system is not effective enough, the overall result of the functioning of this control object will be quite low.

Personnel motivation is an incentive to work, a process of motivation to work, an impact on human behavior in order to achieve personal, collective and social goals. Personnel motivation is a combination of external and internal driving forces that induce personnel to carry out activities aimed at achieving certain goals, with the expenditure of certain efforts, with a certain level of diligence, conscientiousness and perseverance.

For management, it is very important to know the direction of the personnel's actions, but it is equally important to be able, if necessary, with the help of motivation to orient these actions in the direction of achieving certain goals.

The motive plays the role of a reason, an objective need to do something, an incentive to any action. Motives for work are formed before the start of professional labor activity. A person assimilates the values ​​and norms of labor morality and ethics, which lay the foundations of his attitude to work. The motive to be “inside” a person has a “personal” character, depends on many external and internal factors in relation to the person, as well as on the action of other motives that arise in parallel with him. Creating, maintaining and shaping the conditions to motivate staff is not easy. Since the motives are transformed depending on the characteristics of employees, tasks and time. Nevertheless, there are general principles for the formation and maintenance of motivation, and the manager is called upon, if possible, to look for staff motivation in the attractiveness of work, its creative nature, in high wages, and in career development.

Human behavior is usually determined not by one motive, but by their sum, within which they are in a specific relationship to each other in terms of the level of interaction per person. Hence, the motivational structure of the individual is the basis for the implementation of certain actions. This structure is characterized by a certain stability, but at the same time it is capable of changing, including consciously, depending on a person's upbringing, education and other factors. It is the manager's job to study this structure.

Consider the types of motives for work:

a) the motive of sociality (the need to be in a team). This motive is especially characteristic of the Eastern (Japanese) style of personnel management "group morality". The need to work in a "good team", according to many sociologists, is one of the leading personnel orientation group in Russia;

b) the motive of self-affirmation is characteristic of a significant number of workers, mainly young and middle age. According to Herzberg, he is actually a motivating factor for highly qualified employees;

c) the motive of independence is inherent in employees with “master's” motivation, who are ready to sacrifice stability, and sometimes even higher earnings, instead of the attitude “to be the owner and run their own business”;

d) the motive of reliability (stability) is present when preference is given to the stability of being and activity. For various reasons (historical, ethnic, etc.), the share of Russians who are focused on reliability and stability is significantly higher than the share of those who prefer risk and entrepreneurship;

e) the motive for acquiring new things (knowledge, things, etc.) underlies many elements of influence. It is especially important among highly qualified specialists;

f) the motive of justice. Each society establishes its own understanding of justice. However, lack of fairness in terms of staff leads to demotivation;

g) the motive of competition as the basis for organizing competition at an enterprise is one of the strongest motives that have been in effect at all times. A certain degree of expression of adversariality is genetically inherent in every person. At low cost, it gives a tangible economic effect.

1.2 Motivational process

Motivation is the process of influencing a person to induce him to specific actions by prompting certain motives in him. Depending on what goals the personnel motivation pursues, two types of motivation can be distinguished: external and internal.

External motivation of personnel is a kind of process of administrative influence or management: the manager entrusts the work to the executor, and he does it. With this type of motivation, the employer needs to know what motives may induce a particular employee to do the job efficiently and on time. This can be either a normal payment for work or a bonus, or simple praise or other kind of moral encouragement.

Internal motivation of personnel is a more complex process and involves the formation of a certain motivational structure of a person. In this case, it is necessary to find a psychological way to enhance the desirable qualities of the employee's personality and weaken negative factors, for example, to reduce the monotony of work, etc. The second type of personnel motivation requires much greater efforts, knowledge and abilities from the manager himself.

The most common motivation model has three elements:

1) needs, i.e. desires, striving for certain results. People have a need for things like clothes, a house, a personal car, etc., but also for “intangible” things like a sense of respect, an opportunity professional growth etc.

2) purposeful behavior - in an effort to satisfy their needs, people choose their own line of purposeful behavior. Working in an organization is one of the ways of purposeful behavior. Attempts to advance on leadership position- Another type of purposeful behavior aimed at meeting the need for recognition.

3) satisfaction of needs - reflects a positive feeling of relief and a comfortable state that a person feels when his desire is realized.

Personnel motivation, analyzed as a process, can be represented as a series of sequential stages (Fig. 1).

Figure 1 - Scheme of the motivational process

Stage 1 - the emergence of needs - a person feels that he is missing something, he decides to take some action;

Stage 2 - finding ways to eliminate needs, determining directions of action, how exactly and by what means you can satisfy the need;

Stage 3 - the definition of the goals (directions) of the action, it is determined what exactly and with what means it is necessary to satisfy the need. Here it is revealed what needs to be received in order to eliminate the need, in order to receive what is desirable, to what extent it is possible to achieve what is necessary and what is actually received can eliminate the need;

Stage 4 - the implementation of the action, i.e. the expenditure of efforts for the implementation of an action that allows the need to be fulfilled. In this case, the goals may be adjusted, since the goals and needs can undergo a change in the process of implementing actions;

Stage 5 - receiving a reward for the implementation of the action. Having done necessary work, a person gets what he can use to satisfy a need, or what he can exchange for what he wants. It reveals to what extent the execution of the actions provided the desired result. Depending on this, there is either a weakening, or preservation, or an increase in motivation for activity.

Stage 6 - elimination of the need - a person either stops activity before a new need arises, or continues to look for opportunities and take actions to eliminate the need.

Note that even knowledge of the logic of the personnel motivation process does not fully provide decisive advantages in managing this process.

A significant factor is that the motivational process is changeable, and its nature depends on what needs initiate it. For all that, the needs themselves are in a complex dynamic interaction with each other, often contradicting each other or, on the contrary, strengthening the actions of individual needs.

Another important factor that makes the motivational process of each individual person unique is the difference in the motivational structures of individual people, different degrees of exposure to the same stimuli, different degrees of dependence of the action of some motives on others. In some people, the desire to achieve a result can be very strong, in others it can be relatively weak. Then this motive will have different effects on people's behavior.

One of the main tasks of management is to determine the motives of the activities of each employee and the coordination of these motives with the goals of the enterprise.

Favorable assessments of the work done (positive reinforcement) increase self-esteem, motivate work activity, and enhance creative initiative. Encouragement instills confidence in a person in himself, in his potential, abilities, gives hope for the successful completion of new tasks, which strengthens the desire, works in the best possible way. Positive reinforcement forms an attitude in which the personnel strives for such a line of behavior, for the performance of such tasks, for such a quality of work, through which their expectation of fair remuneration is justified. At the same time, he certainly avoids such actions that may end in unpleasant consequences.

1.3 Modern systems of employee motivation

In accordance with the law, a person must work at least 40 hours a week. A system called a "compressed work week" allows you to work 10 hours 4 days a week. This system significantly reduces the problem of absenteeism, increases employee satisfaction and at the same time increases productivity.

Another option for a tight work week is the so-called 9-80 program. Its essence is that employees work 9 hours from Monday to Thursday and 8 hours every Friday. This method ensures that employees have free time. But there are drawbacks: firstly, the productivity of workers by the end of a longer week decreases, secondly, the quality of service to customers and consumers deteriorates, thirdly, this work schedule may not suit individual employees, fourthly, this system leads to the unproductive use of production and office equipment.

The next most common way of motivation is a flexible working time system, otherwise a flexible schedule. This method is a working time planning system in which employees must work a certain number of hours per week, and they can independently distribute their work time... When using flexible hours, management assigns a certain main time when employees are required to be present at work, and the time of departure, arrival and lunch break is determined independently.

The above system helps to reduce absenteeism, improves the microclimate in the organization and increases the intensity of work. Though this method serves as a means of motivation, it has several disadvantages. When using this method of motivation, it becomes more difficult to manage subordinates outside the general main time. It may not be at the workplace at the right time the right specialist... The system complicates the process of planning and managing working time. In addition, this method is not suitable for some types of activities due to the high interdependence of tasks. That is, when the work of an individual employee is largely dependent on other people both within the organization and outside it. The stated flexible schedule is not suitable for, for example, doctors, teachers, etc.

Another way of motivation in modern conditions is the division of the work task. That is, work covering 40 hours a week is split between two or more employees. Such a system provides an advantage both for individual employees and for the organization as a whole, since, thanks to this method, the experience of not one, but several employees can be used. In addition, the system enables the organization to hire qualified employees who are unwilling or unable to work full time.

The last method of motivation is remote presence at the workplace using a personal computer. This system involves connecting people working at home via local area networks and the Internet, with managers and colleagues working in the office. This system also has its own disadvantages and advantages. Thanks to this system, time and effort on the road is reduced, and the time for solving personal problems increases. The disadvantage is the absence at social and cultural events and corporate parties. Also, this system significantly lowers the chances of increasing wages and moving up the career ladder.

Chapter 2. Methods of staff motivation and their practical significance

2.1 Motivation methods

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

There are the following methods of motivating effective work behavior:

Material incentives;

Organizational methods;

Moral and psychological.

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

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

Satisfaction with material remuneration, its fair level motivates the initiative of people, forms their commitment to the organization, and attracts new employees to it. Although work in our country, in contrast to highly developed countries, is today viewed mainly as a means of earning money, it can be assumed that the need for money will grow up to a certain limit, depending on the standard of living, after which money will become a condition for a normal psychological condition, preservation of human dignity. In this case, other groups of needs related to the need for creativity, achievement of success, and others may act as dominant. It is very important for a leader to be able to recognize the needs of employees. The need of a lower level must be satisfied before the need of the next level becomes a more significant factor in determining human behavior.

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

Needs are constantly changing, so one cannot expect that motivation that worked once will be effective in the future.

With the development of personality, opportunities and needs for self-expression expand. Thus, the process of motivating by satisfying needs is endless.

As noted, in addition to economic (material) methods of motivation, there are not economic ones, namely: organizational and moral-psychological.

Organizational ways of motivating (motivating) include:

Participation in the affairs of the organization (usually social);

The prospect of acquiring new knowledge and skills;

Enrichment of the content of labor (providing more interesting work with the prospects of official and professional growth).

Moral psychological methods of motivation include:

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

The presence of a challenge, providing opportunities to express yourself in work;

Recognition (personal and public, as well as valuable gifts, certificates of honor, Honor roll, etc.). For special services - awarding orders and medals, badges, conferring honorary titles, etc .;

Lofty goals that inspire people to work effectively (any task must contain an element of challenge);

An atmosphere of mutual respect and trust.

Promotion in the position is a kind of complex method of motivation. However, this method is internally limited, since, firstly, the number of high-ranking posts in the organization is limited; secondly, promotion requires increased retraining costs.

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

The growth of the role of economic management methods in Russia, noted by a number of authors, is primarily associated with the formation and improvement of the market economic system. In market conditions, economic management methods will inevitably receive further development, the efficiency and effectiveness of economic motives will increase, which will put each employee and team in such economic conditions under which it will be possible to most fully combine personal interests with work goals.

However, focusing on economic methods of motivation often leads to a decrease in attention to social psychological aspects motivation, which determines the internal motivation of personnel.

The above classification scheme for motivation methods is classical. In modern management, other groupings of motivation methods are also used. Enlarged, all methods of motivation can also be grouped into the following four types:

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

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

3. Enrichment of labor - this system is more related to non-economic methods and means providing people with more meaningful, promising work, significant independence in determining the mode of work, the use of resources. In many cases, this is added to the increase in wages, not to mention social status.

4. The system of participation - currently exists in various forms: from wide involvement of the collective in decision-making on the most important problems of production and management (Japan) to complicity in ownership by acquiring shares of one's own enterprise on preferential terms (USA, England).

Within the framework of these groups of methods, today, separate methods and systems of personnel motivation are being developed.

IN modern society motivation is based on the knowledge and mechanisms of psychology.

2.2 Using motivation in management practice

Speaking about motivation, it must be stated that there is no one “best” way of it. People have many different needs and goals. People behave differently in an effort to achieve their goals. What works for one person may not work for another at all. This once again confirms that in practice it is very difficult to carry out this most important management function. The work of a manager within this function is carried out in the following directions:

* work to improve the material remuneration of employees (material incentives);

* development and implementation of systems and measures of moral incentives to work;

* creation of conditions for attractiveness, interesting work, aesthetics of the workplace and labor operations:

* guaranteeing employment, business career, training opportunities, etc. The manager, in addition, must assess the degree of labor participation of each employee or group.

There are several ways to reward people for their work:

1. Material remuneration for more intensive work and its better quality, regardless of the length of service of the employee in various forms.

2. One-time monetary remuneration for the performance of scientific and engineering works when they are introduced into production (bonuses).

3. Promotion in position, rank, which is most consistent with the capabilities of the employee.

4. Encouraging free time or providing an opportunity for an employee to independently plan his working day, leading to an increase in productivity.

5. Public and personal recognition of the employee's merits through awards, gratitude, diplomas, press, radio, television, praise in the appropriate form, trust, provision of benefits and privileges for the best work.

“The entire“ set ”of these labor incentives should be public, known to all employees and really deserved.

It is important to understand the question of whom and what can be encouraged, how to do it. However, in any team you can see not only those who constantly strive for better results in work. In this regard, the question arises about the punishment of employees who made mistakes in work, abuse, theft, forgery, which caused material and moral damage to the company.

Speaking about such a way of reward as money, there is no need to convince how important it is. In business, money is a symbol of success. The forms of monetary incentives can be different: wage increases, bonuses, participation in the company's profits.

The organization of wages at the enterprise is of great importance. Organization of wages is carried out using standards, tariff system, forms and systems of wages, etc.

The tariff system is a set of standards that determine the differentiation of wages depending on the complexity and working conditions, forms of wages and the specifics of the industry.

Forms and systems of wages - the procedure for its calculation, depending on the organizational conditions of production, and the results of labor.

There are two forms of wages: piecework, in which wages are charged for each unit of production or work performed, and time-based, in which wages are calculated according to tariff rate or the salary for the hours actually worked.

There are a lot of wage systems, especially for piecework wages. Let's name two:

1. Piece-piece-regressive system, or "system of division of prizes". Under this system, wages grow more slowly than output.

2. System of rationing of daily output. Different rates are paid depending on the level of output.

In case of successful operation of the enterprise and savings on wages, a bonus fund is formed. 25% of this savings goes to the reserve fund, and the rest is distributed among the workers.

A variation of this system is the so-called "general coefficient formula", based on the share of labor costs in the volume of products sold. Usually this ratio is relatively stable in enterprises. With the help of this coefficient, the allowable wage costs are found. If the actual cost of wages is less, then the resulting savings are paid in the form of bonuses.

Forms of collective bonuses are widely used. They are currently regarded as the best. There are also a lot of them, but they can be reduced to three main varieties:

1. The system of participation in the distribution of profits (the share of profits going to bonuses is determined in advance).

2. The system of participation in the results of the enterprise.

3. Dividend system (profit sharing).

Another way to reward is recognition. As strong as the material incentives are, the moral ones can be even stronger. Especially great pleasure is given to a person public acceptance when his work is celebrated in the presence of the rest of the team. It is also a promotion in position, rank.

The next way is freedom. For some people, constant supervision and care is only a hindrance in their work. If such a person copes with the work, he can be given more freedom, for example, allow some of the work to be done at home.

In this aspect, various new types of work schedules (flexible hours) being introduced at enterprises are of great interest to employees. For example, a staggering schedule that allows you to change the start and end times of work, but you must work full time. A variable day is a schedule in which it is allowed to change the length of the working day. Flexible placement allows you to change not only the hours, but also the location of work - you can work from home, in branches, etc.

Of course, not all types and organization of work allow the use of a flexible time schedule, but this form of motivation has found wide application in the practice of foreign and domestic enterprises. According to some reports, today teleworking (working at home at the computer) is about 15% work force.

Another way of rewarding is perspective. Many firms lose their best workers because they don't give them the opportunity to “grow”. If a leader wants to retain such people, he must open up the prospects for professional growth in front of them. This does not mean that all good employees need to be constantly promoted to higher positions. You can reward differently, for example, by entrusting new, more complex and responsible work with appropriate payment.

Concluding this question, it should be said about the acute problem of today - the improvement of working conditions.

At the stage of transition to the market, the importance of working conditions as one of the most important human needs increases. The new level of social maturity of the individual denies the unfavorable conditions of the working environment. Working conditions, acting not only as a need, but also as a motive for working with a certain return, can be both a factor and a consequence of labor productivity and its efficiency. Another side of this problem should be distinguished - the low labor culture of the workers themselves. For a long time, working in unsatisfactory sanitary and hygienic conditions, a person does not know how, and does not want to properly organize his workplace... Recently, Japanese methods of performance management have been introduced as an experiment in our leading enterprises, one of which is to improve production standards. Compliance with the five principles of work is one of the elements of labor morality:

1) eliminate unnecessary items in the workplace;

2) correctly position and store the necessary items;

3) maintain a clean and tidy workplace at all times;

4) constant readiness of the workplace to carry out work;

5) learn the discipline and observe the listed principles.

The state of the workplace is assessed on a daily basis when checking for compliance with the specified rules. The workers are directly interested in the constant maintenance of their workplace in good condition, since in this case the wage part of their earnings increases by 10%. The use of such a system allows raising the level of production culture and contributes to the growth of labor productivity.

So, for a manager engaged in the development of labor motivation, it is important to know the personal and public interests of employees, the motivational structure of human behavior; know the consequences of the measures introduced by him. It is important that any decision in the field of work motivation is public, known first-hand, understandable and correct, even if at first this decision infringes upon someone's interests.

2.3 Practical mustache advicewalking staff motivation

To successfully motivate staff, you can give the following practical advice:

1. Take into account the advice of predecessors. It is necessary to familiarize yourself with Herzberg's theory of hygiene, Mk Gregor's X- and Y-theories and Maslov's hierarchy of needs. Although these theories are quite old, they are still valid. Refer to the handbook for a basic understanding of their main principles; it will be invaluable in creating a climate of honesty, openness and trust.

2. It is necessary to determine what motivates you personally. What factors are important in the work and how they interact. Understand the difference between real long-term motivation and fast-moving impulses.

3. Find out what people want from work. People may desire better status, higher wages, better working conditions and various benefits. But you need to find out what really motivates subordinates (conduct anonymous polls or questionnaires, talk with people about what they would most like).

For example, do they want to:

More interesting work?

More qualified leadership?

More opportunities to see the end result of your activity?

More participation?

Greater recognition?

More competition?

More room for development?

4. Show interest in work. Rewarding employees for a job well done. Expression of sincere interest, without going beyond and without standing behind anyone's back.

5. Elimination of interfering factors. Determine what hinders successful motivation - these can be physical reasons (premises, equipment) or psychological reasons (boredom, injustice, obstacles to promotion, lack of respect and recognition). Some of them can be easily eliminated; others will require more planning and time.

6. Showing concern. If the work culture is error-prone and tolerant of staff failures, employees need to understand how much support they can count on. Oftentimes, the practice of motivating and building relationships fails just because the state does not feel it can receive adequate support.

7. Be careful with cash incentives. Many people say they work for money, and they demand encouragement in the conversation. But if you reward them with money, then after a short period of recovery, this will have to be repeated over and over again. Additional payments can be effective in attracting new employees, but they are unlikely to motivate long-serving employees to use their abilities more efficiently.

8. Making a decision. After listening to the staff, steps need to be taken to change the policies and attitudes of the organization. Keep the new policy flexible and responsive to the wishes of the state.

9. Change management. Adopting a policy is one thing, but it’s quite another to apply it. If the lack of motivation is already entrenched, the entire management style of the organization will need to be re-examined. One of the most natural human instincts is to resist change, even if it can lead to improvement. So the way in which the changes will be implemented will greatly depend on their success or failure.

10. Understand learning preferences. Change is unthinkable without training. Peter Honey and Alan Mumford, in their Learning Styles Guide, identified four main learning styles:

Activists: love to be involved in everything new. They do not like to look back, observe and be impartial;

Theorists: they like to argue theoretically. They do not like to do something without clear goals and reasons;

Thinkers: They like to sit and think things over. They don't like to be pressured into making decisions;

Pragmatists: They need to see the connection between the topic and the work being done. Best of all, they learn what they can try out in practice.

As everyone learns different styles and approaches, people will become more receptive to motives and suggestions to achieve a common goal.

11. Providing feedback. Feedback is one of the most important elements in the motivation cycle. You don't need to keep people waiting for news of how successful their proposals and developments are. Comment on events carefully and tactfully, not forgetting what next steps will have to be taken to achieve goals.

Chapter 3. Motivation in Russia and abroad

3.1 Distinctive features of incentive systems for Russian enterprises from enterprises in other countries

The distinctive features of the systems of incentives for enterprises in Russia from the systems of incentives for enterprises in other countries are very significant in many respects. But above all:

The first distinctive feature of the development of motivation systems is the fact that in the production and economic activities of enterprises of the Russian state for a long time, mainly one - the only motivational model of "carrot and stick" was widely used in practice, which has not lost its application today.

The second distinctive feature of motivation systems is that the motivation models of our country have been and remain standardized and unshakable, any deviation from these standards is considered a violation of existing regulatory legal acts and local regulatory documents that are based and operate on the basis of legislative acts. Therefore, top-level managers strictly followed these principles (time-based, piece-rate-bonus payment systems and their varieties, bonus systems).

The third distinctive feature was that motivational systems not only contributed to equalization in the systems of remuneration and bonuses for this category of workers, but also kept the tendency to stimulate the best and the worst in an equal volume, since the size official salary managers of the same qualification category were paid the same, regardless of the labor contribution. Bonuses were awarded by the same method. The payment of bonuses regardless of the results of labor and even a slight gap between the bonuses and the results achieved distorts their essence, turns them into a mechanical addition to the basic wage.

The fourth distinctive feature of the application of motivational systems is that the labor contribution was assessed biasedly, formally, which led to indifference and disinterest in both individual and collective labor results, reduced social and creative activity.

The ineffectiveness of the functioning of the current assessment systems can be supported by the results of an earlier study conducted at Russian enterprises. Suffice it to say that only 38.4% of the respondents answered that the current assessment criteria take into account the results of labor, 50.3% - partially take into account, 11.3% - do not take into account.

The fifth distinctive feature was that the motivational models operating in Russia completely excluded the possibilities of engineering and managerial workers in the development of non-specialized careers and the development of combination of positions. Only for last years the need to develop non-specialized careers and combine positions began to be recognized.

The sixth distinctive feature of the motivational systems of Russia was that social stimulation of the labor activity of these categories of workers was carried out mainly without taking into account the results of individual labor, since the social benefits of collective labor were used by both workers who achieved high performance in work and workers who did not show much interest. to work. For example, the company has created an excellent social base (a network of preschool, medical institutions, dispensaries and recreation centers, sports facilities, etc.). The social benefits created by collective labor were provided primarily to the workers and only then to the engineering and management personnel, since the main productive force was considered a worker, not intellectual workers, whose creative ideas the workers embodied in real life. Moreover, if the worker worked unproductively, violated the internal regulations, but was in poor health, he was primarily provided with social benefits.

The seventh distinctive feature of motivational systems was that none of the motivational models of enterprises in capitalist countries envisaged and does not provide today a block of moral incentives, since they mainly reflect material, social-material, natural and social career incentives. In this regard, the experience accumulated in Russia in terms of moral encouragement of the best workers deserves not only approval, but also widespread at the enterprises of other countries. In addition, the engineering and management corps of Russia assigns moral encouragement to second place after material incentives.

The eighth feature in the development of motivation is that incentives were viewed, as a rule, through the prism of socialist competition. And competition, if we discard ideological dogmas, not only has not outlived its usefulness, but must still be one of the driving motives for increasing the social and creative activity of workers in accelerating the pace of scientific and technological progress. Its necessity has been proven in many defended doctoral and master's theses, but the change in the political and economic situation in Russia has brought to naught its development and practical application, which was one of the reasons that Russia has today. In contrast to Russia, competition as such is widely used in firms in Germany, the USA, Japan and other countries.

The mechanism for implementing each of the blocks of the motivation model depends primarily on the desire or unwillingness of a particular enterprise in Russia, as well as on the specific conditions that are characteristic of engineering teams where this motivational model will be tested. Moreover, the general trends in the application of motivational models at enterprises in developed countries indicate that none of the motivational models is capable of completely eliminating contradictions in stimulating labor. employees, including engineering and management.

3.2 Labor motivation in Russian enterprises

Remuneration for labor is a motivating factor only if it is directly related to the results of labor. Employees must be convinced of a stable relationship between the material remuneration received and labor productivity. There must be a component in wages that depends on the results achieved. The Russian mentality is characterized by the desire for collective work, recognition and respect of colleagues, and so on. Today, when, due to the difficult economic situation, it is difficult to organize high wages, special attention should be paid to non-material incentives, creating a flexible system of benefits for employees, humanizing labor, including:

1.recognize the value of the employee for the organization, provide him with creative freedom,

2. to apply programs of enrichment of labor and rotation of personnel;

3.Use a sliding schedule, incomplete working week, the ability to work both at the workplace and at home;

4. to establish discounts for employees for products manufactured by the company in which they work;

5. to provide funds for recreation and leisure, to provide free travel tickets, to issue loans for the purchase of housing, a garden plot, cars, and so on.

Below will be formulated the motivating factors of the organization of labor, which lead to the satisfaction of the needs of the highest levels. At his workplace, everyone wants to show what he is capable of and what he means to others, therefore it is necessary to recognize the results of the activity of a particular employee, to provide an opportunity to make decisions on issues related to his competence, to advise other employees.

At workplaces, the worldview of a single team should be formulated: it is impossible to destroy the emerging informal groups if they do not cause real damage to the goals of the organization.

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

Therefore, in what form, with what speed and in what way employees receive information, they assess their real significance in the eyes of management, therefore it is impossible to make decisions regarding changes in the work of employees without their knowledge, even if the changes are positive, as well as hinder access to the necessary information. Information about the quality of an employee's work should be prompt, large-scale and timely. The employee should be given the greatest possible degree of self-control.

Most people strive to acquire new knowledge in the process of work. Therefore, it is so important to provide subordinates with the opportunity to learn, encourage and develop their creativity.

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

Conclusion

The effectiveness of this or that motivational system in practice largely depends on the management bodies, although in recent years certain steps have been taken to increase the role of enterprises themselves to develop their own systems of motivation, which, at a specific time interval, make it possible to implement the goals and objectives of enterprises in conditions of market relations.

Now it is hardly necessary to convince anyone that motivation is the fundamental factor in motivating workers to work highly productively. In turn, the functioning of motivation systems, their development mainly depend on the employees of the management apparatus, on their qualifications, business qualities and other qualitative characteristics.

At the same time, both in the period before Russia's transition to market relations, and at the present time, the problem of motivation remains the most urgent and, unfortunately, the most unresolved problem in practical terms.

The solution to this problem mainly depends on ourselves. We ourselves are responsible for our lives and motivation to work. The sooner we accept this point of view, the sooner we begin to implement the right measures. However, it seems that many of us spend too much time before daring to take primary responsibility for the content of our lives and the desire to work.

We are accustomed to looking for the causes of our life and work problems at first outside of us. The reasons are found quickly: these are the closest colleagues at work, bosses, subordinates, the division of labor, the atmosphere, the way of management, and outside the enterprise - the economic situation, unreasonable government policy and many other factors that lie even outside our country. Many of us spend so much time explaining the effectiveness of our work or unwillingness to work, that during this time, if used correctly, we could achieve significantly higher motivation, both ourselves and those closest to us.

Bibliographic list

1. Avchirenko L.K. Organization personnel management. - M .: INFRA-M, 2001.

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As subjects of motivation management in organizations are individual managers, management bodies that influence the behavior of personnel, using norms and regulations in various organizational and production situations that arise under the influence of various kinds of factors of the external and internal environment. All of them, forming a kind of causal chain, have a positive or, on the contrary, a negative impact on the behavior of personnel.

Control a person- it means to control the motives of his behavior. This type of impact, i.e. impact on motives is recognized as the most effective in comparison with direct impact. But at the same time, this is a more complex path of influence, since it requires the choice of incentives that not only exactly correspond to the goals that the management system sets for itself, but also the motives of the behavior of employees.

If the subject of management does not have the necessary incentives, then the object of management, i.e. the staff and their motives will be unable to perceive the control action. In this case, the situation is often complicated by the fact that counter-motivation begins to act actively, acting as a negative reaction to the stimulating effect.

Sufficient variety of incentives- this is the most important principle of effective management of motivation. This is especially important to take into account at various levels of motivational changes: motivation at the level of the individual; motivation at the level a certain group(professional, age, social); motivation at the level of the organization's personnel. Even strong and significant incentives, given their uniformity, are not able to really form a motivational core that corresponds to effective organizational behavior. In addition, when using incentives, it is necessary to choose the place and time of its application, which in this case will cause the greatest motivational effect with the same quantitative and qualitative characteristics of the control action.

In this regard, consider the following structures of motivation.

The structure of motivation is associated with the classification of needs and the corresponding motives of behavior. According to this view, the structure of motivation can be built on the basis of the classification of needs according to their vital importance. As an example, we can refer to A. Maslow's classification of needs. However, this approach presupposes a consistent actualization of needs: as material needs are satisfied, needs of a higher order are included, which limits the scope of its application to the extreme conditions of the organization's development.

The second type of structure of motivation is associated with the construction of a mono-centrist structure of motivation, in which some universal need is chosen as the central one, the satisfaction of which can be carried out by various types of activity or objects related to various spheres of life, from material to spiritual. The mono-centrist structure of motivation allows for the following:

• - to change the central need depending on the subjective and situational characteristics that have developed in the organization;
• - build motivation in relation to the same goal;
• - to build motivation, calculated for the future (motivation through the future);
• - to take a differentiated approach to the motivation of personnel in connection with their qualifications and other professional qualities;
• - to develop motivation through the inclusion of new areas of satisfaction of the central need.

The next type of structure of motivation provides for the construction of a polycentric structure of motivation. It is this approach that most satisfies modern management, since organized structures are multipurpose.

The basis of the polycentric construction of the structure of motivation is formed by needs focused on corporate behavior or corporate principles of the organization's activities.

The polycentric principle of building the structure of motivation is based on the compliance of personnel with certain goals arising from the mission of the organization at certain periods of its development. In this regard, the first place is given to the task of recruiting personnel with certain specified complexes of needs, which can form the necessary structure of motivation. In other words, the polycentric model of the motivational structure allows a differentiated approach to management through motivation in connection with certain tasks solved by groups of personnel.

The motivation process is very complex and depends on the individual employee and the situation in which he is. Understanding this will help you figure out how you can stimulate an employee to work effectively. The following components of motivation can be distinguished (Table 2).

Table 2 - Components of motivation

Component of motivation	Motivation method	Purpose of motivation
Enterprise culture The system of value orientations and norms common for all personnel of the enterprise	Company charter, basic principles of management and management style of the company	Understanding and recognizing the goals of the enterprise. Perspective orientation. Reconciliation of mutual interests
Participation system Participation of employees in the distribution of the total economic result, owned by the enterprise and the development of cooperation	Forms and methods of distribution of the result, participation in property, development of partnership relations	The attitude towards cooperative behavior. Orientation on the correlation of costs and benefits, willingness to take risks. Interested in information useful to the enterprise
Principles of leadership Regulations and regulations for regulating the relationship between managers and employees within the framework of the operating concept of management within the organization	Basic principles of management, management by example, management training	Joint and constructive cooperation. Positive attitude towards employees. Responsibility and independence of leaders
Personnel care. All forms of social benefits, services provided to employees, regardless of their position in production and the results of their work	Ensuring labor safety, health protection, creating conditions for rest and unloading, playing sports, caring for workers in need of help	Social security and integration with the enterprise. Social responsibility towards others. Increasing labor activity
Involvement in decision making Coordination with the employee of certain decisions made at the workplace, in a work group or in a non-production area	Delegation of responsibility, determination of forms of responsibility, voluntary participation in decision-making	Participation in decision making in the workplace. Involvement in the business of the enterprise. Taking responsibility
Organization of the workplace Equipping workplaces with technical, ergonomic and organizational aids, taking into account the needs of workers	Technical and organizational aids, physiological and psychological elements of working conditions (ergonomics, aesthetics, etc.)	Satisfaction with the state of the workplace. Identification with the work task Pleasure in the work and better performance of the task
Personnel policy Planning of measures for professional development and intra-production mobility, taking into account the needs, desires and professional abilities of employees	Training and professional development of personnel, trainings and seminars, career planning, promising programs forming the structure of personnel	Intra-production mobility and application flexibility professional qualifications... Independence and initiative. Creative innovation
Regulation of working hours Flexible adjustment of working time to the needs of the employee and the company	Reduction of working hours, flexible working hours, staggered hours, part-time working hours, days off associated with religious holidays, flexible distribution of the annual fund of working hours	Responsible and conscientious use of working time. The attractiveness of labor associated with the flexibility of working hours. Working time efficiency
Information for the employee Bringing to employees the necessary information about the affairs of the enterprise	Enterprise newspapers, shop leaflets, enterprise directories, team meetings, work reports	Informed about the affairs of the enterprise. Interest in information outside the workplace.
Personel assessment The system of systematic and formalized assessment of employees according to certain previously established criteria	Methods for assessing the performance of the potential of the employee, the assessment of behavior	Satisfaction of the employee with the attitude of the management to him and the assessment of the results of his work
Note - Source

The following groups of incentives contribute to the implementation of the goals set in the table:

• 1) Material incentives: an increase in the official salary: for an increase in the volume of work; for the growth of qualifications: for combining positions, performing the amount of work with a smaller number of employees; for an increase in sales. Bonuses: for the introduction of new developments and new technology; for the manufacture of products for export; for improving product quality; according to the results of work for the year; for reducing the labor intensity of work, etc.
• 2) Moral incentives: corporate; municipal, city, regional significance; state significance; interstate significance; international moral incentives.
• 3) Incentives to work career: striving to be recognized in your team; continuous improvement of their knowledge after graduation from university, college; long-term security cash income; expanding the scope of authority in decision-making; full realization of your creative potential; steady promotion; election to the governing bodies of management (the entire hierarchy from bottom to top); participation in the work of interstate bodies and joint ventures; election: the head of the organization or to the state governing bodies.
• 4) Additional incentives: incentives for participation, development and implementation of rationalization proposals and inventions; one-time payments for the contribution to the increase in the profit of the enterprise; for participation in increasing the share capital; one-time payments from savings funds; preferential sale of shares and bonds to their employees; one-time payments at the end of the year; payment of dividends on shares.
• 5) Social and natural incentives: allocation of goods produced by the enterprise to employees for wages; purchase for employees of products of wide demand from other enterprises (cars, televisions and other household appliances); construction and allocation for the use of employees on a free basis or with partial payment of summer cottages, garages, etc .; preferential purchase of the above goods, including food; allocation of soft loans; provision of deferred payments for a certain period.
• 6) Social incentives: free use of preschool institutions; free meals at work; free medical care; loans for free education; payment of transportation costs; free use of sports facilities; early retirement at the expense of the enterprise; advanced training at the expense of the enterprise; material guarantees for unemployment; purchase for housing workers; decrease in production rates due to deteriorating health; discount on the purchase of goods; allocation of interest-free loans.

In the course of work, human energy is transformed into certain behavior, the expected result of which is effective joint actions of employees, implementing the plans of the organization. Organizational mechanisms come into play that induce workers (an individual, a group of people or a team) to take action to achieve the specific goals of the organization and the given results of work.

These actions (incentives) are carried out by the subject of management (the state, the management bodies of the enterprise, the immediate manager, etc.), triggering the process of forming labor motives - the motivation of labor activity.

The more diverse needs a person realizes through labor, the more diverse the benefits available to him, and also the lower the price he has to pay in comparison with other types of activity, the more important the role of labor in his life, the higher his labor activity.

It follows from this that incentives can be any benefits that satisfy significant human needs, if their receipt involves work. In other words, the good becomes a stimulus for labor if it forms the motive for labor. In one case, we are talking about an employee seeking to get a benefit through labor activity (motive), in the other, about a management body that has a set of benefits that the employee needs and provides them to him on condition of effective labor activity (incentive).

The most important thing in management activities in the field of incentives is to set each subordinate such goals, the achievement of which becomes a guaranteed condition for receiving the promised benefits and is possible only with a certain amount and quality of his work. It is important to understand that stimulation is an impact not only on the personality of the employee, but also on the external circumstances of his work activity by establishing conditions and a mechanism for distributing benefits (incentives), since it is the interest in obtaining certain benefits that motivates the employee to be active.

Thus , incentive target- not only to induce a person to work, but to induce him to do better and more of what is conditioned by labor relations. In this case, the incentive system acts as a set of requirements, rewards and punishments aimed at establishing cause-and-effect relationships between the employee's action, the assessment of its result and reward. The formation of an incentive system is closely related to taking into account the attitude of employees to various benefits offered by the organization, with their personal characteristics, value orientations, educational level, situation in personal life, specific social conditions in which a person is, with a socio-psychological climate and leadership style in labor collective.

Main directions of incentives- tangible (organization of remuneration, development of a social package, a system of participation in profit and capital, etc.) and intangible (moral, incentives for free time, etc.). And in this sense, labor incentives are elements of a system of specific measures in the distribution mechanism operating in the organization.

In accordance with Figure 3, the study of modern management theory and practice allows us to highlight various areas of material incentives.

The diagram presented in Figure 3 not only reveals (from top to bottom) the structure of material incentives, but also shows (from left to right) the order (sequence) of the formation of the elements of this structure.

The permanent and variable parts allocated as part of direct material incentives are focused on performing various functions: the permanent part is aimed at satisfying the basic needs of the employee and his family members, provides the formation of a sense of stability, confidence in the future, employee security, etc .; variable - focuses on the achievement of predetermined organizational goals, reflects the individual contribution of the employee to the final results of the division, the enterprise as a whole.

Figure 3. - Types and structure of material incentives

The main element of the permanent part of direct material incentives is the official salary, which should be determined depending on the minimum wage at the enterprise and the prevailing level of remuneration in the labor market, taking into account such additional factors as the level of education, special nature of work, length of service and work experience in positions.

The system of motives and incentives for labor should be based on a certain base (standards of labor activity). The employee's entry into labor relations presupposes that he must perform certain duties for a pre-agreed remuneration. This is the sphere of controlled activity, in which the avoidance motives associated with the fear of punishment for failure to comply with the requirements are at work.

The classification of incentive methods can be carried out into organizational and administrative (organizational and administrative), economic and socio-psychological and is one of the most widespread. Depending on the orientation towards influencing certain needs, management methods are divided into:

• 1) Economic management methods due to economic incentives. They imply material motivation, that is, an orientation towards the fulfillment of certain indicators or tasks, and the implementation, after their fulfillment, of economic reward for the results of work. The use of economic methods is associated with the formation of a work plan, control over its implementation, as well as economic incentives for labor, that is, with a rational system of remuneration, which provides for rewards for a certain amount and quality of work, and the application of sanctions for inappropriate quantity and insufficient quality.
• 2) Organizational and administrative methods based on policy guidelines. These methods are based on imperious motivation based on obedience to the law, rule of law, senior officer, etc., and based on the possibility of coercion. They cover organizational planning, organizational regulation, instruction, management, control. In management, power motivation plays a very significant role: it presupposes not only unconditional observance of laws and regulations adopted at the state level, but also a clear definition of the rights and responsibilities of managers and subordinates, in which the execution of the order of management is mandatory for subordinates. Powerful motivation creates the necessary conditions for organization and interaction, and the organizational and administrative methods themselves are designed to ensure effective management at any level on the basis of its scientific organization.
• 3) Socio-psychological methods used to improve social activity employees. With the help of these methods, they influence mainly the consciousness of workers, on the social, aesthetic, religious and other interests of people and carry out social stimulation of labor activity. This group of methods includes a diverse arsenal of methods and techniques developed by sociology, psychology and other sciences that study humans. These methods include questioning, testing, polling, interviewing, etc. The application of socio-psychological methods in management in trade is considered in two aspects: in the traditional aspect of their application in personnel management and in terms of managing customer behavior (when choosing a social target by a trading company, in advertising, etc.).

In management practice, as a rule, various methods and their combinations are used simultaneously. For effective management of incentives, it is necessary to use all three groups of methods in enterprise management. It should be noted that focusing on economic incentive methods often leads to a decrease in attention to the social and psychological aspects of motivation, which determine the internal motivation of personnel.

In modern practice, mixed wage systems are often used - one part of the remuneration of each employee depends on the performance of the group (usually a variable), and the other on individual characteristics(permanent, official salary).

Most executives believe that if they fail to offer solid salaries or impressive bonuses, people will be lazy and feel insufficiently incentivized. But you should worry more not about where to pay high salaries, but about providing your employees with fair remuneration. Fairness is the observance of the principles of correctness, impartiality, honesty.

The main forms of material incentives for the labor of the personnel of the enterprise are:

Material remuneration: salaries, bonuses, profit sharing, equity participation, additional payments, deferred payments. As well as additional incentives such as: payment for transport services, medical care, educational assistance, pensions and savings, vacations and weekends.

Every leader would like his subordinates to strive for good work with full dedication, so that they are involved in the affairs of the organization, share its goals and be highly active in solving problems that interfere with the stable operation of the organization. Money is the most obvious and most frequently used incentive, although it is not the only means of motivating workers.

Consideration of the forms and systems of wages from the point of view of labor incentives suggests that effective management of material incentives should include the study of its motivational aspects both in the practice of managing the organization of labor, and in particular in labor rationing, and from the point of view of the conformity of the forms of wages to production conditions, and the very level of wages. Money is a strong enough motivator only if the employee considers his or her wages to be fair and sees the connection between the results of their work and wages. And since the organization under consideration uses piecework wages, this factor is very important.

In the economic literature, there are different approaches to determining the economic essence of wages. From the point of view of wages as the main form of distribution according to work, it appears as the employee's personal labor income, determined by the quantity and quality of labor. There is a point of view on wages as a monetary expression of the value or price of labor.

This approach to wages in relation to our economy has arisen a long time ago, but has not been established. And only in the conditions of the transition to market relations, when labor acts as a commodity, have they returned to this definition. The value of labor power is essentially the value of the means of subsistence necessary for the reproduction of labor power. It includes, firstly, the cost of funds that meet the needs of the employee himself; secondly, the cost of funds required to support the employee's family; third, the cost of teaching aids. The cost of labor is influenced by the historical and national characteristics of a particular country, as well as climatic conditions.

In a market economy, wages perform stimulating, reproduction and regulatory functions.

The stimulating purpose of wages is to create a material interest in the individual and collective results of labor, increase the efficiency of production of goods and services, and improve the quality indicators of work.

The reproduction function determines the absolute level of remuneration required to meet the vital needs of the worker and his family. The regulating purpose of wages lies in its impact on the ratio between demand and supply of labor, on the formation of personnel, the number of employees and their level of employment.

The possibility of achieving a high level of the stimulating role of wages is justified, first of all, by the fact that in the structure of incomes of workers and their families, it constitutes the predominant part of income in comparison with other sources. Since it is wages that are directly related to the labor expended, its stimulating effect on development social production is decisive. Skillful use of this function turns wages into one of the most important levers for increasing production efficiency and economic growth.

To ensure that workers perceive the pay and reward system as fair, the following measures can be taken:

• 1) identification through sociological surveys of factors that reduce employee satisfaction with the system of labor incentives in the organization and the practice of providing certain benefits, and taking, if necessary, appropriate corrective measures;
• 2) better informing employees about how the amount of incentives (bonuses, allowances, etc.) is calculated, to whom and for what they are given;
• 3) identification in the course of personal contacts with subordinates of possible injustice in the payment of employees, the award of bonuses and the distribution of other incentives for the subsequent restoration of justice;
• 4) constant monitoring of the situation on the labor market and the level of remuneration of those professional groups with which employees can compare themselves, and making timely changes to the system of remuneration for their labor.

It is not always justified to talk about the priority of material motivation and its greater efficiency in comparison with non-material, although material motivation has certain advantages.

In particular, it is the most versatile, since, regardless of their position, employees value more monetary incentives and the ability to dispose of the funds received. In some cases, employees are even ready to exchange any methods of non-material incentives for their cash equivalents.

The problem of labor incentives is very urgent. A modern manager must constantly note the value of the employee for the team, the presence of his creative potential, positive aspects, good qualities, and the results achieved. This assessment should be as objective as possible, based not on general impressions, but on specific, accurate indicators and data.

Since the development of a system of incentives in market conditions in the Republic of Belarus is one of the most important reserves of company management, it should be remembered that material factors do not always come to the fore and cannot be the only form of remuneration for labor. The main thing is the attractiveness of labor, its creative nature. It is precisely this attraction that the manager should create, constantly updating the content of the work of each subordinate. Non-material incentives are very diverse and are divided into three groups: social; moral; socio-psychological. Using them in combination, you can achieve high efficiency. There is a dialectical connection between material and non-material incentives. Thus, wages (material incentives) affect the assessment and self-esteem of the employee, thereby satisfying his needs for recognition, respect for others, self-esteem, self-affirmation, i.e. material incentive acts simultaneously as social, moral, psychological. But if you use only a material incentive without using moral, social, creative incentives, then the entire incentive system will cease to perform its inherent functions in full, which will lead to the predominance of economic incentives to the detriment of social, moral, psychological and moral incentives.

The most important factor in the professional development of personnel are the most various forms stimulation of labor, its conditions, maintenance and payment. An employee is only interested in his professional development, constant professional development, when he sees that this work meets his interests, is paid adequately to his efforts, contributes to the satisfaction of the maximum number of his needs.

The incentive systems used in modern economic practice are quite diverse and depend on many conditions both of an objective nature (the economic situation in the country, the unemployment rate, prices, the state of social insurance, etc.), and on more private circumstances (the qualification level of employees, their purely human traits, age, psychological climate, etc.).

Meanwhile, life does not stand still and "... the factor that today motivates a particular person to work intensively, tomorrow may contribute to the" disconnection "of the same person. Nobody knows exactly how the mechanism of motivation works, what force should be the motivating factor and when it fires, let alone why it fires. " Therefore, in personnel management there is a constant research and development of various incentives for labor activity, the development of new methods and systems for organizing incentives.

In the publicistic literature today there are many developments that consider in detail the subjects, processes and methods of stimulation.

So, for example, in the article by V. Verkhoglazenko, a variant of labor positionality is given, which, in the opinion of the authors, is the optimal basis for the formation of motivational and stimulating conditions in relation to the employee.

The key point in this methodology is to ensure a positive attitude of the employee to the scope of his duties and to the proposed "rules of the game", for which it is necessary to cultivate and encourage the correct self-determination of the employee. Self-determination means not only an adequate understanding, but also a conscious acceptance by the employee of the normative conditions of his work and life in the organization.

In modern conditions, according to experts, it is necessary to pay special attention to such a factor of employee behavior as internal motivation, although it is this factor that is often left on the sidelines today. Such inattention leads to negative consequences, hindering the effective work of employees.

There are no universal models for stimulating personnel, the perfection of incentive mechanisms for employees of an enterprise is achieved by harmonizing the interests of all participants in the organizational system of this class in conditions of restrictions that regulate the activities of subjects by law, moral and ethical norms and other factors of local importance.

The incentive method (incentive system) can be defined as a procedure (rule) for making decisions by the governing body regarding the inducement of controlled entities to perform the required actions. The description of incentives includes: the study of behavior in the absence of motivation, the analysis of possible reactions to certain influences, the search for permissible influences that ensure the performance of the required actions, which corresponds to control, understood as an effect on the controlled system in order to ensure its desired behavior - in this case, the creation self-development fund.

Formal (mathematical, more precisely, game-theoretic) models of incentives are studied within the framework of such sections of management of socio-economic systems as: theory of active systems, theory of hierarchical games, theory of contracts, etc. The need to use models is due to the complexity, and often the impossibility of conducting socially -economic systems of a natural experiment. The use of mathematical models in a number of cases makes it possible to assess the effectiveness of various management mechanisms, to conduct game and / or simulation research, training of management personnel, etc.

The most studied formal models should be considered the models of basic (elementary) incentive systems, from which more complex structures can be built in principle. For them, correspondences were established with real forms and systems of remuneration used in practice, and a comparative analysis of efficiency was carried out. The obtained generalizations make it possible to obtain acceptable and even optimal solutions of a local nature, which cannot satisfy the desire of the center to obtain significant internal financial reserves that can ensure the self-development of all economic systems.

The solution of macro-tasks of stimulation, covering socio-economic systems as a whole, should be associated with the principles of aggregation systematic approach based on multi-model, and the methodology of structural stability, when the impact on the interests and preferences of controlled entities by the governing bodies, that is, changing their preferences (through rewards and / or penalties) in such a way as to make it profitable for agents to choose actions and achieve the results required center, is combined with the impact on the set of admissible actions and resources of agents, that is, with the management of restrictions and resources that determine these restrictions.

Depending on the characteristics of the functioning of enterprises, finding solutions should be carried out within the framework of certain game-theoretic models: dynamic (repeated decision-making by participants in the organizational system), multi-level hierarchical, matrix structure or with distributed control (if there are several centers that manage agents), with coalition interaction of participants, etc.

The problem of motivation was initially and, first of all, studied by specialists in relation to the management team. First, the work of managers is almost impossible to standardize. Second, independence, which means freedom in the use of labor for senior managers, is significant. Third, it is assumed that the effectiveness of top managers' motivation wholly depends on their effectiveness. If we talk about ordinary performers, then their work, as a rule, is regulated by various regulations, starting with the production rate for the worker and ending with the job description for specialists. Therefore, relatively less important is how motivated or unmotivated the employee is. The administration has a certain idea of ​​how much it needs to pay, that is, the classic scheme "for the labor rate - the rate of payment" works. And this labor rate is easy enough to calculate. For managers, especially those of a high level, labor cannot be rationed, so they can be managed mainly through motivation and incentives.

Many Russian companies are engaged in the development and implementation of various personnel motivation systems. And, nevertheless, the complexity of the problem lies in the fact that it is not entirely clear how to stimulate people to labor exploits.

It is necessary to think about solving the problem of personnel motivation if:

Employees evaluate their work as insignificant for the company,

Employees have a pronounced dissatisfaction with career growth and wages,

· They talk about a lack of independence in work;

· There are unclear requirements from the management of the company or division;

The work of other employees is underutilized and, as a result, large specific gravity informal conversations, tea parties, smoke breaks, etc.

Material motivation is the most straightforward, at first glance, model of employee motivation. In the right hands, this model can produce a good effect. Ways to use the material motivation model:

1) Increase in the official salary. If an employee has worked for the company for a long enough time (at least 1 year), then he has the right to count on an increase in wages. Moreover, he is confident that his merits and loyalty to the company and management should be rewarded.

2) One-time payments of monetary remuneration for six months. If the employee has performed well for 6 months, then he needs to be praised. He should take this as compensation for his righteous labors. Young employees who have not yet deserved such benefits will reach out for old-timers, wanting praise.

3) Cash payments for the year. This is a rather tricky way. Firstly, the manager motivates employees to work well and fruitfully all year, and secondly, the likelihood that the employee will stay in the company all year (even if he is not satisfied with everything) increases.

4) Increase in the size of premiums depending on any final indicators. This method motivates the employee to achieve the greatest possible results, which contributes to the prosperity of the company.

5) Increase in contributions to the employee's pension fund. Reduces the urge to look sideways. Evokes loyalty and loyalty.

Professional and job growth in the motivation model is implemented as follows:

Moral incentives in motivation models are provided by:

1) Awarding a diploma or diploma for high professional skills (endurance, courage, personal qualities).

2) Awards with distinctions: Best Manager, Best Marketer, etc.

3) Representation for trips abroad.

In addition to the above components of motivation models, social-natural motivators should also be named:

1) Allocation of goods produced by the enterprise to employees for wages,

2) Purchase for workers of products of wide demand from other enterprises.

3) Construction and allocation for the use of employees on a free basis or with partial payment of summer cottages, garages, etc.

4) Preferential purchase of the above goods, including food.

5) Allocation of soft loans.

6) Presentation of deferred payments for a certain period.

Social motivators include:

1) Free use of preschool institutions.

2) Free meals at work.

3) Free medical care.

4) Loans for education.

5) Payment of transportation costs.

6) Free use of sports facilities.

7) Early retirement at the expense of the enterprise.

8) Advanced training at the expense of the enterprise.

9) Material guarantees for unemployment.

10) Purchase of housing for workers.

11) Decrease in production rates due to poor health.

12) Discount on the purchase of goods.

13) Allocation of interest-free loans.

Thus, on the basis of all of the above, we can conclude that the presence of a large number of motivational theories, which do not exclude, but complement each other, testifies to the complex motivational nature of a person, which has not yet been fully studied.

Having examined the theoretical models of motivation in the first chapter, one can see that despite the fundamental differences between all concepts, they nevertheless have something in common in their basis, which reflects a certain commonality in motivating a person to action. Content theories of motivation focus on how various groups needs have an impact on human behavior. In procedural theories, it is said about the distribution of the efforts of employees and the choice of a certain type of behavior to achieve specific goals.

In conclusion, it can be emphasized once again that motivation directly affects the results of work. But whatever the factors of motivation, it is important that their combination is correct. And what motivates a person today will cease to attract tomorrow, because it becomes habitual.

Foreign experience in stimulating professional development offers a system of support for an employee's career, from hiring to dismissal. This approach allows the employee to see the perspective of the work, which, in turn, will give confidence and the desire to improve their professional level.

The most important, first-priority task now is to find those factors that are really important for the staff. It is necessary to work out quite definite goals and objectives, to identify values, to find out who wants to do what and what does not.

Let's consider some methods of non-monetary motivation, they were used in our country in the not too distant past, they are also well known to everyone: this is the awarding of various certificates, the assignment of any titles (for example, "Drummer of Labor"), the placement of portraits of production leaders on the boards of honor, the presentation of commemorative souvenirs, valuable gifts and more.

The simplest and, probably, the most familiar way of non-monetary motivation for many people is to draw up a so-called compensation package for employees, which, depending on the company's potential capabilities, usually includes: public transport, free food, insurance, regular visits to the gym, swimming pool and the like. Improving the status of one or more employees can be very effective.

The factor of "transparency" of the institution also plays a significant role in increasing the efficiency of the company. The more fully the employees are informed about the state of affairs in it, the better they are familiar with the strategy of their company, the more dedication, as practice shows, they perform the duties assigned to them. There are many more different and well-proven methods of non-monetary incentives for staff. These, for example, may be:

Simple words of gratitude.

Happy birthday greetings to employees and presenting gifts.

Organization of various educational processes.

Organization of sports competitions.

Organization of corporate events taking into account the wishes of the staff.

Official congratulations to the employee with an increase in his seniority for one more year.

Competently organized professional adaptation of new employees.

The role of social benefits and payments as part of the total income of employees has been growing noticeably in recent years. Experts note that benefits and payments have ceased to be temporary, additional. They have become a vital need not only for the workers themselves, but also for their families. The range of benefits provided to employees is quite wide:

Paid holidays;

Paid vacations;

Paid days of temporary disability;

Paid rest break time;

Paid time for lunch;

Medical insurance at the enterprise;

Supplementary pension insurance at the enterprise;

Accident insurance;

Long-term disability insurance;

Providing free parking for cars;

Accident insurance for tourists;

Help in improving education, vocational training and retraining;

Participation in the distribution of profits;

Purchase of shares by employees;

Provision of recreation and entertainment facilities for employees;

Providing assistance in moving to a new place of work.

The development of the system of social benefits and payments has led to the emergence of a new type of social benefits and payments, which are called flexible benefits (or flexible plans for benefits and payments). Their essence lies in the fact that a wider set of benefits and payments allows employees to choose at any given moment those of them that suit them best, thereby adapting the benefits to the current needs of employees.

The so-called vacation banks, which combine paid vacation days, sick days, etc., should become large-scale. When an employee needs to additionally take a day (or several days) for his needs, he can use the stock of days from the vacation bank, "buy back" a certain number of them against future vacation pay, or take in exchange for other benefits.

Social plan benefits and payments do not appear directly on payrolls, but have a significant impact on workers' income levels. They not only serve social protection workers, but also allow firms to attract and retain skilled workers, contribute to the development of a spirit of loyalty to the firm.

Compensation packages should be developed. This includes free or reduced staff meals, gym, pool or sauna rentals, and employee health insurance. Things like paid sabbatical leave (American practice) are not provided. Study at the expense of the institution. Based on the results of surveys (organizational diagnostics), a confident conclusion can be made about the low significance for the motivation of the listed measures.

Thus, having studied the theoretical aspects of personnel motivation, one can come to the following conclusions. One of the most important elements of personnel management is motivation - motivation for effective activities of people working in the organization in order to achieve the set goals. Motivational actions include economic and moral incentives, creating conditions for the manifestation of the creative potential of employees and their self-development. IN general view the process of motivation includes: the identification of unmet needs of employees, the formulation of goals aimed at meeting the needs.