In modern management, the issue of staff motivation is of the greatest relevance. Any manager who wants to achieve high labor productivity through the effective activities of his subordinates must take care of the incentives for them to work, therefore main task modern management is the creation of such working conditions under which the potential of employees will be used in the best possible way.

It is worth noting that managers have always realized that it is necessary to encourage people to work for the organization, but most believed that simple material rewards were enough for this. But in modern conditions priorities have changed, and now non-material motives also play a very important role in choosing a job.

To date, there is a conditional division of incentives into material and non-material. At the same time, the ratio of these incentives differs significantly depending on the company. Thus, most firms Western Europe there is a gradual reduction in the share of material rewards and an increase in the share of non-material incentives. While a significant number Russian enterprises and firms is characterized by the fact that the policy of managers is aimed at reducing the share of public consumption funds in family incomes and increasing the share of material rewards in incomes.

The forms of material motivation of personnel include:

· Salary, its size and compliance with the complexity of the work.

· Prospects for salary increase.

· Permanent bonuses for qualifications, length of service, services to the organization.

· Transparency and clarity of the system of remuneration; "white" salary.

· Absence of fines and deductions from the permanent part of earnings.

· Payment based on results, bonuses; opportunity not to receive, but to earn.

· Participation in the property of the enterprise (percentage of profits, dividends on shares).

· Additional income in the organization (participation in projects, economic contracts, grants, etc.)

To date wage is the most important element of the remuneration system, with which you can stimulate the activities of staff, as well as influence the efficiency of the worker. Taking into account the fact that Labor Code Russian Federation forbids disciplinary action in the form of a deduction from the employee's salary, it is beneficial for the employer that the salary is not fixed, that is, it depends on working hours, sales volume, manufactured products and so on. In this case, the employee will strive to fulfill the duties assigned to him as carefully as possible, since the size of his salary will depend on this. Some companies use a mixed remuneration system, that is, in addition to a fixed salary, they receive bonuses if they reach a given rate. The method of calculating the bonus also differs depending on the organization, in some companies the percentage is assigned depending on the total number of store sales, in others - on the personal contribution of an individual employee, and somewhere depending on the position held. Each enterprise develops its own bonus system, taking into account the specifics of its activities.

Consider the system of material motivation in OJSC Sberbank of Russia. To improve the efficiency of employees, the bank uses a mixed remuneration system, that is, the salary consists of a fixed salary, which varies depending on the position held, as well as a bonus, which depends on the number of hours worked, the implementation of the plan for sales of banking goods and services and regional coefficient. That is, in this case, we are talking about individual motivation, when the higher the premium, the more deposits, credit cards, loans, coins, etc. sold by a bank employee. Such a system allows an employee to double his salary, and sometimes even more, which undoubtedly motivates the employee not only to fulfill sales plans, but even to overfulfill them. There is also collective motivation, it takes place when accruing a quarterly or annual bonus, then the employee's monetary reward depends on the general indicators of the bank branch, that is, on the fulfillment of sales plans for a certain period of time.

Since for effective motivation, remuneration must be perceived by the employee as fair, for this purpose it is the responsibility of the heads of departments to inform employees about what their salary consists of and what motivation is. The bank even organizes checks of its personnel, which are aimed at revealing how employees are aware of their motivation, because only in this way can high labor productivity be achieved from an employee.

Another way of material motivation for initiative employees is payments in the amount of 25,000-50,000 rubles, depending on the territory of application, or 10% of the effect obtained, but within 1 million rubles, to those who sent their proposals to improve the efficiency of the bank, reduce costs and etc. to the Exchange of Ideas, and whose ideas turned out to be really useful.

Also, in order to increase the motivation of employees, Sberbank periodically holds competitions among branches. For example, the branch that issued the largest number of credit cards or attracted the largest number of clients to NPFs receives a fixed cash reward, which is subsequently divided among employees.

In general, we can say that Sberbank, following the example of foreign companies, pays great attention to staff motivation and considers it an integral part of its production system.

The non-material (non-monetary) motivation of personnel includes: social benefits, additional pension provision, medical insurance, travel expenses, meals, mobile communications, subscription to the pool, etc. traditionally referred to as methods of non-material incentives, since the employee does not receive “live” money, although the company spends money on all this.

Among the methods of modern non-material motivation, the following can be distinguished:

1. Providing staff with comfortable work. For example, Google equips its offices so that employees want to work there. This is manifested in everything: from the color scheme of the cabinets to the buffet and free work schedule.

2. Corporate culture. An important motivation is a sense of the importance of one's person in front of the authorities. At LandsEnd, management wrote on the tiles next to the pool the names of all 1,300 employees of the firm, who, according to the owner of the company, Gary Comer, made it possible to prosper.

3. Social support. Confidence in the future is another motivating force. On the Far East railway the implementation of the compensated social package (CSP) has officially begun. The employee is set a certain limit of funds, within which he has the right to independently choose the social services he needs during the year, as if he were making his choice from the menu in a cafe. KSP is additional compensation. For example, corporate social assistance does not include a discount on Internet payments and cellular communication, but this service is included in the individual package. Another important advantage is the payment for a kindergarten, even if it is not departmental, but municipal or private. Russian Railways also pays summer holidays for the children of their employees, sanatorium treatment, travel to the place of work by public transport, services of sports and cultural institutions, medical services in excess of the basic VMI policy, additional personal contributions to the NPF "Welfare", etc. Attractive, and therefore, increase motivation employees, there may be kindergartens created at enterprises. This is especially important for a company where a significant part of the employees are mothers with children. preschool age. In such cases, the cost of maintaining children is lower, and parents are always aware of how their child is developing. Among those who have successfully put into operation their own centers for the maintenance of children of employees, such large corporations like Wang Laboratories, Corning Glass Works and others.

4. Opportunity to self-actualize, climb the career ladder. BOSCH offers employees three types of career development: vertical (leader's career), in related fields (project manager's career) and highly professional (superspecialist's career). Each employee annually undergoes an assessment interview, on the basis of which individual career planning is carried out. In addition to the career plan in the company, for many positions there are replacement plans for several years in advance: for a manager - for 8 years, for a specialist - for 3 years.

5. Competitions. Sberbank periodically holds competitions for the sale of banking services among consultants, SOCHLs or promoters. So, for example, employees who have connected the largest number of Mobile Banks are given gift cards to cosmetics stores or going to bowling; the first five promoters, depending on the number of Sberbanks Online connected by them, are awarded an e-book for the first place, an MP3 player for the second and computer mice for the third, fourth and fifth places.

6. Organization flexible schedule employee work - the most common way to motivate. This method is a time scheduling system in which employees have to work per week a certain amount of hours, and they can independently distribute their work time. In the last few years, the idea of ​​creating a "floating" chart has become popular. So in Sberbank, private service specialists have a work schedule of 3/2, 2/2 or 2/1, employees are also allowed to coordinate their work schedule with the manager in order to choose the most suitable work time for themselves.

7. Separation of the work task. That is, a work spanning 40 hours per week is shared 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, this system enables the organization to hire qualified employees who are unwilling or unable to work full-time. Thus, Primorye Bank offers students the job of a promoter with the opportunity to work from two to four hours a day, depending on the schedule of his classes.

8. Training at the expense of the company is one of the powerful motivational tools. The employer can insure himself with a special contract, according to which the trained specialist is obliged to work in the same place for a certain time. You can also offer group training - for example, foreign language. Sberbank strives to make continuous development an integral part of its corporate culture by actively involving personnel in development programs. Created on the corporate intranet portal special section"Training", in which each employee of Sberbank can receive all necessary information about certain curricula, register and pass distance learning. There is also virtual library Sberbank with free access for all employees. On corporate portal there is an online store where each Sberbank employee can order a book from their workplace with corporate discounts. This is especially true for remote and rural areas where there are no major players in the book market, and new business literature is often difficult to obtain. The goal of the Bank is to ensure maximum coverage of management by intensive development programs, to give any manager a chance to reach new level efficiency and self-realization. Actively used modern forms training: business games, business cases, business simulations. In total, in 2010, about 165 thousand employees of territorial banks and 2.7 thousand employees central office(about 70% of employees). The corresponding costs amounted to about 515 million rubles.

9. Measures of moral appreciation, such as elementary compliments to employees for their work, mentions and photographs in media mass media, in corporate publications. In Sberbank, on the corporate website, they post photos of those employees who have achieved high results in sales of banking goods and services and a description of their merits to the bank and the story of employees about how they managed to achieve such results. This is done in order to praise a distinguished employee and show other employees what to strive for. Also, in all branches of Sberbank there are honor boards where the names of employees who are the best in terms of service quality, speed, and the number of sales at the end of each month are written.

10. Another fairly effective method of incentives is the issuance of incentive cards to employees to purchase goods in their own store. This form of non-material motivation operates in many large networks shops. For example, in "Ile de Beauté", L "Etoile, Gloria Jeans, Adidas and Reebok for store employees discounts on their own products from 10-25%.

11. Loans at preferential interest rates and discounts for the purchase of other banking services. For example, in Sberbank, employees receive consumer loans at 17.9%, while the interest rate for ordinary customers starts at 20% per annum.

12. Organization of corporate events dedicated to significant events or holidays. For example, in and investment- construction company"ARCADE" all corporate holidays for employees are paid by the company, this is a good motivation, since it often happens that in some companies employees do not attend company-wide events simply because they do not want to spend their money on it. And the organization of informal communication of employees is important for a good atmosphere in the team, as it allows people to get to know each other better and take a break from work.

13. Trips at the expense of the company. Olga Prilepina, an employee of a St. Petersburg IT company, says: “Every year we travel with the whole team along the route St. Petersburg-Helsinki-Stockholm-Petersburg. We do part of the way on buses, then we take a ferry. In the capitals of Scandinavia we visit museums, water parks, walk, take pictures. The atmosphere on these trips and in our office is very warm. Employees look forward to these excursions, and I think this greatly increases their loyalty to the firm.

14. Paid centralized lunches. This method of non-material motivation is used, for example, in the Sotka supermarket, since employees usually have to work 10-12 hours a day, management believes that it is necessary to ensure that their employees are well fed.

15. Paid vacation.

16. Participation in the discussion and solution of problems of the organization, taking into account the opinions of employees, supporting a reasonable initiative.

17. Clear requirements for work, clearly formulated service functions, goals and objectives of work.

18. Independence and independence in work, lack of strict control.

19. Possibility of creativity and self-expression in work.

20. Remote presence at the workplace using a personal computer.

21. Stability in work, job security, confidence in the future.

In general, we can conclude that material and monetary incentives are the engine of "progress", but still not the only factor that encourages a specialist to work. An important role in personnel management is also played by non-material motivation, which, undoubtedly, is the most powerful incentive to work.

A good manager knows that in order for a company to be successful, it is necessary to pay a lot of attention to its employees, constantly encouraging them. In the past, honor boards and corporate parties were very popular, but today they practically do not work and other methods are needed.

Much attention in the science of personnel management is paid to the methods of personnel motivation. In order to manage employees without conflicts and problems, you need to know what motivation is and all its main methods.

What is work motivation?

Motivation is a means of creating a desire among employees to work better and give their best. Specialists have an internal motive that drives them to achieve their goals. In other words, the employee himself wants to improve his performance and improve the quality of his work.

Today, the most common methods of motivating employees are corporate parties and bonuses. But few managers think that the violent pastime of employees at a corporate party will not help if an oppressive atmosphere always reigns in the office.

Managers who have a richer imagination find new methods of motivating and stimulating work. Usually, there are specialists who were simply underestimated, not praised for a job well done, or who were not assigned an interesting task.

Even the most real careerist, under his mask of severity and responsibility, longs to hear words of gratitude or simply dreams of getting an extraordinary vacation.

Classification of staff motivation

There are the most famous theories of motivation, which formed the basis of education. different types employee motivation.

Theory of F. Herzberg. According to Herzberg, the best methods of motivation in the enterprise are external working conditions (for example, money) and the content of labor (for example, job satisfaction).

Theory of F. Taylor. In his opinion, workers are driven only by instincts, the desire to satisfy the needs of the physiological level. For better management, the following factors must be present:

• hourly payment;
• compulsion;
• certain standards of work performed;
• certain rules that describe the order of tasks.

Theory of D. McClelland. Based on his theory, there are three forms of human motives: the desire for belonging, the desire for power, the desire for success. Leaders seek power. Those leaders who are used to working alone tend to succeed.

A. Maslow's theory. Employees in the enterprise satisfy their hierarchical needs. That is, from lowest to highest:

1. Physiological, like food, drink, warmth, that is, ways to survive;
2. Safety. Desire to preserve physiological principles to maintain the achieved standard of living;
3. Love. The desire to be accepted in society, the team;
4. Recognition. Desire to be a respected person in society;
5. Self-realization. The desire to be better.

There are many other theories, but they all have one general concept: there are certain methods of stimulating employees in the enterprise.
The main methods of motivating personnel in the organization of better work are divided into:

• material;
• intangible.

Material and non-material types of motivation

Material motivation is divided into 2 groups:
1. The system of fines. In the organization of a better workflow, methods of penalties are used. That is, if an employee does not work well, shows bad results or makes gross mistakes, he is fined, which is what motivates him to work better;

2. Reward system. The opposite way, that is, to stimulate employees, a bonus is paid for any achievements, well-done work. So, every employee knows that if he performs his duties better, if he strives for more, he will receive a bonus.

Non-material motivation has many more types:

1. Praise the head. In fact, this method of stimulation is very effective, although many people think otherwise. Public and personal praise of the authorities encourages to move on, to strive for more. It is because of this that many enterprises still use honor boards, both physical and virtual;

2. Career growth. Each employee knows that if he performs his work better and faster, he will be promoted, which will significantly raise him social status and guarantees further development in the professional field;

3. Training at the expense of the company. great way motivation if the company offers its employees to take advanced training courses at the expense of the company;

4. Good atmosphere in the team. Employees perform their work much better and better if they are in a warm, friendly team. And vice versa, if the atmosphere is far from calm, it cannot set you up for a working mood;

5. Image of the company. Many tend to work in an organization that everyone knows and its services or products are in great demand, because it is prestigious. Here one should take into account the prestige of the company not only in the market, but also as an employer;

6. Sports and cultural events. Outdoor trips, joint trips to concerts, theater, sports - all this is a great motivation and makes the atmosphere in the team warmer and more pleasant. Employees must have a good rest, only then they can work well.

Each manager himself chooses the tangible and intangible modern methods of motivating the personnel of the organization that are suitable for himself, which will correspond to his business, and will help to achieve the maximum return from employees.

Modern methods of personnel motivation management

Through methods, goals are achieved. Staff motivation methods should have such an impact on employees that their behavior meets the requirements of the business. Modern methods quite diverse, but they can be divided into groups:

• individual are aimed at motivating narrow circles of employees with the same motives and needs;
• diagnostic ones are used to evaluate a certain employee, and show ways to motivate him;
• organizational ones are used to create an incentive system in an organization, such as the development and implementation of a grading system.

Problems that arise in the preparation of staff motivation

Modern methods of personnel motivation have their own difficulties. Each leader thinks about how to properly stimulate employees, but at the same time without high costs, but with high results.

In addition, it is necessary to create such a system of motivation that would easily adapt to all changing conditions.

Also, it is necessary to clearly define the optimal combination of incentive methods that would not require high costs from the management.

The best modern methods of staff motivation

As mentioned above, it is not necessary to use material forms and methods of motivating staff in organizing better work. There are many simple and interesting ways that do not require large amounts of money.

Joking punishment for the worst employees. Doesn't have to be fined the worst workers, you can come up with various humorous titles and titles that those who do not cope with their work receive. For example, the title "Turtle of the Month".

Entertainment. Many modern companies abroad have play areas where employees can relax and escape from problems. Work becomes more efficient, and the staff does not have thoughts about how depressing the atmosphere in the office.

Spontaneous gifts. Small gifts for employees just for Have a good mood can not but rejoice and not stimulate to work.

Attention to family members of employees. You can provide vouchers for children to camps or sanatoriums, give out sweet gifts for the holidays, and guarantee health insurance for all family members of each employee.

Replacing the premium with more budget options. Not everyone can afford to give awards to distinguished employees. For example, you can give a person an unscheduled day off.

Bonuses for those who are in good health. In other countries, such methods of motivating and stimulating staff as providing bonuses to those who have not been sick all year and have constantly undergone medical examinations have long been practiced.

Free visit to work. For the best specialists for a certain time, you can set a free visiting schedule.

Large selection of prizes Good work. For example, a gym membership, a trip to a restaurant or a movie.

And finally...

Of course, a good salary is the best motivator. All leaders should remember one thing: they come to them for good money and career growth, and they leave because of the oppressive atmosphere and inadequate leadership.

The main methods of non-material motivation - best options for better performance at a lower cost.

if you have own options or examples of good motivation, leave them in the comments, people will be interested to read about them 🙂

Idea of ​​motivation

Motivation is a variety of incentives for employees to carry out effective and high-quality work performed in full. To achieve the set goals and objectives, a good incentive is needed. Let's consider a practical example.

Example 1

The manager encourages the staff by paying bonuses. Many workers are starting to work more efficiently than in the previous period. But, for some colleagues, this measure does not work. In this case, incentive punishment can be applied. The quality of work increases both in the first and in the second case.

Motivation - effective method work with personnel. Some employees need encouragement. If they are not praised or scolded, then there is a possibility that the quality of work will decrease significantly. Effective leader uses various techniques to motivate employees. The most preferred of them are corporate events. Such events help the manager to consider the potential of the employee in an informal atmosphere. Let's consider a practical example.

Example 2

The manager organizes a corporate event for the staff. In order to see the atmosphere and relationships in the team, it is necessary to gather all employees without exception. But some workers do not want to visit it. The manager forces them to attend. In the event that an employee does not come to the event, he is threatened with punishment from the manager. All employees have gathered, but the atmosphere is quite tense. Therefore, the manager's plan did not materialize in full, and the potential of employees remained undiscovered.

Types of motivation

• material motivation
• Non-material motivation

Let's take a closer look at each type of motivation.

Motivation on a material basis

Remark 1

Motivation on a material basis is associated with financial rewards and punishments. The system of financial punishments encourages the employee to work effectively. In Russian economic practice, this is a fairly common method. Part of the employee's finances is withdrawn in favor of the enterprise if his work is not effective enough in relation to other employees. Most often, this helps to work better and the employee corrects himself.

The financial incentive system works in the opposite way. If an employee shows good results, then the manager encourages him financially. Any employee knows that if he works effectively and achieves his goals, he will be able to count on financial incentives.

Non-material motivation of personnel

1. Verbal encouragement of the manager - public or personal praise of the manager is very effective in motivating the employee. Based on genetic memory, employees are prone to public promotion. Therefore, large enterprises still use rewards. the best employee month and year.
2. Opportunities for career growth - each employee strives to become part of a young and promising team. The prospect is to eventually take a worthy position among others, to assert your authority
3. Training and professional training at the expense of the enterprise
4. Presence of a friendly atmosphere in the enterprise
5. Formation

Russian State Trade and Economic University

Abstract on General and Customs Management

On the topic: Modern methods of staff motivation.

Completed by: Khokhlova Ksenia

Faculty: MEIT

Specialty: "Customs"

Group: 27

Accepted by: Staroverova K.O.

INTRODUCTION 3

1. System of personnel motivation. 6

2. Staff incentives. eleven

3. Model modern system material motivation. 14

4. The procedure for the development and implementation of a system of material and non-material incentives. 20

CONCLUSION 25

REFERENCES 28

INTRODUCTION

Studies of labor motivation in recent years have shown that it, as a system, has undergone negative structural changes. This means that higher needs have receded far into the background, and the behavior of most workers is controlled by lower needs (according to Maslow's hierarchy) 1 , which is both a consequence and a reason for the formation of a specific mentality of the modern Russian worker. In addition, motivation has also undergone typological changes - in general, it has been reduced to the motivation of choosing and maintaining a job, and not to the motivation of high activity and the return of labor with sufficient pay.

An analysis of the importance of the external environment for motivation showed the complete inefficiency of traditional labor incentive systems. This is due to the fact that the old incentive systems have been destroyed, while new ones are still being formed. Such conclusions give grounds to speak of a crisis of motivation in present stage and the need to create a new approach to the development and satisfaction of workers' higher needs 2 .

The difficulty of finding new ways to motivate lies, firstly, in the growing differentiation of society, in a sharp division into rich and poor, resulting in a large difference in needs. Secondly, the growing impoverishment of the lower social strata leads to a decrease in the level of needs to purely physiological ones, which often leads to lack of spirituality and a desire to live one day at a time.

In addition, the currently existing variety of forms of ownership leaves its mark on the choice of tools and methods of motivation in each individual organization.

Motivation is directly related to performance. And now it plays a more important role in the life of every manager than ever before. The days when leaders simply told their subordinates what to do are long gone. Employees are now more demanding of their employers than ever before. They want to know what is happening in the organization, to participate in its life, they want to be consulted with them.

In addition, in order to enjoy work and, of course, satisfaction, they need to feel that everything they do has real value. When people are happy with a job, they do it well. If employees are not sufficiently motivated, this can manifest itself in different ways: the number of absenteeism increases, employees spend more time on personal phone calls and solving personal problems, they linger on breaks. At the same time, bureaucracy becomes part of everyday activities. In addition, due to a lack of interest and attention, the quality of work performance decreases, its pace slows down, and employees do not have a desire to take responsibility.

In general, considering these symptoms, we can conclude that the results of work in all their aspects are closely related to motivation. Sufficiently motivated employees are productive people who are willing and able to do what is required of them and in such a way that tasks are completed and work results are consistently improved.

Creating the conditions for motivation means “making people enjoy their work every time”, so that there are fewer factors that cause negative feelings, and more factors that give rise to positive ones. Obviously, motivation requires honesty and sincerity from the leader. It is very difficult to count on effective motivation if you treat people indifferently.

In this regard, the leader should remember that each person needs his own incentive to achieve success. This is one of the factors without which motivation becomes standard and less effective. Most employees look for security first and foremost at work. This includes aspects such as a clear job description and favorable working conditions, a clear understanding of the requirements and evaluation criteria, recognition and respect, working with an effective manager and a leader who knows how to make decisions.

1. System of personnel motivation.

Motivation (as a process) is a process of emotional-sensory comparison of the image of one's need with the image of an external object (a candidate for the object of need). Or, motivation (as a mechanism) is an internal mental mechanism of a person that provides recognition of an object corresponding to a need and launches directed behavior for the appropriation of this object (if it corresponds to a need). Scheme 1 shows that motivation can flow in a person without outside help 3 .

Motivation

Recall the main driving motives of employees:

The motive of remuneration - the employee works for the sake of money and other benefits.

Social motive - the approval of the management and the team is important for the employee.

Process motive - the employee works for the pleasure of the process of work.

Achievement motive - the employee strives for self-affirmation and self-realization.

Ideological motive - it is important for an employee to achieve high goals jointly with the company.

The labor motivation system should include as part of the mechanism of optimal labor stimulation (Scheme 2) 4 .

The mechanism of optimal labor stimulation

The system of labor motivation is designed to provide adequate employee motivation to work in the organization and to the range of their professional tasks.

The motivation system encourages such work of the employee, which is valuable for the organization. In this regard, it should be aimed at: maintaining the required performance; productivity increase; maintaining organizational standards; improvement of organizational norms.

At the heart of the motivational policy in accordance with the nature of the activity is the need to encourage the compliance of the employees of the organization with the five main groups regulatory requirements(scheme 3) 5 .

Main groups of regulatory requirements

General regulatory requirements for all employees of the organization (requirements of discipline and corporate culture). This is a normative framework common to all members of the organization, including management. Moreover, it is desirable for management to emphasize compliance with corporate norms, since this can set the desired model for less conscientious members of the organization. On the contrary, the violation by managerial employees of the norms common to all very quickly leads to the decomposition of discipline in the entire organization. Regulatory requirements for managerial (for managers) and performing (for performers) activities. It is known that performance discipline is a guarantee of organization in the activities of any enterprise, and its absence is a source of collapse. Therefore, the motivational conditions in the organization must support the performance discipline.

Experience shows that an authoritarian management style is usually quite effective in maintaining performance discipline 6 . However, often such performance organization is only an “external screen” and, with directive “excesses”, can become so formal that it leads to destructiveness. But the opposite of directiveness - a conniving style further contributes to a decrease in performance discipline, especially among the unconscious part of the workers. To establish a balance between these extremes is one of the most important tasks of a leader. A competent system of motivation can render him an invaluable service in this through conditions that encourage performing order.

Professional and functional standards. Each employee at his work should have a strictly defined range of typical tasks, and each employee must comply with the requirements arising from the logic of solving these tasks. Motivational conditions within the organization should contribute to the cultivation of the professional and functional spirit of employees, their understanding of the integration of their part of the tasks into the overall task of the company. The motivational system serving this normative emphasis should exclude any professional discrimination, creating equal moral and material opportunities for representatives of different functions.

Positional norms (or norms of interfunctional interactions). The presence in the company of high professionals in their field is a necessary but not sufficient condition for the effective operation of the company as a whole. Equally important is the well-established mechanism of interaction between employees of different departments.

In turn, the well-functioning of the mechanism is possible only if there is a normative certainty of business relationships and the willingness of employees to comply with these standards. Consequently, one of the directions of the motivational orientation should serve constructive relationships between employees, departments, etc. 7 .

Some psychologists and conflictologists, when analyzing practical activities, see the causes of most conflicts in an organization solely in the interpersonal disharmony of conflicting employees. Without disputing the existence of such types of conflicts, we want to emphasize the presence of conflicts arising on business grounds. In particular, due to the absence or ignorance by employees of the norms of interfunctional interaction. This is expressed in the desire to impose "frontier" work, for example, on the transfer of one's product to one's "neighbor", etc. The business nature of the mutual claims of employees quickly turns into interpersonal antipathies.

Rules of interpersonal relations. In contrast to the previous paragraph, the importance of maintaining “warm” interpersonal relationships by the motivational system is emphasized here. The importance of this motivational layer will be confirmed by anyone who has experienced the failure of a business due to interpersonal antipathies, interindividual conflicts on non-principled (everyday) grounds, etc. In general, very, very few employees manage not to transfer personal antipathies into the business sphere of relations. The best remedy maintaining normal interpersonal relationships:

inclusion in the corporate culture of values ​​related to the sphere of interindividual relations within the organization;

maintenance of motivational conditions that generate the interest of employees in conflict-free interaction.

So, we can conclude that the optimal system of motivation and incentives for a company must meet the following requirements:

wages must be sufficient, that is, the employee must earn enough to ensure that his basic needs are met. Otherwise, the employee will look for additional ways to make money or another company. To ensure the sufficiency of payment can be the development and implementation of a system of payment "by category" of employees with the introduction of a minimum amount below which salaries in this company do not fall;

the level of wages with a variable component must be competitive in the labor market. The fact of a salary increase motivates employees to a loyal attitude towards the company, the fact of an increase in the variable component - to productive work, achieving better results;

wages should be perceived by the employee as fair. The criteria for evaluating the activities of employees, the achievement of results should be recorded in the company's local regulations, known to the staff and easily measured. If an employee does not have the ability to accurately determine the amount of his payment, he will consider that it is underestimated.

A complex pay system does not allow an employee to plan his budget, which will lead to additional costs and, therefore, will cause dissatisfaction with his salary.

The 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 external and internal environment. All of them, forming a kind of cause-and-effect chains, have a positive or, conversely, negative impact on the behavior of staff.

Manage a person- it means to control the motives of his behavior. This kind of impact, ie. influence on motives is recognized as the most effective in comparison with direct influence. But at the same time, this is a more complicated way of influencing, since it requires the choice of incentives that not only exactly correspond to the goals that the management system sets for itself, but also to 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. personnel 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 motivation management. 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 of a certain group (professional, age, social); motivation at the level of the staff of the organization. Even strong and significant incentives, with their uniformity, are not really able to form a motivational core corresponding 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 their corresponding behavioral motives. According to this idea, the structure of motivation can be built on the basis of the classification of needs according to their life-supporting significance. As an example, we can refer to the classification of needs by A. Maslow. However, this approach involves a consistent updating of needs: as material needs are met, higher order needs are included, which limits the scope of its application. extreme conditions organization development.

The second type of motivation structure is associated with the construction of a monocentric motivation structure, in which any universal need is chosen as the central one, the satisfaction of which can be carried out. various types activities or items related to various areas life, from the material to the spiritual. The monocentric structure of motivation allows for the following:

• - 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 designed for the future (motivation through the future);
• - differentiated approach to personnel motivation in connection with its qualification and other professional qualities;
• - develop motivation through the inclusion of new directions for satisfying the central need.

The next type of motivation structure involves the construction of a polycentric motivation structure. This approach is the most suitable modern management because organized structures are multi-purpose.

The basis of the polycentric construction of the motivation structure is the needs focused on corporate behavior or corporate principles of the organization.

The polycentric principle of building a motivation structure is based on the compliance of personnel with certain goals arising from the mission of the organization in certain periods of its development. In this regard, the task of selecting personnel with some given sets of needs, which can form the necessary structure of motivation, is put forward in the first place. 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 process of motivation 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 encourage an employee to be effective. labor activity. The following components of motivation can be distinguished (Table 2).

Table 2 - Components of motivation

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

• 1) Material incentives: salary increase: 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 increasing sales. Bonus: for the introduction of new developments and new technology; for the manufacture of products for export; for improving the quality of products; 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 importance; interstate significance; international moral incentives.
• 3) Incentives for a career: the desire to be recognized in your team; continuous improvement of their knowledge after graduation from the university, college; long-term provision of cash income; expanding the area of ​​authority in decision-making; full implementation of creativity; steady promotion; election to the governing bodies (of the entire hierarchy from top to bottom); participation in the work of interstate bodies and joint ventures; election: the head of the organization or to state governing bodies.
• 4) Additional incentives: incentives for participation, development and implementation rationalization proposals and inventions; one-time payments for the contribution to the increase in the profit of the enterprise; for participation in the increase of share capital; one-time payments from savings funds; preferential sale of shares and bonds to its employees; one-time payments at the end of the year; payment of dividends on shares.
• 5) Social and natural incentives: the allocation of wages to employees of goods produced by the enterprise; purchase for employees of products of wide demand from other enterprises (cars, televisions and other Appliances); construction and allocation for use by employees on free of charge or with partial payment for dachas, garages, etc.; preferential purchase of the above goods, including food; allocation of preferential loans; granting deferred payments for a certain period.
• 6) Social incentives: free use of preschool institutions; free meals at work free medical care; lending for free education; payment of transport 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 of housing for employees; decrease in production standards due to poor health; discount on the purchase of goods; allocation of interest-free loans.

In the process of labor activity, human energy is transformed into a certain behavior, the expected result of which is the effective joint actions of employees that implement the plans of the organization. Organizational mechanisms come into play that encourage employees (an individual, a group of people or a team) to work to achieve the specific goals of the organization and the specified results of work.

These actions (stimulation) are carried out by the subject of management (the state, enterprise management bodies, immediate supervisor, etc.), setting in motion the process of forming labor motives - the motivation of labor activity.

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

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

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

Thus , incentive goal- not only to encourage a person to work, but to encourage him to do better and more of what is due to labor relations. In this case, the incentive system acts as a set of requirements, rewards and punishments aimed at establishing causal relationships between the action performed by the employee, evaluation 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, level of education, the situation in their personal lives, the specific social conditions in which a person is located, with the socio-psychological climate and leadership style in labor collective.

Main directions of stimulation- material (organization of wages, development of a social package, a system of participation in profits 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 makes it possible to identify various directions financial incentive.

The scheme 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 (order) 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 meeting the basic needs of the employee and his family members, ensures 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 unit, the enterprise as a whole.

Figure 3. - Types and structure of financial incentives

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

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

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

• 1) Economic methods of management, due to economic incentives. They involve material motivation, that is, an orientation towards the fulfillment of certain indicators or tasks, and the implementation of economic rewards for the results of work after their fulfillment. 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 remuneration system that provides incentives for a certain quantity and quality of labor, and the application of sanctions for its inappropriate quantity and insufficient quality.
• 2) Organizational and administrative methods based on directives. These methods are based on imperious motivation, based on obedience to the law, the rule of law, senior officials, etc., and based on the possibility of coercion. They cover organizational planning, organizational regulation, instruction, command, control. In management, power motivation plays a very significant role: it involves not only unconditional observance of laws and regulations adopted at the state level, but also a clear definition of the rights and obligations of managers and subordinates, in which the execution of the order of the leadership is mandatory for subordinates. Power motivation creates the necessary conditions for organization and interaction, and the organizational and administrative methods themselves are designed to ensure the effective operation of management at any level on the basis of its scientific organization.
• 3) Socio-psychological methods used to increase the social activity of employees. With the help of these methods, they influence mainly the consciousness of workers, 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 a person. These methods include questionnaires, testing, surveys, interviews, etc. The use of socio-psychological methods in trade management 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 trading company, V promotional activities and etc.) .

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

In modern practice, mixed wage systems are often used - one part of the remuneration of each employee depends on the results of the group's work (usually variable), and the other part depends on individual characteristics (fixed salary).

Most executives believe that if they can't offer a solid salary or a hefty bonus, people will be lazy and not incentivized enough. But you should be more concerned not about how to pay high salaries, but about ensuring that your employees are fairly remunerated. Justice is the observance of the principles of correctness, impartiality, honesty.

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

Financial compensation: salary, bonuses, profit sharing, equity participation, additional payments, deferred payments. As well as additional incentives such as: transport services, medical care, tuition assistance, pensions and savings, holidays and days off.

Every leader would like his subordinates to strive for good work with full dedication of their efforts, 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 stimulus, 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 stimulation suggests that effective management material incentives should include a study of its motivational aspects in the practice of managing the organization of labor, and in particular the regulation of labor, and from the point of view of the correspondence of the forms of wages to production conditions, and the wage level itself. Money is a strong enough motivator only if the employee considers the payment of his work fair and sees the connection between the results of his work and remuneration. And since piecework wages are used in the organization in question, this factor is very important.

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

Such an approach to wages in relation to our economy arose long ago, but has not been established. And only in the conditions of transition to market relations, when labor power acts as a commodity, did they return to this definition again. 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 satisfy the needs of the worker himself; secondly, the cost of funds necessary for the maintenance of the employee's family; thirdly, the cost of teaching aids. The cost of labor is influenced by the historical and national characteristics of a country, as well as climatic conditions.

In conditions market economy wages perform stimulating, reproductive 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 the production of goods and services, and improve the quality of work.

The reproductive function determines the absolute level of wages necessary to meet the vital needs of the worker and his family. The regulating purpose of wages lies in its impact on the ratio between the demand and supply of labor, on the formation of personnel, the number of employees and the level of their 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 compared to 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 improving production efficiency and economic growth.

In order for employees to perceive the system of payment and incentives as fair, the following measures can be taken:

• 1) identification through sociological surveys of factors that reduce the satisfaction of employees with the system of labor incentives operating 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 remuneration system for their work.

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

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

The problem of incentives to work is very relevant. Modern manager should constantly note the value of the employee for the team, the presence of his creative potential, positive sides, good qualities the results achieved. This assessment should be as objective as possible, based not on general impressions but on specific, precise 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 for managing companies, it should be remembered that material factors do not always come to the fore and cannot be the only form of remuneration for work. The main thing is the attractiveness of labor, its creative nature. It is precisely this attractiveness that the manager should create by 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 incentive) affect the assessment and self-esteem of an employee, thereby satisfying his needs for recognition, respect for others, self-esteem, self-affirmation, i.e. material incentive acts simultaneously as a 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 fulfill its inherent functions to the fullest, which will lead to the predominance of economic incentives to the detriment of social, moral, psychological and ethical ones.