GRADUATION WORK

TOPIC: "Improving the motivation system for employees of the sales department of the Krasnoyarsk branch of BrokerCreditService Company LLC"

Introduction

Currently, the management of an increasing number of companies is aware that one of the most important resources are employees of enterprises.

The human component (or personnel) of a business organization is considered as one of the most important resources for its successful functioning and development, a factor in its efficiency and growth, a means of achieving the strategic goals of a business organization. At the same time, people are considered as the property of the company, one of the most important resources used in competition, which must be allocated in a certain way, motivated, developed, and the efficiency of the company as a whole depends on the effectiveness of their functioning.

Today, for the effective operation of the organization, responsible and proactive employees are required, highly organized and striving for labor self-realization of the individual. Orientation of employees to achieve the goals of the organization is essentially main task personnel management. The formation of such employees is the task of motivational management, the meaning of which is in building the motivation of employees. In this regard, the motivation of employees currently occupies one of the central places in personnel management, since it is the direct cause of their behavior.

The purpose of this graduation work is to develop measures aimed at improving the motivation of specialists in the sales department of the Krasnoyarsk branch of Brokercreditsevis Company LLC.

To achieve this goal, the following tasks will be solved in the work:

The main reasons for the decrease in the efficiency of personnel activities are described, as well as the basic concepts and theories of motivation;

The forms and methods of stimulating the effective activity of personnel are characterized, and also considered in more detail practical use Maslow's pyramids modern conditions;

The general organizational and managerial characteristics of IC "BrokerCreditService" are given;

A study was made of the existing motivation of specialists in the sales department of the Krasnoyarsk branch of BrokerCreditService Company LLC and determined key results research;

Measures were developed to improve the system of motivation for specialists of the sales department of the branch of BrokerCreditService Company LLC, and a program was carried out to introduce a new motivation system for specialists at the branch.

The first chapter deals with the theoretical aspects of motivation, its place in the field of management in general, and a comparative analysis of theories of the content of motivation.

The second chapter is devoted to the study, which included an analysis of the organizational and managerial characteristics of IC "BrokerCreditService" and a study of the motivation of specialists in the sales department of the Krasnoyarsk branch of LLC "Company BrokerCreditService". The study was conducted through the analysis of documentation related to various aspects of personnel management, interviewing the head of the department to clarify all facets of problems related to staff motivation, as well as questioning employees to identify their degree of satisfaction with key factors in the working environment and determine the main labor values.

In the third chapter, based on the identified features of the motivation of the specialists of the sales department of the Krasnoyarsk branch of Brokercreditsevis Company LLC, measures were developed to improve motivation, and recommendations of the program for the introduction of a new motivation system for the branch were proposed.

Textbooks, teaching aids, articles from periodicals, materials from seminars on personnel management, electronic periodicals, as well as data world wide web Internet in the field of personnel management and organization management and the official website of IC "BrokerCreditService".

1. Theoretical basis staff motivation

1.1 Reasons for the decrease in the efficiency of personnel

Any employee, coming to a new place of work, would like to prove himself, he is proactive and full of interest in his new activity. In addition, the management of any company is interested in their employees being creative and enthusiastic about their duties. However, due to a number of factors, including such as the degree of personal responsibility, relationships with management, etc., an employee may experience disappointment in their activities. This is usually caused by the following reasons:

Excessive interference from the immediate supervisor;

Lack of psychological and organizational support;

Lack of necessary information;

Lack of attention of the leader to the requests of the subordinate;

No feedback, i.e. ignorance by the employee of the results of his work;

Ineffective solution by the head of the employee's work problems;

Incorrect assessment of the employee by the manager;

Low salary.

These factors cause an ordinary worker to feel humiliation, undermine the feeling of pride, self-confidence, the stability of his official position and the possibility of further advancement.

The process of losing interest in work can be divided into six stages.

1. Confusion

At this stage, symptoms of a stressful state are noticed, which begins to experience new employee. They are the product of confusion. The employee ceases to understand what he needs to do and why his work is not going well. He asks himself the question of whether this is connected with himself, with the boss, with work.

The nervous efforts of the worker do not yet affect productivity. He easily contacts with colleagues, and sometimes even tries to cope with difficulties through more intensive work, which in turn can only increase stress.

2. Irritation

Contradictory instructions from the manager and the uncertainty of the situation soon cause irritation of the employee, associated with a sense of his own powerlessness.

The employee's behavior becomes demonstrative. He emphasizes his dissatisfaction coupled with increased performance. Here he pursues two goals - to prove himself with better side and emphasize the inactivity of the leadership against its background.

3. Subconscious hopes

Soon the subordinate ceases to doubt who is to blame for the difficulties that have arisen for him. Now he hopes for a boss's mistake, after which he can reasonably prove the correctness of his point of view.

This can be expressed, for example, in the withholding of official information necessary to solve the problems of this unit. The subordinate begins to avoid the boss. Productivity and quality of work remain normal.

4. Disappointment

At this stage, it is much more difficult to restore the undermined interest in work. Labor productivity is reduced to the minimum allowable. However, at this stage, the worker has not yet lost his last hope.

His behavior resembles a small child - he believes that if he "behaves badly", the boss will pay attention to him. During this period, such feelings of the employee suffer as confidence in respect from subordinates, consciousness of their authority, the habit of being treated well by other employees.

5. Loss of willingness to cooperate

A symptom of this stage is the employee's emphasizing the boundaries of his duties, narrowing them to a minimum. Some begin to defiantly neglect work, and even take out their bad mood on colleagues, finding satisfaction in humiliating others.

The essence of this stage is not a struggle to maintain interest in work, but an attempt to maintain self-respect.

6. Final

Finally disillusioned with his work, the employee will move to another place, or will treat work as hard labor. One such worker can play the role of a catalyst in the group and lead to the release of hidden feelings of discontent of the entire team.

All these factors lead to passivity and a decrease in the productivity of the employee, and therefore, possibly, of the entire team. And in order to control them in the company, it is necessary to organize personnel management - rational activity, which ensures the maintenance and increase of the organization's ability to adapt to changes in the external environment based on the reasonable recruitment of employees, the use and development of their abilities in accordance with the needs of the organization and taking into account the needs of the employees themselves.

The definition mentions the needs of the employees themselves, and it can be argued that one of the most important issues of personnel management is to ensure its proper motivation for daily work activities. This question is an indispensable component of the manager's work, and therefore many researchers have paid considerable attention to it during several centuries of industrial and organizational development.

1.2 Basic concepts and theories of motivation

Motivation is the whole complex of factors that guide and encourage human behavior.

Hence motive is a formal term meaning the impulse of any origin.

The term "motivation" can refer to two groups of phenomena: an individual system of motives and a system of actions to encourage others to do something, which can be designated as "motivation" or "motivational management". Both those and other phenomena are often not realized, remaining in the "underwater depths" of the human psyche.

It is known that only 10% of the total volume of the iceberg is above the water, and the remaining 90% are hidden. Similarly, in motivation:

a) our true motives may be largely unconscious;

b) our actions to motivate others are also unconscious, and often unconscious, i.e. poorly understood by ourselves and irresponsible

So, almost all conscious behavior of people is motivated or caused by specific reasons. The manager's job is to identify the motivations and needs of employees and direct their behavior, motivating employees to complete the task. The role of motivation in achieving the goals of the organization can be illustrated in Fig. 1.2.1

The internal needs and motives of the individual create tension, which is influenced by the external environment. For example, a person's need for food creates the tension of hunger. The individual experiencing it must explore the "environment" and find out what foods (external stimuli) will help him satisfy his hunger. The environment, in turn, affects a person's appetite, special types food (an Italian fisherman might prefer fried fish, and a Colorado cattleman a chop, both of them have the same goal, but their needs are met by different dishes).

There is a formula P=C*M, according to which the potential results of the organization's activities (P) are the product of the abilities (C) and motivation (M) of its employees. In addition, employees must be provided with opportunities to achieve their goals (such as appropriate training) and the necessary resources (tools) for this. At the same time, the mere presence of goals and awareness of incentives to meet the needs of the individual are also powerful motivating factors. The productive work of an employee implies his encouragement by the organization. If an employee receives adequate remuneration, his initial needs and motivations are satisfied. Over time, new needs arise and the cycle resumes.

Certain motivational urges of a person are the result of the influence of the cultural environment. Motives affect the attitude of individuals to work, and to life in general. For example, according to the theory of David McClelland, it is possible to conditionally distinguish four dominant impulses (urges), presented in Table. 1.2.1

Significant differences in motivational motives require managers to understand the attitude to the work of each employee, which makes it possible to effectively use an individual approach. For example, when setting a task, a motivated worker should explain the special difficulties associated with its implementation. A competency-motivated person can be given a similar task, but the emphasis is on demanding high quality performance. It is desirable that the manager speaks with each subordinate in his language. To determine the motivations of employees can be used psychological tests, but the best method of identifying them is direct observation of the behavior of individuals.

Table. 1.2.1. Motivational impulses according to the theory of D. McClelland

The main two questions that face the manager:

1. What to encourage? - a question of orientation

2. How to encourage? - a matter of energy

If we consider the orientations of a person that are related only to work, then in psychology there are three types of orientation: on oneself, on other people and on the task (Fig. 1.2.2).

Focusing on oneself is, first of all, focusing on satisfying one's own needs. However, managers are most often interested in their subordinates being task-oriented and result-oriented. M. Apter established that at each moment of time each of us is either in a telic or paratelic state of motivation. It is characteristic of the telic state that a person is primarily oriented towards some essential goal (or feels the need to be, first of all, oriented towards such a goal). In the paratelic state, on the contrary, the individual initially focuses on some aspects of his current activity and the sensations associated with it (or feels the need to be guided by them). It is assumed that switching from one state to another occurs involuntarily and is not subject to conscious control - perhaps indirectly, through the manipulation of the environment, including its social aspects that cause this or that state.

A good test for determining whether a given activity is telic is if the subject agrees to voluntarily stop the activity in exchange for achieving the goal to which it was directed.

Teletics can be further subdivided into two categories. A results oriented person may hope for success or fear failure. This division was introduced in 1953 by David McClelland and John Atkinson. They were engaged in research on the achievement motive. They found that in certain activities, people with a predominance of fear of failure are more successful.

In general, those who are dominated by the motive "hope for success" prefer tasks that are subjectively perceived as average in their difficulty and successfully complete them. Conversely, very easy or very difficult tasks cause them boredom and disgust, which negatively affects the results. These people are equally good at remembering facts related to their successes and failures, and failures mobilize them more than success.

At the same time, those who are dominated by the “fear of failure” motive prefer tasks with either a very high or a very low subjective probability of success – in the first case, failure is almost impossible, and in the second, it is not perceived as evidence of personal incompetence. As a rule, they cope with such tasks more successfully. If it is not known how strong the threat of failure is, such people generally shy away from completing tasks. They better remember facts related to the situation of success; personal success mobilizes them, and failures hinder their activity.

However, it is worth returning once again to the basic concepts and give a clearer definition of the topics that I will use in further discussions on the topic of my graduate work. It is already clear that the main task of a manager or leader is the ability to get people to do their job effectively in accordance with a given goal. Forcing means to influence the worker from the outside, i.e. stimulate. But there are certain differences between the concepts of "motivation" and "stimulation".

Stimulus (lat. stimulus - goad, goad) - external motivation for action, push, motivating reason. A stimulus is something external to a person, the stimulus is characterized by the ability to "irritate" the human senses, that is, the impact in the function of the stimulus must be carried out within the threshold of human sensitivity. Therefore, in a broad sense, a stimulus is such an impact by one person on another that induces him to a directed action, the necessary initiator of the impact. If the impact does not cause an incentive to a certain action, then such an incentive can be considered ineffective.

The terms "motive" and "motivation" are borrowed from psychology and characterize the personality, its internal states and attitudes.

The motive, according to Professor Vikhansky O.S., is inside a person. In other words, the motive is the internal psychological drivers human behavior, this is the psychological reason for any deed, act. The source of motive power is needs. As Aleksey Nikolaevich Leontiev, a classic in the psychology of activity, rightly noted, only as a result of a meeting of a need with an object that meets it, for the first time does it become capable of directing and regulating activity. “The meeting of a need with an object is an act ... of objectifying a need - filling it with content that is drawn from the surrounding world. This translates the need to the actual psychological level, that is, to the motive.

According to Z.K. Mamardashvili's motive is connected with desire.

Desires are our manifestations and properties in which we feel alive, and therefore we strive to realize them. Motive is related to desire in a very simple sense: we are actually desiring beings.

Motivation is the urge that causes the activity of the organism and determines its direction. In psychology, this term is used in the study of the psychological causes and mechanisms of the purposeful behavior of an individual. Motivation is a rational explanation by the subject of the causes of action by correlating them with normatively specified ways of behavior, i.e. socially acceptable for him and the reference group. Motivation is sometimes deliberately used by the subject to disguise his real motives for behavior (psychological defense).

According to L.G. Vygotsky, a person's personality is a system of motivational relations that a subject has, i.e. complex of interrelated determinants. The latter correspond to certain functions:

Needs are activating;

Motive - motivating;

Goals are a guide;

Meaning - comprehending.

The phenomenon of motivation in the management of labor activity of personnel is difficult to describe, as it has a complex psychological and social nature. At the same time, the following components are distinguished as part of the motivational structure of the employee’s labor activity:

Needs (interests);

organizational culture;

Value orientations of the individual.

Needs as internal sources of labor activity have already been considered, and will be considered further when reviewing the main theories of motivation.

Organizational culture as an element of the motivational component of human labor is the value orientations of the organization, the norms of behavior, beliefs that the person working in it accepts.

Values ​​are complexes of properties, things, objects, phenomena and relations recognized and assimilated by a person, which have a certain meaning and significance for a person, allowing him to satisfy his needs, as well as to realize himself as a person. Values ​​may not coincide with needs, as they have a different nature of origin.

Thus, the motive is the state of the subject's predisposition in a particular situation to a certain type of activity. The motive is produced from the outside, but is formed as an internal mental state of the individual.

From a psychological point of view, as described above, the motive, and not the stimulus in itself, induces and directs human activity. Stimulus, stimulation, stimulation is something external to a person. The stimulus may or may not become a motive. He will become a motive when he meets with the "internal" - a need, a system of needs, or an already established system of motives.

People, in terms of the formation of motivation, live according to the same laws as hares, wolves and giants of thought. Therefore, management should think not so much in terms of incentives as in terms of motivation. It is necessary to generate motives in employees, in other words, to correctly objectify their needs (by the way, advertising is based on this), and not to shower them with all sorts of incentives. To do this, remember the formula:

stimulus + need = motive.

To more fully reveal the concept of motivation, it is worth considering the main theories formed since the end of the 19th century. Conventionally, motivational theories can be divided into two groups - some explain labor motivation by the action of external factors, the second see the source of motivation in the inner world of a person, his needs, values, aspirations.

Adherents of the first direction (Skinner, Taylor and their followers) believe that human behavior is a reaction to the influence of external factors (recall Pavlov's experiments), and, therefore, behavior in the workplace can be controlled using a system of punishments and rewards. This view of work motivation, quite popular at the beginning of the century, was subsequently severely criticized for its inhumane approach and has significantly lost its popularity in scientific circles, although many managers still share it and manage their employees on the basis of the “carrot and stick” philosophy.

The second direction, which has been actively developing since the early 1950s, has given rise to many theories that try to explain motivation from the point of view of a person's inner world. Some of them have been purchased Lately worldwide fame in scientific and managerial circles.

Each of them has its strengths and weak sides Until now, no universal theory of motivation has been created. Some concepts work better in some conditions (national cultures, organizations, in relation to certain professions), others - in others. Managers should remember that motivation is a complex phenomenon, which is largely determined by the individual characteristics of the employee. Efficient Management production behavior requires managers to constantly analyze and take into account these features, as well as the organizational context.

Below are the main provisions of various theories of motivation:

Theory of instrumentality.

Type - Taylorism, theorist - F. Taylor.

Meaning: Base for ill-conceived attempts to motivate people with incentives. Often used as an indirect rationale for performance-based pay, although this is rarely an effective motivator.

Type - hierarchy of needs, theorist - A. Maslow.

Meaning: Emphasizes the diversity of needs that motivate people and emphasizes that a satisfied need is no longer a motivating factor. The idea of ​​hierarchy has little practical value

2-factor model.

Type - statistical factors leading to dissatisfaction, theorist - F. Herzberg.

- factors that are inherent in this work (intrinsic motivators or factors leading to satisfaction), such as achievement, recognition, the work process itself, internal growth;

– factors external to work (extrinsic motivators or hygiene factors), such as pay and working conditions.

Meaning: Indicates a series of basic needs, i.e. achievement, recognition, promotion, independence and the process of work itself. It has a strong impact on the work model (its enrichment). Draws attention to intrinsic and extrinsic motivators and the fact that intrinsic motivators have a longer lasting impact. Reinforces the assumption that the reward system should represent both financial and non-financial rewards.

Theory of processes (cognitive).

Type - expectation theory, theorist - Vroom, L. Porter, E. Lawler

– the perceived relationship between effort and performance,

- the perceived relationship between performance indicators and the significance (valency) of the result for a given person. The effort only depends on how likely the rewards are to follow the effort and whether the reward is worth it.

Meaning: The key theory behind reward approaches is that there must be a link between effort and reward, and that the reward must be achievable and valuable.

Type - the theory of justice, theorist - D. Adams

Significance: The need to develop practical measures for fair remuneration and employment practices.

1.3 Forms and methods of stimulating the effective performance of personnel

Each of us wants to do what we love and get rewarded for it. wages.

The system of moral and material incentives for labor involves a set of measures aimed at increasing the labor activity of people and, as a result, increasing the efficiency of labor and its quality.

What should be the ideal job for subordinates? In answering this question, one should not strive for excessive specificity and originality. All the same, it is rarely possible to take into account the difference in tastes and personal opinions of everyone, therefore, the manager, as a rule, strives to increase integral productivity and use a set of measures of moral and material incentives, which should be based on the system of optimal labor motivation (OMT).

On strategic level There are three types of policies in managing the interest of staff in their work:

1. The predominance of the system of stimulating effects on the personnel of the organization. In this case, the organization focuses on the use of various incentives (usually material) to increase the interest of the organization's employees in productive work. For example, as F. Taylor stated this approach, in order to create an interest among employees in the high results of their work, it is necessary to provide an unambiguous relationship between the results of labor and wages.

2. The predominance of the system of motivational management of the personnel of the organization. This type of policy assumes a leading emphasis associated with the powerful ideological activity of the leadership within the organization, with the actualization of the disinterested enthusiasm of employees, etc.

3. A harmonious combination of a complex of stimulating effects and motivational personnel management, with an embracing (basic) nature of the motivational policy. This approach can be considered the most optimal, removing the extremes of the first two approaches. As a rule, such a policy is implemented by organizations developed in all respects, in which a valuable corporate culture has already been formed, with the support of this culture by a fair mechanism for distributing the material benefits of the organization.

Why, then, in a combination of motivational and stimulating policies, the motivational one acts as an “encompassing” one? The fact is that the corporate culture, which includes the mechanisms for managing staff motivation, is a much stronger foundation than material incentives. Such an organization, for example, will be able to survive in difficult times of crisis, which is unlikely to succeed in an organization where the basis of interest in the work of employees is only high salaries and awards. Besides, practical experience the most successful Japanese companies in the field HR strategy confirms that corporate culture and value orientations are much more important than material rewards and other incentives.

When developing a system of motivation and incentives for the organization's personnel, it is extremely important to take into account two aspects: the qualitative stage of the organization's life and the typology of employees.

The foundations of the system of optimal labor motivation (SOMT) should form the basis of a fair system of labor motivation for workers. Violation of any of them makes the motivation system ineffective or even harmful. The orientation of the labor motivation system should correspond to the strategy personnel management, and the personnel management strategy should fit into the overall strategy of the organization and take into account the peculiarities of external conditions in relation to the organization, such as:

· Legal environment: COMT should take into account existing labor and other legislation;

· Economic environment: situation on the labor market and general economic conditions in the state, region, etc.

· Social environment: average standard of living ( living wage), features of professional and public associations, which in one way or another include the employees of the organization, the level of crime, the prospects of the region, the level of tension, etc.

· Political situation: general political situation in the region (presence of strikes, strikes, etc.);

· Factors of technological development of the industry.

· Socio-cultural factors: cultural traditions, established social norms of behavior, etc.

· Environmental factors: the environmental situation, especially in unfavorable environmental conditions.

The system of labor motivation should include as part of the mechanism of optimal stimulation of labor.

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

COMT encourages such work of the employee, which is valuable to the organization. In this regard, the CMT should be aimed at:

maintaining the required performance;

· productivity increase;

Maintaining organizational standards

Improving the standards of the organization.

Based on the above three types of activity behavior (individual, subject and personality) and on the normative essence of any activity, we obtain a universal three-block structure of the system of optimal labor motivation.

The first block COMT(1): individual aspect. This block serves the general interest in the work of the involved employee in this organization;

The second block of COMT(2): subjective aspect. This block serves performance discipline and productive normative interest, and the activity of the worker

Third block COMT(3): personal aspect. The function of this block is to manage the employee's motivation, aimed at rationalizing their work (creative, innovative, etc.) activity of the employee.

The three blocks introduced form a kind of "three whales" on which the personnel motivation system should be built.

Ways of moral stimulation

In the late 60's early 70's. Some expert experts have independently come to the conclusion that everyone involved in the problems of production management faces difficulties that are rooted in the fact that in most cases the work performed is unattractive for the performers. In this regard, 15 points were identified as the most important for the performance of work at enterprises.

Based on the main principles listed above, a model of work characteristics in terms of motivation of Heckman and Oldham was developed.

Let's take a look at each of these basic parameters of work in turn and determine what they mean and how they affect the "psychological state" of workers, which determines the attitude of people to work.

Variety of skills and abilities

This term characterizes the extent to which the work requires a variety of actions in its performance, and which involves the use of various skills and talents of personnel.

If the employee feels that someone else can do the job just as well, then it is unlikely to be of value to him and it is unlikely that he will feel proud of the task. A job that does not use the employee's valuable skills does not cause the need for further training.

There is also an optimal level of diversity. It is individual for each employee. So, the same work by one worker can be considered boring, and for another it seems that it has an unstable and intermittent character, and therefore it is impossible to establish any specific mode of its implementation.

Work integrity

This parameter refers to the completion of the work operation as a whole and a specific part of the work, i.e. work from start to finish with visible results.

Importance of work

This parameter refers to the degree of influence of the work performed on the life or work of other people in the organization or in the external environment. Workers tightening aircraft brake nuts regard their work as very important, unlike workers filling paper boxes with paper clips. At the same time, the level of skills is approximately the same.

The concept of importance is closely related to the performer's value system.

Work can be interesting and exciting, but people will remain dissatisfied until they feel that their work is important and needs to be done.

Autonomy

Autonomy characterizes the extent to which the work provides the freedom and independence of the employee in developing a schedule for the performance of work and the actions used to achieve the desired result. If decisions are made by other people, good job performance is unlikely to be seen as a reward. The person will feel that the quality of the work done depends on the correctness of these decisions, and not on his own efforts. There will be no sense of "ownership" of the work.

In the absence (for some reason - for example, the use of a conveyor) of integrity, autonomy is also impossible, since there may be a violation of the overall coordination of the implementation of individual actions.

The amount of autonomy depends on the individual. For any employee, there is an optimal level of autonomy that gives him a real sense of personal responsibility and does not lead to stress.

Feedback

Feedback provides employees with information about the quality of their work. The effectiveness of feedback depends on the integrity of the work. Much easier to provide feedback based on the results of the “completed work” than on a separate fragment of it.

By expanding the front of each job so that the employee is responsible for several interconnected operations, we increase autonomy. At the same time, it increases the integrity of the work, and therefore provides fast and effective feedback. At the same time, the employee intensively uses self-examination, i.e. personal feedback. He has the opportunity to discover the shortcomings himself, which is perceived much easier than if someone else pointed out this mistake to him.

The importance of feedback is obvious. People need to know how well they are doing their job. Managers are an important source of such feedback. However, the best feedback occurs when employees control the quality of their own work.

The first three factors discussed above contribute to the evaluation of the work in terms of its complexity, value and necessity. If the job does not have these parameters, then it will not be intrinsically motivated. The good quality of its performance will not create a sense of accomplishment, nor a sense of novelty or the acquisition of anything useful.

A job that satisfies all the factors described internally motivates employees, provides good quality job done gives satisfaction. It creates a sense of personal contribution to the products or services provided, gives employees a sense of ownership.

Only such work enables a person to express himself, inherent in his sociality. Work should be enjoyable.

Methods of material incentives.

So far, we have considered stimulating factors, mainly in the light of psychological needs, effects on intrinsic motivation. However, the mechanism for the optimal stimulation of labor is the use of material motivations, which are the same today and in many cases fully justify themselves. This means that a review of employee motivation methods would not be complete without considering economic (or material) methods of motivation.

For the effectiveness of material motivation, it is necessary to develop a bonus payment scheme for performance, a system of piecework payment or labor agreements. This task is by no means easy, since the situation in each firm is unique and, therefore, the bonus system must be unique for each case. It also depends on the specialization of the staff.

A significant problem in the field of production management is a significant outpacing of wage growth rates over labor productivity growth rates, which leads to a decrease in the stimulating power of wages.

The payment system should create a sense of confidence and security among people, include effective means of stimulation and motivation, and ensure the process of reproducing the expended energy (restoring workers).

“Salary is a measure of labor (labor contribution), expressed in monetary units, which is at the same time a measure of the cost of labor and a measure of labor productivity” .

An employee's pay is:

payment of the cost work force specialist

provision of cash and other funds to the employee in accordance with the results of his work

Thus, wages are the monetary equivalent of the labor contribution to the receipt of the product and the cost of the worker's labor force, paid to the worker.

The amount of wages must exceed the amount of financial resources needed by the employee to restore the energy (physical, intellectual, etc.) resources spent on work by the employee. If the amount of funds is insufficient to restore the spent energy resources and to maintain their individual life in general, then the employee will become more dissatisfied and negative in relation to work, which will inevitably affect the results of his work. These are employee restrictions.

On the other hand, the amount of funds paid to the employee as payment for his work should be correlated with the effectiveness of his work. The cost of a product (product, service, etc.) created by an employee includes, integral part, materialized work energy (along with the cost of material and all non-energy costs). The payment for labor should not only not exceed the cost of the created product, but also not exceed the cost of materialized labor energy in the product. Otherwise, the employer as an entrepreneur runs the risk of being left without profit. These are employer restrictions.

The difficulty of finding the optimum between the above antagonism between the employer and the employee is especially pronounced in the absence of established standards for remuneration for the work of a specialist in a particular profession in society. And here it is necessary to indicate the basic principles of the mechanism of optimal labor stimulation:

· “The rule of encouraging the normative return of forces and discipline”. This element stimulates performing discipline and activity. (Promoting the implementation of current tasks in accordance with the requirements (functions of an employee, department, unit, etc.)). The rule for encouraging the normative return of forces and discipline should contain conditions aimed at correcting an employee who violates the general discipline of the organization, production, technological, positional norms, etc. and containing conditions aimed at encouraging the employee in various forms:

· "Rule for Encouragement of Rationalization Activity". The function of this element is to stimulate the rationalization (creative, innovative, etc.) activity of the employee, his participation in the normative organization of labor. In other words, it is stimulating the actions of employees aimed at improving the standards and development (or overcoming the crisis) of a unit, department, organization, etc. It is advisable, in this regard, to make the employee's salary at least two-part: Salary (100%) \u003d Tariff (60–70%) + Sun (30–40%) (compliance payment).

At the same time, the methods of the optimal labor system should be recognized as fair by the employees of the organization, and the incentives created within the framework of the system should maintain a high degree of employee satisfaction with their material and moral position (since the amount of profit received by the company largely depends on this).

The typology of subjects to which the motivational and stimulating effect is directed can have different accents: depending on the normative adequacy, level of professionalism, degree of responsibility, subject of responsibility, degree of participation in profits, length of service, etc. When constructing a hierarchy of incentive accents, such factors as: the stage of the organization's life, established traditions, the strategy for the future life of the organization, the direction of the corporate culture, the nature of personnel policy, etc., should be taken into account.

Thus, the salary structure includes: base rates, bonus payments, social programs.

base rate. It is believed that the base pay should be sufficient to attract employees of the required qualifications and training to the firm. It should not exceed 70 - 90% of the total income received by the employee. Increases in base wages should be strictly in line with increases in productivity at the level of a group of workers or the enterprise as a whole. The achieved standard of living cannot be considered as the basis for determining the base wage level.

The size of the base rate should be related to the level of responsibility of the employee and his efficiency. The ratio of base rates by levels of responsibility has a stepped character (Fig. 1.3.4).

R1 - one or more main labor functions are not performed;

R2 - in general, the results of labor correspond to the given ones;

R3 - the employee performs his functions above the average;

R4 - the employee is significantly successful at work;

S - is entered for exceptional cases.

Financial incentives are provided, starting with the degree of "compliance of the employee with the established requirements." Such employees are about 60% of the total, significantly exceeding the requirements - about 10%, and simply exceeding the requirements of 20%. Approximately 10% of employees who do not meet the established requirements are not encouraged at all.

The company can make additional payments based on the goals that are laid down in the labor incentive program.

Stimulating Innovation

Innovation-oriented companies, in addition, pay great attention to the organization of stimulation of creativity. So, for example, IBM encourages innovations that find application. If the proposal is accepted, its author receives 25% of the total savings within two years after its implementation. 3M provides financial support to the activities of innovators in two areas: freedom to use up to 15% of their working time; provision of substantial resource support (a system of grants and subsidies).

Qualification fee

American specialists have developed a system of remuneration, which is called "pay for qualifications" (PQ). The essence of this system is that the level of payment depends not only on the complexity of the work performed, but also on the set of specialties that the employee is able to use in his work. In this case, they pay not for what he does, but for what he knows, i.e. it is not labor itself that is paid, but the growth of qualifications and, first of all, the number of mastered specialties.

Significant factors in the implementation of the OZK are the presence of a consensus between the administration and trade unions, the cohesion of team members on the basis of mutual assistance and consent. Without this, the application of this system of remuneration may have the opposite effect, i.e. lead to both a decrease in production efficiency and an increase in social tension. In general, "payment for qualification" means that with the development of each new specialty, the performer receives an increase in wages, while the acquired knowledge must be used in one way or another in the work.

The mechanism of this system includes the concept of "qualification unit", which determines the amount of knowledge, skills, abilities necessary to perform a new, additional work receiving another allowance.

It is generally agreed that all enterprises that have implemented the OQK system have sharply increased the cost of personnel training, and, due to the fact that training is carried out in work time, respectively, increased the loss of production time. Nevertheless, experts believe that additional labor costs are offset by increased labor productivity and reduced production costs (according to some reports, they are 30–50% lower than with traditional wages), which, in turn, makes it possible to up to 10 -15% of the working time fund to spend on training and retraining of employees (under the usual system - 3-4%).

The survey made it possible to establish the main advantages of OZK:

Ensuring greater mobility of the workforce within the enterprise due to the rotation of jobs;

Great job satisfaction;

Reducing the level of staff turnover;

Reducing the loss of working time;

Increasing labor productivity;

Increasing product quality.

In general, the OZK system is considered effective and promising, despite a number of relatively negative consequences. The increase in labor costs is largely offset by increased labor flexibility and productivity. It is also important that the workers are expressing ever greater satisfaction with this system of payment, considering it more just. The level of payment for OZK depends to a greater extent on their abilities, dedication, desires, and not on experience or unreasonable management decisions when framing.

At the same time, the employee better understands and evaluates his contribution to performance. production process increasing the degree of responsibility. Ultimately, all this affects the growth of product quality and overall labor productivity.

Employee participation in profits

Under the systems of participation of workers in the profits of the company is understood as the division between them and the company of additional profits received as a result of increased productivity or quality.

Participation in the distribution of profits is a widespread system of remuneration today. The development of this system began with attempts to improve the organization of wages employees in order to enhance its motivational impact on the results of work. For this, the possibility of payments from the profit or income of the enterprise to those employees whose contribution to the formation of the profit of the enterprise was the most significant and obvious was justified. However, the use of profit sharing systems creates an employee's interest in the effective work of today, but does not stimulate to take into account in production activities long-term prospects for the development of the organization. It is based on indicators of total or book profit, which reflect, first of all, the results commercial activities organizations (size of turnover, state of sales markets, price level).

There are a number of key issues, the solution of which depends on the effectiveness of the implementation of profit distribution programs:

Who should be involved in the development and implementation of the plan, how the degree of participation in these processes will be distributed between management and workforce;

What size unit will be covered by the plan;

What criterion will be used to evaluate the labor contribution.

Real changes in the relationship between the management of the organization and employees can occur only after successful solution all of the above questions. This approach to the distribution of profits can lead to fundamental changes in the concept that determines the ownership of each employee of the organization. In this moment, the main stimulating beginning of such programs is laid.

Profit-sharing is used by entrepreneurs as a means of maintaining social peace within the organization, and as a factor in increasing interest in its economic success. Profit sharing systems differ in terms of indicators, terms of payments, and the circle of persons receiving these payments. These systems have their own different countries world, which is due to the history of economic development, the mentality of a country, traditions or customs working life. One thing is common to all: the division between the organization and employees of additional profit.

A feature of the profit sharing system is that the effect of its application does not affect immediately, but several years after its implementation. This can be explained by the psychological action of addiction, according to which the greatest effect from the accepted or not accepted influence is achieved over time. At the same time, the profit sharing system has its own specific application. It provides a high economic and social effect in cases where employees have timely and accurate information about the activities of the organization. A profit sharing system will not be effective enough if it does not cover all the staff of the organization.

An important problem is also the distribution of profits between the amounts allocated for the provision of a system of participation in profits and for the development of production. The small amounts deducted by the administration for distribution among employees may not be enough for them to feel that they really use the profit of the organization. Payments of large amounts reduce the cost of developing production, which undermines the prospects for the development of the organization and threatens to turn into economic difficulties in the near future. Therefore, it is very important to properly allocate funds between reproduction and profit sharing systems.

At its core, the profit sharing system is an element of the operational management of an organization aimed at ensuring profit. The employee shares equally with the owner the risk of a short-term decrease in income in order to achieve better results in the future and compensate for the losses of today.

A specific form of participation in the organization's profits is a cash bonus or bonus shares.

Bonus is a form of remuneration, the essence of which is to determine the system of personnel participation in the last year's profit. Decisive for determining its size are the economic results of the financial year. Management determines the amount of the payment, and in many cases the payment is disproportionate to the dynamics of profits in order to avoid too large jumps in this additional cash payment for employees.

The advantages of bonuses are that their payment gives strong labor motivation and encourages even lagging behind workers to highly productive work, since the actual results of a particular employee are taken into account in the calculation. The bonus payment system is quite flexible, their size fluctuates depending on the number of personnel to which they apply.

Current payments, whether in cash or shares, are made at the end of the reporting period. Corporate earnings and individual performance are the most common basis for determining the bonus. Bonus payout can be immediate, deferred or extended by 3-5 summer period.

Not all methods of economic incentives can have a motivational effect on employees, however, there are several basic provisions on bonuses that do not affect the specifics of the company and are universal. They should be guided by the manager when introducing methods of economic motivation.

1.4 Application of the Maslow pyramid in modern conditions

Despite the obvious beauty and logic of the hierarchy of needs theory, A. Maslow himself noted in his letters that the theory that made him famous is applicable to understanding the needs of humanity as a whole, as a philosophical generalization, but in no way can be used in relation to a specific individual.

Nevertheless, despite the author's confidence in the inapplicability of his theory to real people, Maslow's hierarchy of needs theory has already survived thousands (maybe tens of thousands) of attempts to apply it to real life as a basis for building a system of motivation and stimulation of labor. None of these attempts have been successful due to the individual and unique value system of each person. Indeed, a hungry artist experiencing hunger, i.e. "physiological need of the lowest level", will not stop painting his pictures, i.e. satisfy a higher level need. Thus, a higher level need is not always a logical (hierarchical) continuation of lower level needs.

To solve the "problem of the hungry artist", many researchers used different allocation of needs (motivating factors) into separate groups, but, one way or another, the vast majority of authors (Adams, Porter, Lawrence, Vroom, Locke, Griffin, Hackman, Oldham, etc.) comes to the conclusion that motivating factors, needs and expectations exist in parallel, not contradicting each other, but being a mutual complement, and for each individual the combination of motivation factors and needs is unique.

To harmonize the ideas that developed and supplemented the hierarchical theory of needs, it is worth considering the typical state of motivation systems in enterprises. The abundance of theories and approaches that have some commonality can be integrated into a single conceptual system only by modeling the existing state of some real objects, which will reveal the essence common to all theories and approaches, “filtering out” disagreements and discrepancies. To do this, it is convenient to use the "Maslow's pyramid", as the most complete in terms of a conceptual or generalized description of needs.

For the purpose of such modeling, which makes it possible to determine the place and role of moral and material stimulants, it is convenient to use Maslow's pyramid, rotated by 90°. This gives us a fundamentally different understanding of the tasks of personnel motivation systems. With such a transformation of the Maslow pyramid, we will get a diagram of the quantity (volume) of needs satisfied by an organization with a standard wage system. The justification for the correctness of this approach is that any organization is a reflection of a society for which Maslow's pyramid is valid, an imperative.

Parallel motivation provides for giving the management system such characteristics that would allow any employee to receive satisfaction in all categories of needs indicated in Maslow's theory. Thus, the contradictions between hierarchical theories and theories of parallel needs are removed.

Undoubtedly, each employee has his own value system, which determines a unique set and ratio of motivating factors. Therefore, the motivation system in the organization should provide employees with the widest and most flexible choice of motivating means, within which each employee chooses for himself what has the highest value for him.

Such an approach usually encounters bewilderment of managers - "what, to invest money and resources in the transformation of the organization into a social security, or a circle of skillful hands?". Far from it. The goals of the incentive system should correspond to the goals of the enterprise, firstly (and, if the enterprise needs it, a cutting and sewing circle should be created), and, secondly, it should provide for the provision of the functions, processes and procedures of the enterprise with necessary and sufficient competencies. And as part of attracting and retaining competencies, it is necessary to provide for the most comfortable working conditions for the employee - both in terms of meeting the needs of "physiological" and across the entire spectrum of Maslow's pyramid.

Thus, the main task of the motivation system should be the transformation of the “triangle” of the inverted Maslow pyramid into a rectangle, i.e. giving equal incentive weights to all factors influencing the motivation of a person in an organization (Fig. 1.4.2).

When considering the resulting model (Fig. 1.4.2 and Fig. 1.4.3), the tasks of various activities that make up the object of management of the system of motivation and stimulation of labor are clearly manifested. Moreover, the place and role of organizational, moral and material factors of labor stimulation can be reflected graphically.

Some needs can and should be satisfied only financially, something - only morally, but the vast majority of needs can only be satisfied by a combination of moral (including organizational, i.e., obviously embedded in the management system) and material factors. At the same time, it is important that different categories of workers should be motivated differently.

The ratio of moral and material incentives for the accounting department and the sales department should be fundamentally different. The definition of this ratio lies in the careful formulation of the goals of a particular unit or employee in the context of the overall goals of the company. Since there are many employees, and the goal setting for each of them should be in line with the overall goals of the organization, it is logical to assume the existence of a certain common system motivation applicable to each employee. Factors of stimulation and motivation of work can be classified according to the wording of needs in Maslow's hierarchy:

1. The need for self-expression. One of the most critical needs. It is known that creativity is a "metamotivator" along with the "search for truth", "service to others" and "care". Such "metamotivators" must be kept under control, and even better - managed. To solve this problem, you should use:

Organizational levers (line 1), such as making top managers and creative specialists responsible for work (participation) in commissions, boards, committees or working groups, conducting project work;

Non-material (line 2) methods of stimulating staff in terms of the formation of clubs, circles, teams, amateur theaters, etc. Unfortunately, many managers do not see this as an effective investment. Nevertheless, the formation of common goals (sports, competitive, constructive, creative, etc.) significantly affects the overall team spirit of the team, unites and motivates it;

Material methods (line 3) - stimulation of rationalization and invention (of blessed memory BREEZE), quality circles, support at significant events in the life of an employee, gifts, etc. With a fair assessment of the creative contribution of an employee, his loyalty and desire to work for the company increases significantly.

2. The need for respect and recognition. Basically, such a need exists for the management of the company, for which status is the driving force. It is characteristic that the main motivating (or demotivating) effect is mainly made by comparison with the employees of a neighboring enterprise who are part of the respondent's social group. As part of managing this need, the following should be applied:

Organizational levers (line 1), showing the manager the opportunity for professional growth and achievement social position(status), which is the main thing when stimulating managers;

Non-material levers (line 2), such as the title of the position (status), honorary membership in various associations, publication of articles, use at exhibitions as a representative of the company, the title of the best in the profession, diplomas and gratitude, vouchers, social services, etc.;

Material methods (line 3) - stimulating the activity of the employee, a competitive level of remuneration, support for significant events in the life of the employee, gifts, etc.;

Image levers (PR, line 4) - the general image of the company, bureaucratic accessories with the name or sign of the company, the status of an employee of a successful modern enterprise, prestige.

3. The need to belong to a certain social group, involvement, support. This factor is important for all employees of the organization, while in the minds of different employees there may be different target social groups to which they would like to belong. As part of the management of this factor, the following apply:

Non-material levers (line 2), such as participation in management (even if only visible), a feedback system with managers, meetings with management, participation in amateur or social movements, creative or interest groups, honorary membership in various associations, publication of articles , use at exhibitions as a representative of the company, the title of the best in the profession, diplomas and gratitude, vouchers, social services, etc.;

Material methods (line 3) - stimulating the activity of the employee, a competitive level of remuneration, support for significant events in the life of the employee, gifts, material assistance at critical moments in life, insurance for significant amounts, payment for medicines, etc.;

Image levers (PR, line 4) - the general image of the company, the status of an employee of a successful modern enterprise, the prestige of work, corporate events and holidays;

Organizational levers (line 5) - informing the public about the long-term prospects for the company's activities, staff training, giving stability to jobs and prospects for professional growth.

4. The need for security and protection. An important factor that significantly affects the employee's loyalty, his commitment to the organization and resilience in critical periods. To manage this need, you need to apply:

Material methods (line 3) - a competitive level of remuneration that allows you to make insurance material savings, "white" salary (allowing you to attract long-term loans - but this is a separate topic), support for significant events in the life of an employee, gifts, financial assistance at critical moments in life , insurance for substantial amounts, payment for medicines, etc.;

Image leverage (PR, line 4) – a general image of a strong and dynamic company recognizable by the public, lifetime honorary social status of an employee of a successful modern enterprise and its support, corporate events and holidays;

Organizational levers (line 5) - informing the public and the team about the long-term prospects for the company's activities, staff training, giving stability to jobs and prospects for professional growth.

5. Physiological needs. Basis for concluding labor agreements. At the same time, it must be understood that the term “physiological needs” should be understood as something more than the conditions of a concentration camp or ITU. Civilization has significantly increased those needs that Maslow called "physiological". Moreover, there is a division of such needs by countries and regions. For modern definition such needs should be used the concept of " social status» an employee of a certain qualification, taking into account historical conditions in a particular labor market. But this is another story, not included in the scope of the issues under consideration. To manage this need:

To form material incentives (line 3) in such a way that the average material assessment of the worker's work is not lower than the one existing on the market for a specialist of his qualification. There is another approach related to the market definition of the material component of motivation. If we take the amount of work required by the company as 100%, then the execution of 75% should be paid within the average market value of a specialist. In other words, the average performance (in terms of volume and quality) of work should correspond to the average salary level of such a specialist. The reserve for the amount of work, and, accordingly, wages will allow creating healthy competition and attracting those who are ready to perform 100% or more, while earning more than a similar specialist in another company.

2. Study of the motivation of specialists of the sales department of the Krasnoyarsk branch of LLC IC "BrokerCreditService"

2.1 Organizational and managerial characteristics of IC "BrokerCreditService"

IC "BrokerCreditService" exists in the financial market for more than 11 years:

1995 - the year of foundation of the company IC "BrokerCreditService". In the same year, BCS receives the first license to carry out brokerage activities in the securities market and begins to serve the first clients;

1998 - the company becomes a member of the National Association of Stock Market Participants (NAUFOR), a member of the Russian Trading System (RTS), a member of the MICEX stock market section and the Professional Association of Registrars, Depositories and Transfer Agents (PARTAD);

2000-2001 - in the fifth year of the company's existence, the Federal Commission for the Securities Market "BCS" included in the 20 largest participants in the securities market ("Group-20"). ICs have been issued licenses by the Federal Commission for the Securities Market to carry out brokerage, dealer, depository and trust management activities of the Securities for an unlimited period of time. And the company celebrated its fifth anniversary by increasing its equity capital by more than 3 times and opening the first three branches in Irkutsk, Omsk and Krasnoyarsk. In 2001, the company creates BrokerCreditService Consulting LLC and wins the activity rating of the MICEX Stock Market Section NAUFOR, raises the company's reliability rating to “A +” (very high reliability);

2002-2003 - The company takes first place in the rating of banks and financial companies in terms of exchange turnover with the Central Bank. Passes accreditation at the St. Petersburg Currency Exchange. According to the results of 2001, the company was assigned the AA category (very high reliability in the NAUFOR reliability rating), in addition, the company ranks first among the leading Internet brokers and leading operators of the MICEX FS. It puts into operation the technology of the "Single Brokerage Account", with the help of which the company's clients can simultaneously carry out transactions on 3 sites of the MICEX (stock section), MICEX (government securities) and RTS - Gazprom, increases the authorized and equity capital of the management capital by almost 5 times, and own - 6 times and is recognized as the most active operator of the MICEX stock market and the most active Internet broker in 2002. In 2002, the company wins all-Russian competition"Stock Market Elite - 2002" and becomes the winner of the competition for the right to manage the funded part of pensions of Russian citizens and introduces the technology of paperless document flow between the client and the company using an electronic digital signature;

2004 - BCS becomes a shareholder of the MICEX and RTS exchanges - 2% each, and the turnover for 2003 amounted to 1.2 trillion. rubles, which is 2.7 times higher than the turnover in 2002. The BCS Investment Company Group registered Interregional Specialized Depository LLC. Based on the results of 2003-2004, the RTS named the company "Best Broker on the RTS Derivatives Market" for the largest number new clients. And the company, in turn, begins to provide its clients with the opportunity to trade Russian and international assets in one terminal using the QUIK platform, in addition, it introduces a new VISA + BCS technology for clients, which allows using a VISA plastic card for payment at any time funds "working" in a brokerage account. By 2004, he opens 7 more branches in Russia and registers 4 mutual funds under the management of BCS, introduces new tariff plans.

2005 - the number of BCS clients exceeds 10,000 - this is a record value for the Russian market, the company was named the largest investment company in terms of transactions with the Central Bank and the largest intermediary in the stock market in 2004. "BCS" begins to work with Western partners, where a new unified trading platform was developed to work on Russian market and international financial markets - Russified BCS - Trader. The company acquired a 0.8% stake in RTS, increasing its stake in authorized capital exchanges to 2.8%. The trading volume of the company's clients on the MICEX is 104.7 billion rubles. This is a historical maximum in terms of turnover. The company has attracted a record number of customers, the increase in customers has amounted to more than 20% since the beginning of the year, the number of regular users of the QUIK system in 2005 increased by 16%. The company entered the category "AA+" (very high reliability - the first level) in the NAUFOR rating. BCS introduces new financial products. A brokerage company was registered in Cyprus BrokerCreditServisLtd. The company is starting to implement special programs for individual investors. Begins to offer new, unique services on the Russian market. Opens the first "Fund Store" in Novosibirsk, which offers customers a wide range of management company products. BCSLimited is accredited by the London Stock Exchange and becomes the first Russian company implemented electronic access on the LSE and all the leading stock exchanges in Russia in one QUIK terminal. BCS Company wins in 4 nominations of the regional round of the Stock Market Elite 2004 contest held by NAUFOR.

Based on the above chronology, we can conclude that the financial and investment activities of IC "BrokerCreditService" have been quite successful for 11 years.

Over the past few years, the company has occupied a leading position in Russia in terms of turnover with securities. IC "BrokerCreditService" provides a wide range of services, including transactions with various types of Russian and foreign financial instruments: Internet trading, asset management, corporate financing, information and analytical support and financial consulting. IC "BrokerCreditService" entered the "AA+" category (very high reliability - the first level) in the NAUFOR rating.

The company is accredited on: Moscow Interbank Currency Exchange, stock exchange "Russian trading system”, Siberian Interbank Currency Exchange, St. Petersburg Stock Exchange, St. Petersburg Currency Exchange. Member of NAUFOR.

IC "BrokerCreditService" is the winner of the national award in the field of business "Company of the Year - 2006" in the nomination "Investment Company of the Year". "Company of the Year" is one of the most prestigious awards in the Russian business world.

The number of clients of IC "BrokerCreditService" is 32500. This is a record value for the Russian market. BrokerCreditService was named the largest broker in Russia in 2006, according to the RBC rating (http://rating.rbc.ru/articles/2007/01/19/31329887_tbl.shtml? 2007/01/19/31329850). and ranks second in the rating "FORTS: leaders in terms of transaction volume in 2006".

In 2006–2007, the company introduced new services: sending free notifications on the execution of trading and non-trading orders via e-mail and Email-SMS, the ability to work on the RTS futures market (FORTS) and international platforms from the “Single Brokerage Account”, the possibility of remote learning on real trading using the Trader’s Smoking Room Internet service, the ability to make transactions with foreign securities through a Russian broker .

In September 2006, the training center of the BrokerCreditService investment company received a license from the Department of Education of the Moscow Government to carry out educational activities and the status of a Non-State Educational Institution.

The group of companies "BrokerCreditService" includes:

LLC BrokerCreditService Company.

Activities: brokerage services, operations with various types of Russian and foreign financial instruments, Internet trading, asset management, information and analytical support and financial consulting.

COMPANY " Management Company BrokerCreditService"

Activities: asset management of mutual funds, non-state pension funds, pension savings of Russian citizens.

Management Company "BCS - Real Estate Funds"

Activities: asset management of closed-end real estate investment funds. The company was created to work with a wide range of real estate: under construction and finished commercial and residential real estate.

BCS Consulting LLC

Activity: provision of financial consulting services, primarily in the field of attracting investments in the development of Russian enterprises, as well as financial management, in the areas of mergers and acquisitions, tax planning and business development.

BrokerCreditService (Cyprus) Limited is an EU licensed broker
Activities: the company provides a wide range of services in the EU, including operations with various types of financial instruments - brokerage services, custody of securities and custodial services, loans for securities transactions, consulting.

Specialized depository LLC "MSD"

Activities: accounting and storage of property, as well as rights to securities of mutual funds and non-state pension funds, depositary services, maintaining registers of mutual fund shareholders.

NPF "Russian Pension Fund"

Activity: management of the funded part of the pension of citizens of the Russian Federation, voluntary pension insurance of citizens of the Russian Federation.

JSC "BCS Bank"

Activity: the bank provides services to both individuals and legal entities, including cash settlement services, deposits and deposits for individuals and legal entities, the provision of various forms of loans, factoring operations, operations with bills and securities, etc.

OJSC "First Russian Insurance Company"

Activities: 35 types of insurance, a wide range of services in the Russian insurance market.

KNOW " The educational center BCS"

Activity: training programs in more than 50 cities of the country, distance learning fundamentals of stock trading.

"BCS-IT"

Activities: a wide range of services for the design, development, and support of software products and information systems.

Brokercreditservice Company LLC is accredited on all existing Russian trading floors (exchange and over-the-counter) and offers its clients brokerage services for the following instruments:

When making investment decisions, the Company's clients can use the services of a personal financial advisor and the Company's analytical service.

The company's own depository makes it possible to conduct transactions (including over-the-counter transactions) to the maximum short time with minimal cost.

Possessing an extensive regional network, BrokerCreditService conducts brokerage operations with shares of regional issuers that are not traded on trading floors.

The head office of BrokerCreditService is located in Novosibirsk. The company has branches in the largest cities of Russia and is most widely represented in the regions - 29 offices and a network of 33 agency points. Company offices are located in: Moscow, Novosibirsk, Almetyevsk, Astrakhan, Voronezh, Yekaterinburg, Irkutsk, Kazan, Kaliningrad, Krasnodar, Krasnoyarsk, Leninogorsk, Nizhny Novgorod, Nizhny Tagil, Omsk, Perm, Rostov-on-Don, Samara, St. Petersburg , Saratov, Stavropol, Sterlitamak, Surgut, Tolyatti, Tomsk, Tyumen, Ufa, Chelyabinsk, Yaroslavl.

In each office of the company, the client can receive the full range of services in the securities market. Clients can use the services of dealing rooms equipped with all the tools necessary for making investment decisions in real time.

There is also a branch in the city of Krasnoyarsk that operates on the basis of a power of attorney and agency agreements concluded with a group of companies included in IC BrokerCreditService.

The mission of the company: "Providing all interested parties at the highest level of a range of services in the Russian and international financial markets."

General provisions of the Krasnoyarsk branch.

The Krasnoyarsk branch of the limited liability company of the investment company "Company BrokerCreditService" was established in the form of a structural unit of LLC IC "Company BrokerCreditService" (registered in new edition Novosibirsk City Registration Chamber on October 25, 1999, registration No. GR 2228, location: Russia, Novosibirsk, st. Bridge, 3).

Full corporate name of the branch:

Krasnoyarsk branch of the limited liability company of the investment company "Company BrokerCreditService", abbreviated corporate name: KF LLC IC "Company BCS", the branch is approved for the entire period of the enterprise.

Location of the branch: 660049, Krasnoyarsk, Mira Ave., 64

legal status.

A branch is a structural subdivision of an enterprise without the right of a legal entity, with its own seal and name.

In order to achieve the goals and ensure the types of its activities, the branch has the right on behalf of the enterprise to conclude transactions and acquire property and non-property rights, to be a defendant in court, arbitration and arbitration courts. The conclusion of contracts and agreements by the branch is carried out according to the forms and tariffs approved by the director of the enterprise.

Property and funds transferred to the branch from the enterprise for temporary use are the full property of the enterprise, are used and spent only in agreement with the director of the enterprise.

The relationship between the branch and the enterprise.

The branch is responsible for the obligations of the enterprise, and the enterprise is responsible for the obligations of the branch, created by the enterprise in order to fulfill the statutory tasks of the enterprise, develop and maintain the enterprise and the branch itself. The development strategy of the branch, the tactics of activities on strategic issues and the provision of independence in solving operational issues and tasks for the branch are determined and approved by the enterprise

Organization and management of the branch.

All day-to-day activities of the branch are managed by a director appointed by the director of the enterprise and acting on the basis of the power of attorney of the enterprise. The decision to dismiss is made by the director of the enterprise. The director of the branch, in order to fulfill the statutory tasks of the enterprise, receive income and profit, dispose of the funds of the branch, acts under a power of attorney issued by the enterprise and bears full legal and financial responsibility for the work performed.

Economic and financial activities. Funds and profit of the branch.

In order for the branch to fulfill its obligations, the enterprise opens a current ruble account at the location of the branch. Settlement operations are carried out by the director of the branch on the basis of a power of attorney issued by the enterprise. The branch has the right to independently conclude agency agreements, loan agreements and depository agreements in accordance with the forms and tariffs approved by the director of the enterprise. The formation of the funds of the branch and the system of remuneration of managers and employees is approved by the director of the enterprise. The branch does not have an independent (separate) balance sheet. All necessary accounting, mandatory contributions to the budget and extra-budgetary funds, the provision of mandatory reporting to inspection and regulatory bodies are carried out by the enterprise independently.

The main activity of KF LLC IC "BrokerCreditService" is to provide all interested parties with comprehensive services in international financial markets:

Providing clients with brokerage services of a professional participant in the securities market, i.e. the company's customers have the opportunity to buy and sell securities as in the exchange market ( trading platforms MICEX, RTS_SGK, FB "St. Petersburg"), and on the over-the-counter market (RTS). In addition, clients have the opportunity to expand the range of traded instruments by accessing the US and European stock markets, futures and options. All transactions are made in real time through the QUIK information and trading system, while decisions are made by the client; Brokerage services in the Russian securities market is one of the priority activities of BrokerCreditService. The first brokerage clients appeared in the Company at the beginning of 1996. Currently, the company is the sole market leader, both in terms of the number of clients and the value of brokerage turnover in securities;

Mutual investment funds with various management strategies;

Targeted savings programs that allow you to choose a portfolio depending on the purpose of savings;

Management of the funded part of the pension;

Individual strategies for asset management of non-state pension funds;

Expert advice, analytical support, legal support of transactions;

Asset management (Trust management) is a universal service provided by LLC IC “Company BrokerCreditService”. It is intended for investors who do not have the time and desire to independently place funds on the securities market, and would like to take the opportunity to transfer assets to the management of the company's professionals;

Free analytical and informational materials for the company's clients, subscription to the newsletter of weekly reviews on the activities of mutual investment funds of CJSC UK BrokerCreditService (asset management of mutual funds, non-state pension funds, pension savings of Russian citizens);

Purchase / sale of shares in the company's office in the Krasnoyarsk Territory; the whole range of services in the securities market; the possibility of acquiring and redeeming shares in the secondary market.

Raising funds and loans at a fixed percentage.

Figure 2.2.2 shows the organizational and functional structure of a typical branch.

Organizational structure branch belongs to the line-headquarters and includes units specially created under the line managers who do not have the right to make decisions and manage any subordinate unit. The main task of these divisions is to assist the directors of branches in the performance of certain management functions.
Headquarters in the organizational and functional structure of the branch include the sales department, the customer service department, the internal accounting department, the department for operations with securities on the exchange market, the department for operations with securities on the over-the-counter market, the financial consulting department and the group for working with branches. Headquarters directors are vested with the rights of functional leadership.

This type of structure has certain advantages, consisting in a deeper and more meaningful preparation of management decisions, relieving directors of branches from excessive workload, in addition, with such a structure, the enterprise has the opportunity to attract specialists and experts in certain areas. But with all the advantages of the line-staff structure, there are a number of disadvantages that affect the work of the branch: ambiguity in determining the responsibility of the directors of the branch, since the decision comes from higher managers (directors of departments), but they themselves do not participate in the process of its implementation, hence the tendency to excessive centralization and maintaining high demands on top decision-makers.

The structure of IC "BrokerCreditService" is characterized by broad specialization in work, moderate use of formal rules and procedures, partial decentralization and participation in decision-making, broadly defined by responsibility in work. As you know, such organizations interact better with a new situation, adapt faster to changes in the external environment and, in general, are more flexible. In addition, in the absence of clear assessments and standards, employees are driven more by self-motivation and intrinsic rewards.

The divisional type of the BrokerCreditService structure is characterized by market departmentalization in relation to the geographical areas of services, in addition, the grouping of work is also carried out around the end user. The company's central office, located in Novosibirsk, has relatively autonomous branches and agents throughout Russia and abroad (30 branches and 33 agents). Each branch has a designated director with overall responsibility for overseeing the provision of high quality service and a full range of financial services in the region. Thus, the structure of the organization is aimed at concentrating efforts around the end result, which improves the coordination of functional services as a whole and facilitates integration within the department responsible for it, the group of people becomes more cohesive, and increasing the responsibility of the branch manager contributes to the development of decentralization, initiative and autonomy.

The type of this human interaction organization is corporate. Thanks to the pooling of resources, primarily human, a corporation as a form of organizing the joint activity of people provides and provides an opportunity for the very existence and reproduction of a particular social group. In addition to pooling resources, BrokerCreditService's main tool in the struggle for leadership is its monopoly on information. Due to this, the company strives to standardize its activities and its results, to prevent internal competition that is destructive for it. The subject of interest in the company is the team itself and the organization itself. Each employee of the company has their own personal interests and goals, and the company gives them some guarantee and assistance in the implementation and realization of their goals, but in order to receive a guarantee from the organization for help, the specialist must work well and prove that he is worthy of the award. In response, the organization takes responsibility for each member of the company. The loyalty of senior management dominates here.

At the moment, a structure has developed in the KF LLC IC "BrokerCreditService", in which 15 specialists are involved in the following vacancies: branch director (1 person), in the sales department - head of the sales department (1 person), retail sales manager (2 people .), direct sales manager (1 person), in the operational department - head of the operational department (1 person), specialist in working with VIP clients (1 person), specialist in internal accounting of operations (1 person), specialist on the exchange market (1 person), OTC market specialist (1 person), financial consultant (1 person), cashier accountant (1 person), secretary (1 person), system administrator ( 1 pers.) and households. worker (1 person). and operations department.

To characterize the efficiency of the company as a whole, I would like to give the main financial indicators:

Table. 2.2.1 Financial results of activity of IC "BrokerCreditService" (in thousand rubles)

Dynamics financial indicators presented in Appendix 1

The total turnover of the company in 2006 amounted to 12.6 trillion. rub., which is 4 times higher than

Turnover for 2005 (3.22 trillion rubles).

The share of BCS on the MICEX in 2006 was 13%.

The number of attracted clients is 32500.

Number of QUIK users - 10000

Equity capital at the end of 2006: 449.6 million rubles.

Assets under management at the end of 2006: 7.76 billion rubles.

From the above indicators one can note the positive dynamics and their growth compared to 2005: the company's equity increased by almost 58 million rubles, and the assets under management of the company more than doubled.

Analyzing the external environment of the company, it is necessary to say about the competitors and competitive advantages of LLC IC BrokerCreditService.

To the main competitors of LLC IC "BrokerCreditService" on regional level(in the opinion of the management of the company itself) include: OJSC BD Otkrytie, Krasnoyarsk representative office, LLC Delta Finance, OJSC IB Kit Finance, LLC RodonInvest CJSC FINAM, OJSC UTREID, CJSC Investment and Financial AVMAR Company, OOO SM. Holding", "Troika Dialog" representative office in Krasnoyarsk.

The main competitive advantages of the BrokerCreditService investment company are:

One of the lowest rates in Russia for brokerage and depositary services, both for beginners and professional players;

The widest opportunities for transactions with "shoulder", including "short sales" of almost all Russian "blue chips". The minimum fee for the transfer of "shoulder" (both cash and paper);

Free analytical and informational (real-time news from the Interfax agency) support for the Company's clients;

Individual approach. Individual work is carried out with each client of the company - clarifications and consultations of the client service department, analysts and traders, opening of a brokerage account and depo account, legal and depositary support of transactions, selection of the most appropriate interaction scheme and commission payments;

The ability to simultaneously trade securities on all Russian stock exchanges using a single online trading system;

Payment for all services by the client is made at the end of the month, and not every day;

Flexible tariff policy;

Remote back office for brokerage companies serving their own clients;

Minimized I/O times Money, as well as transfers from one exchange to another;

Extensive experience and training program for novice investors;

Provision of trading places in dealing rooms in all offices of the Company.

Consumers of IC are as corporate companies and holdings, as well as private investors with medium and high incomes over the age of 30, now there are more and more clients over the age of 20.

Thus, we can say that LLC IC BrokerCreditService, having an organizational structure that generally meets all the necessary requirements of the company, carries out a fairly effective financial activity while occupying a stable, holding a fairly high position in the investment and financial market.

2.2 Study of the motivation of specialists of the sales department of the Krasnoyarsk branch of LLC IC "BrokerCreditService"

Problem: lack of a formalized motivation system.

· to determine the nature of the motivational aspects of employees of the sales department of the Krasnoyarsk branch of LLC IC "BrokerCreditService";

· identify the main shortcomings of the existing system of compensation that impede the improvement of business efficiency;

· diagnostics of the main motivational characteristics of the personnel of the sales department of the Krasnoyarsk branch of LLC IC "BrokerCreditService";

Identification of the reasons for dissatisfaction of employees with the current system of motivation.

Subject of analysis: motivation of employees of the sales department of the Krasnoyarsk branch of LLC IC BrokerCreditService.

Object of analysis: employees of the sales department of the Krasnoyarsk branch of LLC IC BrokerCreditService.

Characteristics of the object of study: the sales department of the Krasnoyarsk branch of LLC IC "BrokerCreditService" includes 4 people:

o head of sales department (1 person);

o retail sales manager (2 people);

o Direct sales manager (1 person).

Retail sales manager in charge of customer acquisition ( individuals) for the services of the company, the conclusion and conduct of transactions with the subsequent servicing of these customers.

The direct sales manager is responsible for attracting clients (legal entities and non-residents) to the company's services, concluding and managing transactions and transferring these clients for subsequent service to a VIP client specialist.

To study the motivation of CF employees, the following methods were selected, presented in Table 2.2.1

Thus, taking into account the chosen methods, the study of the motivation of employees of the client department should take place in several stages:

1. Analysis of the documents available in the branch regarding the motivation of employees;

2. Development of questions and interviews with the head of the sales department about the problems of motivation of the department's personnel;

3. Development and implementation of personnel surveys, as well as analysis of the results.

This study will determine the characteristics of the motivation of the sales staff in the Krasnoyarsk branch.

Table. 2.2.1. Methods for studying the motivation of employees of the sales department of the Krasnoyarsk branch of LLC IC "BrokerCreditService"

First of all, the study will allow us to assess the attitude of the organization to ongoing processes and help to understand what motives drive the employees of the branch at the moment. The main thing for us will be the information obtained as a result of the study of motivation, which affects the attitude of the staff to such aspects as:

The position of the company in the market and its competitiveness;

Loyalty to the company and its management;

Understanding the goals and objectives of the company, department and individual employee;

Attitude towards work and other employees;

Satisfaction with working conditions, content of work;

Satisfaction with the opportunity to realize their abilities and take the initiative;

Career prospects;

Factors that help or hinder the achievement of better results;

Evaluation and wishes on the existing system of motivation and stimulation of labor.

The results of the study of the motivation of the personnel of the sales department of the Krasnoyarsk branch of the IC are presented below.

1. Analysis of documents available in the branch related to motivation

Analysis of the documents of IC "BrokerCreditService", valid as of the end of 2006, is presented in Table 2.2.2

From the analysis of the documents of LLC IC "BrokerCreditService" regarding motivation, it can be seen that at the end of 2006 the organization had a generally outlined structure, as well as job descriptions for each employee and department, while some of the necessary documentation, for example, provisions on wages and bonuses, none.

Based on the analysis of documents, it is possible to identify problem areas in the personnel management of the Krasnoyarsk branch in the field of motivation:

· the existing documentation is mostly a formality and rather weakly regulates the activities of employees;

· there are no written provisions on wages and bonuses, which threatens the employees with a misunderstanding of what exactly they are paid wages for, so money loses its stimulating function. In addition, there are no career planning provisions that can serve as a motivating factor, especially if employees have developed recognition needs.

Table 2.2.2 . Analysis of documents of IC "BrokerCreditService" concerning motivation as of the end of 2006

2. Interviewing the head of the sales department of the Krasnoyarsk branch of LLC IC BrokerCreditService.

The next stage of the study was a semi-formalized interview with the heads of the sales department of the Krasnoyarsk branch, during which the questions specified in Appendix 2 were asked.

As a result of the interview, the following information was obtained about the structure of the department, its functions, methods of communication within the branch and the Brokercreditservice group of companies, as well as the difficulties that arise in the work of department employees.

The sales department employs three specialists and the head of the department, two of them are engaged in retail sales in the company's office, one is in direct sales of the company's services to corporate clients and legal entities.

The main function of the sales department is to attract customers to the company's services.

The main result of the sales department is the conclusion by the client of an agreement to receive services from the company.

The performance indicators of both the department and managers are the number of attracted clients and the amount of funds raised, transferred by clients to the management of the company.

Cash compensation for sales managers consists of two parts: a fixed salary and commission (7%) from the amount of income received by the company from the client within 12 months from the date of conclusion of the contract. On probationary period the manager receives a lower salary and must reach the planned level of the number of clients and the volume of attracted assets.

However, the current remuneration system is structured in such a way that managers receive a variable part of the payment (that is, the part that should stimulate performance) for the result (income from the client), which is completely independent of them, but is the result of the work of others. employees, namely asset managers. Thus, the system of compensation for managers of the sales department (as well as the head of the sales department) is not tied to the effectiveness of their own activities, and, therefore, is not a system of stimulating labor efficiency.

The monetary remuneration of the head of the sales department is confusing and is not related to the effectiveness of the work of the head as a head of the department, does not stimulate the head to improve sales technologies, train managers, set up a control system and plan the activities of the department.

In addition, during an interview with the head of the sales department, information was received that 20% of the annual financial result of the branch is allocated by the company for bonuses and bonus payments by the branch employee based on the results of the year. In this case, bonuses are paid once a year. Bonuses are accrued based on the performance of the entire department, not an individual employee, and are distributed equally among the employees of the department. Such a bonus payment system, according to the director of the branch, motivates the employees of the department to work together.

This "system" of compensation in the sales department requires a radical review and change in the direction of linking the remuneration received to the effectiveness of their own functional activities, to the effectiveness of solving the problems of each specialist individually.

Training and professional development can also be considered as one of the elements of the corporate system of labor motivation. Advanced training of the branch's specialists mainly goes both through self-education and accumulation of own experience, and through such forms of organization of training as internal corporate seminars and trainings, mentoring, participation in external training programs. But the company has not established a systematic work on the accumulation professional experience and broadcasts professional knowledge and skills. This state of affairs poses a certain threat to the company, since when professional employees leave, all their accumulated experience and knowledge of customers leave the company forever. In this case, the company loses not only the employee and, in part, customers, but also the intellectual potential of the accumulated knowledge.

But, despite a well-coordinated and systematic training system, sales managers do not have a clear understanding of their professional prospects and an understanding of the possibility of career growth and advancement in the company, which leads to demotivation of managers after 6-7 months of work, to a high degree of dissatisfaction with their own work and position in the company.

The system of social benefits is presented in the form of a social package, including the possibility of paid leave, one-time compensation for birthdays, and a standardized working day. There are no categories in the social package, there is no health and life insurance, compensation for sports and health promotion, transport compensation, compensation for the use of a mobile phone.

The attitude of specialists to the social package is mostly neutral-positive, the absence of some components of the social package is perceived calmly and rather indifferently. Only a few experts talked about the need for health insurance.

The company has generally accepted rules and norms of conduct. Branch employees are polite and friendly with each other. Some of them knew each other long before they came to work at BrokerCreditService. The company's employees honor and respect their traditions, such as celebrating various events together, including employees' birthdays, attracting new large customers, etc.

In general, the work of the department is built, in particular, on the corporate spirit of employees and mutual respect.

3. Questioning of employees of the sales department of the Krasnoyarsk branch of LLC IC BrokerCreditService.

At the third stage of the study, a survey was conducted among employees of the sales department using the following questionnaires:

1. Questionnaire to determine the structure of motivation, factors of satisfaction with the quality of working life.

2. Questionnaire for determining the personal labor values ​​of employees of the sales department.

Questionnaires are presented in Appendix 3.

Satisfaction with work is an evaluative element of the attitude to work and is associated with the internal state of the employee in the process of work performed and with his subjective assessment of his own labor activity. Job satisfaction is made up of the following components:

Satisfaction with basic working conditions (the level and system of wages, sanitary and hygienic working conditions, the quality and level of organization of work and workflow management, employee security and confidence in the future);

Satisfaction with meaningful working conditions (importance and content of work, performance of work, conditions for professional growth and development, relationships in the working group as an opportunity to meet social needs).

As studies of labor activity show, job satisfaction is the most important, but ambiguous factor in increasing productivity and labor efficiency. Decreased satisfaction with one's own work negatively affects the efficiency of the employee, leading to negative consequences in the staffing of the business system: facts of staff turnover, deterioration of labor and production discipline, absenteeism and absenteeism, facts of negligent attitude towards company property up to outright theft, etc.

On the other hand, a fully satisfied employee is a bad employee, he has no desire for improvement (professional and personal), the intensity of motivational energy decreases, and interest in the effectiveness of his own work worsens.

Thus, job satisfaction among employees should not be maximum, but optimal. In order to increase labor efficiency, a certain level of dissatisfaction among employees (especially in the field of work content) must be present.

The results of assessing the satisfaction with the work of the company's personnel can be compared with the following standards (in accordance with the method for assessing the motivation of employees according to ISO 9000 standards):

– high level of satisfaction – 3 points (with a maximum level of 5 points),

– normal level – from 2 to 3 points;

- reduced satisfaction - from 0 to 2 points;

- Urgent measures are needed to improve satisfaction - less than 0 points.

Sales managers are clearly dissatisfied with the conditions for professional growth and development (0.4 points) and there is dissatisfaction with the content of the work (1.4 points). Satisfaction with the conditions of the workplace for sales managers is due to the fact that they are in the office in the area of ​​the so-called business center, where workplaces and living conditions are really good.

If we consider the factors of job satisfaction as some “threads” that connect the employee and the company, then the employees of the branch have few such thick and reliable “threads”: this is the content of the work (which does not depend on the company itself, but depends on the nature of the work), relationships in the working group (psychological atmosphere) and that's it. Factors - "threads" that keep an employee and depend on the company (such as the remuneration system, working conditions, conditions for professional growth and development, security and safety) are very thin and do not hold employees very reliably.

It is necessary to change the company's policy in relation to specialists, to "thicken" those "threads" that depend on the company and can be changed fairly quickly.

For the company's management, it is also necessary to pay attention to the low satisfaction scores with the workflow management system (1.2 points). Such an assessment of the company's management indicates problems with regular management and problems in terms of organizational order.

The second step in conducting a survey of sales department employees was to identify the main labor values ​​of employees and the structure of their labor motivation. The study was conducted in accordance with Maslow's hierarchy of needs theory and Herzberg's theory of labor motivation.

Labor values ​​(that is, what is important, valuable for the employee, what motivates him to work) can also be divided into basic (“hygienic”) factors (i.e. factors that reduce job dissatisfaction, but do not motivate him to work effectively) and content factors (motivators), a favorable change in which increases the degree of employee satisfaction, and an unfavorable change reduces it, but practically does not cause dissatisfaction. These factors are mainly determined by the content of the work, that is, they are internal to the employee, and he can influence them. These include: personal and professional growth, work content, independence and responsibility, recognition from colleagues, work results. Thus, there is a close relationship between motivation and employee values, the influence of the value structure on the structure of labor motivation.

The results of the survey are clearly presented in Diagram 2.2.2.

The diagram shows that for the employees of the branch, the priorities are the values ​​of professional growth and development (100%), then high wages (82%), meaningfulness of work (80%), independence in work (60%).

The branch employs employees from modern type work motivation and progressive structure of work ethics values.

The predominance of values ​​associated with one's own growth, meaningfulness of work and independence is characteristic of knowledge workers and highly professional (or aspiring to become such), and the value of high wages suggests that they are perfectly adapted to modern market conditions. The structure of labor values ​​indicates that these employees are indeed the changed workers discussed above. Accordingly, they need a modern system of relations with the company, a new compensation system aimed at meeting the needs of employees in personal professional and career growth, in the opportunity to receive decent wages, and in the opportunity to feel the care of the company.

To identify problems based on the results of a survey of employees, it is necessary to compare the results of determining the degree of satisfaction of department employees with various labor factors in the organization (questionnaire No. 1), which characterize the existing working conditions in the company, with the results of determining the labor values ​​of branch specialists (questionnaire No. 2).

So, the conducted survey of employees of the sales department of the Krasnoyarsk branch of LLC IC "BrokerCreditService" allows us to draw the following key conclusions:

In a company that is experiencing a period of rapid growth, typical problems in the field of regular management are observed:

- insufficiently developed system of organizational order, lack of definition and fixation in the internal documents of the company of rules, norms and standards of production and corporate behavior of employees;

- insufficient development of organizational regulations leads to insufficient controllability of the company, to dissatisfaction of employees with the organization of the work process. This statement is a working hypothesis, since the main topic of this work was the improvement of the motivation system, and the problems in the company's management system were not subjected to more thorough research. To identify problems and "bottlenecks" and provide reasonable recommendations, it is necessary to carry out special work, the purpose of which would be to optimize and improve management in the company.

2.3 Key results of the study of the motivation of employees of the sales department of the Krasnoyarsk branch of LLC IC "BrokerCreditService"

The result of a study of the motivation of employees of the sales department of the Krasnoyarsk branch of LLC IC "BrokerCreditService" by three selected methods (document analysis, interviews with the head of the department and questioning of personnel) is the identification of the problems of motivation of employees of the branch, which are presented in table 2.3.1

Table 2.3.1. Problems in the system of motivation of employees of the sales department of the Krasnoyarsk branch of LLC IC "BrokerCreditService"

Note: Analysis steps:

1 - analysis of documents;

2 - interview of the head;

The existing compensation system in the sales department does not stimulate the performance of sales managers, since the amount of variable (incentive) payments does not directly depend on the performance of their activities.

The lack of a clear and written strategy in the prospects for the promotion of managers on the career ladder within the company leads to demotivation of department employees, to a decrease (over time) in their work efficiency and to leaving the company (and, as you know, not the worst ones leave).

The company does not have a regulation on wages, as a result of which there are no clear criteria for establishing and differentiating the wages of employees.

Despite the fact that department heads are able to list possible criteria for assessing the work of their employees (no complaints from customers, no outflows of customers, number of customers attracted, satisfaction of customer needs for information, etc.), these criteria are not used when calculating real wages specialists. Employees do not have a clear understanding of what they are paid for, what actions they can take to increase their wages, status, and improve the attitude of management towards them. Criteria for evaluating the work of employees are not formulated.

Employees do not have an incentive to perform work more efficiently and quickly, including due to the lack of a provision on employee bonuses.

In the functioning of the company, the management of the branch does not recognize the importance of the work performed by the managers of the sales department. Not only is there no material recognition of the importance of work (wages are not differentiated), but there is also no differentiation in relation to management. So an employee who is currently looking for clients that can potentially bring a large income to the company can be distracted to perform the simplest routine work, for example, sending out various correspondence.

The job descriptions of branch employees are a formality, and their execution is not monitored by management. Therefore, the process of implementing the functions of employees and departments is often delayed, despite the fact that the functions of departments and the ways they interact are prescribed.

The absence of a working program of social support for the company's employees, which involves the implementation of various social payments, such as payment for sanatorium vouchers in case of illness of employees, payment of monetary compensation in case of accidents in the family of employees, leads to the fact that such payments are perceived by employees as one-time actions and are not considered in as an additional reward for the performance of their duties.

In connection with all the above problems, employees do not seek to attract new customers, they act according to a well-developed scheme, they do not look for new ways to attract customers, and accordingly they do not seek to optimize their work.

The increase in volumes occurs, as it were, by itself, due to the established image of the company, but this “horse” does not work effectively enough in long term. The existing system of motivation may have a negative impact on the financial results of the branch and the company as a whole, since it is from effective work The growth of the company's results and retention of the leading positions in the financial market depend on the sales department specialists.

The study of the problems of motivation of employees of the Krasnoyarsk branch of the investment company "BrokerCreditService" has a certain practical significance: the analysis of documents, interviewing the manager and questioning the employees of the branch made it possible to identify the most significant problems in the system of motivation of employees of the Krasnoyarsk branch of LLC IC "BrokerCreditService" at the moment, as well as to determine priority areas solutions to these problems.

3.1 Measures to improve the motivation system for employees of the sales department of the Krasnoyarsk branch of LLC IC BrokerCreditService

As a result of the study of the motivation of employees of the Krasnoyarsk branch of the IC, it becomes clear that for more efficient functioning of specialists, it is necessary to implement a number of measures aimed at improving the existing system of motivation.

To improve the existing system of motivation, it is necessary to create a motivational program. At the analysis stage, the obtained information about the existing system of motivation was summarized, the main labor factors causing dissatisfaction among the employees of the branch, as well as the prevailing labor values ​​of the employees of the branch were identified.

For a more effective improvement of the existing system of motivation, it is necessary to make the most of the positive moments in the organization and try to quickly eliminate the factors that cause the greatest dissatisfaction among the employees of the sales department.

The development of a program to improve the motivation system will be carried out based on the following principles:

Elimination of the problems listed above;

Optimal combination of the material interests of employees and the principles of the company's compensation policy;

Economic efficiency;

To promote the development of such qualities of employees as creative approach and active search additional features for business;

Competitiveness, the ability to attract the human resources necessary to achieve the business objectives of the organization.

At the stage of implementation of the motivational program, it is necessary to:

1. draw up a specific action plan;

2. determine the stages of implementation of the plan and assign responsibility for each stage;

3. be consistent:

· new methods of encouragement and punishment should come into effect from a certain moment, which must be announced in advance and re-confirmed at the time of their action. The same should apply to their abolition;

· new methods of encouragement and punishment should apply only to the actions of employees carried out since the official announcement of the start of the new motivational program.

4. exercise control over the implementation itself.

In the process of implementing a motivational program, the following difficulties may arise:

Lack of realistically achievable goals;

The lack of employees necessary tools to solve the assigned tasks;

Incorrect actions of management;

Dual power (differences in the requirements of leaders);

Low activity of the organization in the use of such tools as marketing, promotions, advertising activity;

Lack of demand for a product or service in the market;

Negative image of the company;

Unfavorable psychological climate;

Motivating action must be formed as follows:

1. It is necessary to indicate the desired result and the criteria for its evaluation.

2. It is necessary to indicate the "motivational package" and the conditions for its receipt (as a whole or with enhanced individual elements).

3. If there are offers in the motivation package that allow the employee to satisfy his needs (that is, something attractive to him), the employee will strive to make an effort to obtain them. That is, he will have motives (reasons) to act in the indicated direction. Hence, the proposals will have a motivational force.

4. The motivating effect will be the stronger, the more accurately the opportunity to satisfy the most significant needs of the employee is found and the more realistic he sees the possibility of achieving (obtaining) them.

5. The employee compares the received motivational compensation with the expectation.

6. If the result of the comparison turned out to be positive, that is, the employee was satisfied, then the motivating effect is fixed.

Taking into account all the above provisions regarding the use of the motivation package in the process of implementing the motivation program in the company, the following recommendations were developed to solve the problems identified as a result of the analysis of the motivation of the specialists of the sales department of the Krasnoyarsk branch of LLC IC "BrokerCreditService" in order to improve the motivation of employees and increase their efficiency work (Table 3.1.1).

Table. 3.1.1. Measures to improve the motivation of specialists of the sales department of the Krasnoyarsk branch of LLC IC "BrokerCreditService"

The development of the regulation on wages will formally determine the mechanism for establishing, forms and systems of wages, the amount and procedure for wage increments, and also fix clear criteria for differentiating the wages of sales department employees.

For example, in the regulation on wages, the following proposals may be made in the order of payroll calculation:

The salary of specialists is formed from the following components:

The fixed salary of the employee, established in accordance with the position held and paid regardless of the implementation of the plan;

The variable part of the remuneration (bonus) should depend on the manager's own performance, i.e. linked to the performance of each specialist separately.

For the length of service in the company, employees of the sales department are charged the following allowances as a percentage of the basic salary:

Up to 1 year - no allowances;

1-3 years - 10% of the basic salary;

More than 3 years - 25% of the basic salary.

Bonus:

20% of the annual financial result of the branch is allocated to the payment of an annual bonus to its employees, while the bonus payment is accrued depending on the performance of the department as a whole, and not of each employee separately.

In this paper, it is proposed to improve the existing system and distribute the annual bonus on a quarterly basis, as a bonus to each employee (PS), depending on the compliance of the results of the work of specialists with objective evaluation criteria. In this case, compensation will not be so large, but sufficient and frequent to satisfy the material needs of the specialist and stimulate him to perform work.

PS accrual scheme:

According to the results of the enterprise, 20% of the profit received for the quarter will be distributed among each specialist of the company according to the principle: what share of wages (SW) does the specialist receive from the general wage fund of the branch (FZP), the same share of the bonus will be accrued to him from the total bonus fund, i.e.: PS \u003d (PF * RFP) / RFP, where

PS - employee bonus;

PF - bonus fund (20% of the company's financial result for 3 months)

ZP - the salary of an employee, established in accordance with the position held and paid regardless of the implementation of the plan;

FZP - general fund branch salary.

At the same time, 20% of the PS will be withheld in the bonus fund of the branch director (PFD), which will be distributed by the director himself, taking into account an objective assessment of his appointment.

In addition to the above system of paying a variable part to employees, it is possible to propose adding to the variable part the payment of a bonus to employees of each department, depending on the results of the department as a whole. So, for example, if the entire department as a whole exceeded the annual plan by 10%, then each employee of the department in the last month of the year should be paid: total remuneration + total remuneration * 0.1

Such a system of remuneration for specialists will encourage specialists to achieve their goals and increase their potential for work, as it takes into account the contribution to the overall financial result of both each specialist and the entire department as a whole.

It is necessary to formulate qualitative and quantitative indicators assessment of the work of sales department employees in order to use them in an objective assessment of the PS payment system, while qualitative indicators are evaluated by the branch director and, at his decision, may not be taken into account.

Quantitative indicators - the number of clients, the amount of funds raised, the absence of justified complaints from clients;

Qualitative indicators - mastery of sales techniques and communication with customers,

In this case, the effectiveness is calculated by the formula:

Overall performance = Res1 Res2 Res3

The remuneration is calculated according to the formula:

Total remuneration = Salary + Salary * Overall performance

monthly

Total remuneration = Salary + Salary * Overall performance + PS quarterly

Plan (the production rate established for a certain period, the performance standard) - can be calculated from the average values ​​​​of the productivity of managers and can be about 70% of the maximum value.

It is necessary to establish a minimum performance, below which managers receive only a fixed salary, and their PS is retained in the PFD, and if the employee fulfills the annual plan for the next three quarters, then he is paid accordingly PS + that part of the PS that was transferred to the PFD, if the employee does not fulfill the annual plan, the remaining part of it is irrevocably transferred to the PFD.

If the plan is overfulfilled and all criteria are met, the amount of the bonus increases in accordance with the increase in sales volumes:

Volume overfulfilled by 10% => total reward * 1.1;

by 20% => total reward * 1.2, etc.

The remuneration to the head of the department will be paid depending on the results of the entire sales department and include:

- fixed salary

Bonus (as a percentage of salary) for the performance of the department (once a quarter), for the implementation and overfulfillment of the plans set by the department, i.e.:

Salary * Overall performance of 1 manager

Chief's reward

Salary * Overall performance of 2 sales managers

Salary * Overall performance 3 managers

Scale quarterly bonus and the annual bonus is calculated similarly to calculations for specialists.

The creation of a system for evaluating the performance of sales department employees will lead to the definition and use of two or three key indicators to evaluate the performance of department employees, used depending on the specifics of the work of a particular employee of the department. As a result, the employees of the department in their work will strive to improve these key indicators to maximize the assessment of the work done, which will lead to an increase in the efficiency of individual employees and an increase in the necessary indicators of the department as a whole.

Recommendations for the development of additional methods to encourage employees. The development of a provision on additional incentive methods will allow the use of non-material incentives for the work of sales department employees.

o Rewarding with trademarks of distinction;

o Letters of thanks and diplomas to distinguished employees;

o Declaration of gratitude;

o Giving valuable gifts based on specific interests;

o Referral to a seminar, conference, outside the city where the branch is located on a topic that interests the employee himself;

o Certificates for lunch with family members or friends at the best restaurants cities;

o Putting various records of the employee's achievements in his personal file;

o verbal gratitude;

o Issuance of a special memorandum distributed throughout the company expressing gratitude to the employee on behalf of the management;

o Flexible working hours;

o Placement of a photograph in a corporate newspaper or on an information sheet;

o T-shirt, shirt, mug, etc. with a special mark (for example, "one of the best");

o Posting customer thank you letters so that everyone can see them;

o Subscribing to expensive magazines, paying for membership in clubs or associations of the employee's choice, etc.;

To realize the importance of the work of sales staff, it is possible to recommend the following activities:

o Once a week to hold corporate meetings of the branch, where all specialists could discuss the problems of the company and put forward their proposals for solving them, announce the results of the work of the branch as a whole and individual employees in particular on the work done.

o Install an information stand in the common hall, which will highlight the results of the department's work, special achievements of individual employees. Information must be updated monthly or on special informational occasions (receipt of awards).

The development of a social program will satisfy the needs of employees for safety, as well as solve some of the material problems of employees. The social program for employees of the sales department of the branch can include social payments presented in table 3.1.2

Table 3.1.2. Possible social payments to employees of the sales department of the Krasnoyarsk branch of LLC IC BrokerCreditService

The proposed measures will improve the motivation system for employees of the sales department of the Krasnoyarsk branch of LLC IC BrokerCreditService.

Development of recommendations for the program for the implementation of measures to improve the motivation of employees of the sales department of the Krasnoyarsk branch of LLC IC BrokerCreditService.

At the next stage, recommendations are proposed for the implementation of the proposed activities - this is their implementation with the appointment of responsible persons and deadlines. The plan for the implementation of the proposed measures to improve the motivation of specialists of the sales department of the Krasnoyarsk branch of LLC IC "BrokerCreditService" is presented in the Table. 3.2.1

Table 3.2.1. Plan for the implementation of the proposed measures to improve the motivation of employees of the sales department of the Krasnoyarsk branch of LLC IC "BrokerCreditService"

It is necessary to provide funding sources for the implementation of these activities. An analysis of the proposed activities indicates that the development and implementation of a system of performance evaluation criteria does not require funding, while other activities require the involvement of additional sources of funding.

To implement the proposed measures to improve the motivation of employees of the sales department of the Krasnoyarsk branch of LLC IC "BrokerCreditService" it is possible to use the following sources of funding:

o When implementing the regulation on wages and introducing a system of differentiation of wages for employees of the sales department, it will not be necessary to attract a significant amount of additional funds, since the existing wage fund will be redistributed among the employees of the department using the criteria defined in the regulation on wages.

o The company's management is ready to allocate the required amount of funds from the branch's net profit for the implementation of the proposed social program.

Thus, the implementation of the proposed measures to improve the motivation of employees of the sales department of the Krasnoyarsk branch of LLC IC "BrokerCreditService" will require the attraction of a relatively small amount of funds compared to the proceeds from the order of the average client of the company, which is about 500 thousand rubles, while the company is ready to allocate said funds.

At the same time, the implementation of the proposed measures will improve the motivation of the employees of the sales department of the Krasnoyarsk branch of LLC IC "BrokerCreditService" and increase their efficiency, which, in turn, will lead to a significant increase in the company's income.

Conclusion

Employee motivation is one of the central places in personnel management, since it is the direct cause of their behavior. The orientation of employees to achieve the goals of the organization is essentially the main task of personnel management. The interests of management in the effective work of employees are obvious, as is the fact that the time and money invested in shaping the motivation of employees to work as efficiently as possible will be repaid.

There are many approaches to building the motivation of an organization, and for each individual organization they will be different. In the work, a study was made of the motivation of managers of the sales department of the Krasnoyarsk branch of BrokerCreditService Company LLC. Today IC "BrokerCreditService" is one of the leading and dynamically developing companies of the Russian stock market. The high intellectual capital of the company allows it to firmly hold a leading position, constantly improving the quality of services offered to customers.

The management of the company sees the result of its long-term success in business in a well-chosen team of highly qualified specialists, as well as a strong material and technical base.

The main strategic goal of the company is to increase the efficiency of the company's work, as well as improve the quality of customer service.

The Krasnoyarsk branch employs 14 specialists and the branch director. The company has two divisions that are functionally interconnected. One of these divisions is the department of direct and retail sales services of the company in the stock market.

The sales department is one of the most important departments of the branch, since it is here that direct work with the company's customers takes place, the conclusion of contracts and transactions that generate income for the company. The employees of the sales department are responsible for attracting new customers, developing contacts and services for already attracted customers. Thus, depending on the availability of good organized department sales develops the image of most investment structures. The IC sales department is the area of ​​acquisition and customer service that determines the face of a financial and investment organization and the success of the business as a whole.

The main function of the sales department is to attract and consult customers about the company's activities and prompt transaction management. strategic goal department is to attract and retain the largest number of "large" customers. Thus, when creating effective system motivation, employees of this particular department are able to really increase the efficiency of both the branch and the entire company as a whole.

The study of the motivation of employees of the sales department of the Krasnoyarsk branch of Brokercreditservice Company LLC was carried out using the following methods: analysis of documents related to the system of motivation of branch specialists, conducting interviews in the form of a semi-formalized survey with the head of the sales department, questioning employees of the sales department to identify the main motivational profiles and work values.

As a result of the study, the problems of the existing system of motivation of employees of the sales department were identified, such as the lack of clear criteria for wage differentiation, the absence of a prescribed system of encouragement and bonuses, the absence of a working program of social support for company specialists.

As a result of the analysis of the identified problems, certain measures were proposed to solve each of them, including recommendations for the development and implementation of a formal regulation on encouragement and bonuses, a formal regulation on wages and social support for specialists, and methods of non-material incentives.

Based on the analysis of problems in the work, a plan for the implementation of activities was proposed with the definition of the implementation timeframe and those responsible for the implementation of each activity, as well as possible sources of funding for these activities.

The implementation of the proposed measures to improve the motivation of employees of the sales department of the Krasnoyarsk branch of BrokerCreditService Company LLC will lead to an increase in the efficiency of their work and a significant increase in the company's income.

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Introduction

Theoretical Foundations of Effective Work Motivation

1 Motives and their types

2 Influence of the dependence "Goals-means" on a person

3 Motivation systems

4 Theories of motivation and management styles

5 Motivation for effective production activities

6 The structure of the income of an employee of the enterprise

7 Forms and systems of wages

8 Conclusions to the chapter

Characteristics of Nevskaya Klassika LLC and analysis of its activities

1 Company history

2 Services provided

3 Competitiveness of the company

4 Degree of mechanization and automation of management processes

5 Organizational structure of the enterprise

6 Efficiency and economy of the management structure

7 Personnel composition enterprises

8 Number of staff, work schedule

9 The organization's personnel management system

10 Forms and systems of remuneration used in the organization

11 Company turnover

Development of measures to improve the personnel motivation system

1 Purpose of project development

2 Introduction of new forms of remuneration

3 Situational regulation of the level of profitability of the project

4 Introduction of monetary penalties

5 Conclusions to the chapter

Conclusion

Bibliography

Introduction

In modern management, motivational aspects are becoming increasingly important. Staff motivation is the main means of ensuring the optimal use of resources, mobilizing the available human resources. The main goal of the motivation process is to get the maximum return from the use of available labor resources, which improves the overall performance and profitability of the enterprise.

A feature of personnel management in 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, neither the theory of management nor the practice of personnel management gives a definite picture of the relationship between individual aspects of the motivational sphere of employees today and the most effective methods of managing them.

1. Theoretical foundations of motivation for effective work

.1 Motives and their types

Motives -that is what directly motivates people to action. They are formed on the basis of needs and an assessment of the possibilities of satisfying them. Awareness of the motive implies that a person not only strives for something, but also sees, at least in general terms, ways to achieve his goals. For example, the motive for doing well at university may be to enroll in graduate school. At the same time, in normal conditions the student seeks to satisfy his needs for knowledge and creativity; at the same time, he also determines the program of his actions in accordance with the requirements for applicants to graduate school.

Examples of motives include what J. Keynes called the propensity to consume and the incentive to invest: given the value of the indicator, which we will call the propensity of society to consume, the equilibrium level of employment ... will depend on the amount of current investment ... In turn, the amount of current investment depends on what we will call the incentive to invest ... ".

Motivational structurecharacterizes the ratio of motives that determine human behavior. This ratio is formed under the influence of both genetic factors and the environment in which a person was brought up and acted.

Depending on the objectives of the study, various classification of behavioral motives.Since motives are determined by human needs, the classification of motives in general caseshould correspond to the classification of needs. Therefore, first of all, it is necessary to highlight motives for existenceAnd motives for achieving life goals.

According to the general nature of relations between people, the motives of human behavior can be divided into selfishAnd altruistic.The first are aimed at the well-being of the individual, the second - the family, the team and society as a whole.

When analyzing economic systems, one usually proceeds from selfish motives. This approach is justified in most practical situations. At the same time, altruistic motives are as organically inherent in a person as egoistic ones. In the course of evolution, those groups of people were preserved and developed that provided effective care for children, the elderly, the sick and the weak. As the well-known geneticist V. Efroimson emphasized, societies that cared for the elderly developed the most traditions and internal stability.

One of the most famous sociologists of the 20th century paid considerable attention to the study of altruistic motives. P. Sorokin. IN last years During his lifetime, he founded the Research Center for Creative Altruism at Harvard University. This center was financed by E. Lilly, the head of a large US pharmaceutical company. The Sorokin Center conducted a number of fundamental researches, published several monographs and collections of articles.

Factors and conditions for the formation of altruistic motives were identified. Sorokin identified three types of altruists:

“...a) “born” (Albert Schweitzer, Benjamin Franklin and many others...);

b) "shocked or acquired" (later manifested) altruists, whose life is divided into two periods - pre-altruistic, preceding their reincarnation, and altruistic, after a complete restructuring of the personality ... (Buddha, St. Francis of Assisi ... St. Augustine. .. St. Paul ... and others ...);

c) finally, the intermediate type, bears the features of both “born” and “acquired” altruists ... (Gandhi, St. Teresa, Sri Ramakrishna and others ...) ” .

As Sorokin wrote, the main reason for his interest in the study of altruism was that not a single concept, ideology, religion, organization could prevent wars, conflicts, crimes, etc. Therefore, a way out must be sought in a new system of relationships between people.

Until recently, very little attention has been paid to the correlation of egoistic and altruistic motives in economic activity. As an exception, we can note the chapter "Self-interest, the economic principle and the common good" in the monograph of the classic of German economic science.

Let us now turn to the more familiar problems of analyzing the selfish motives of economic activity. First of all, two groups of such motives can be distinguished: according to their orientation towards the work process and towards the result of the work.

In the first case, motives are determined by the content of the work, working conditions, the nature of the relationship between employees, the possibilities for the manifestation and development of human abilities,

In the second case, there may be three main motives: the significance of the work; material reward; free time.

The significance of the work is assessed by the employee, taking into account the opinions of his family, acquaintances, means mass media etc. For many people, the prestige of their work is quite an important motive.

Financial rewards can take various forms. Most of the time, it's cash. This group of motives also includes confidence in job security, access to scarce goods, social security, and so on.

Free time is an important motive for activity for creative individuals, those who combine work with study, for women with young children, and others.

As wealth grows, the attractiveness of free time increases. In the short term, it is difficult to expect any significant reduction in compulsory labor time in developed countries Oh. This is objectively due to the difficult economic situation in the world economy, the depletion of reserves natural resources and other factors. In addition, the organization of leisure is a rather difficult problem for people who do not have creative interests and are not inclined to spiritual improvement. As A. Schopenhauer noted in Aphorisms of Worldly Wisdom, it is difficult for such people to be alone with their thoughts, they try to drown out anxiety and boredom with the help of alcohol, gambling, primitive spectacles, etc.

Since the time of Schopenhauer, the opportunities for such pastime have increased significantly, which, undoubtedly, has become an important factor the growth of crime. Thus, the reduction of labor time is not always a blessing. As the results of sociological surveys show, the motivational structure significantly depends on the level of well-being, traditions, age and other factors. For characteristics of the motivational structure of the population of Russia and other countries, you can use the results of the World Values ​​Survey, conducted in 1990-1991. (Head - Professor R. Inglehart, USA) with the participation of specialists from the Russian Academy of Sciences. The main conclusions of this analysis are as follows. “In almost all countries, work is second only to family in terms of importance. The Russian population also puts the family in the first place, and considers work as the second most important sphere of life, but more important than friends and leisure. The peculiarity of Russia lies in the fact that the gap between the subjective importance of family and work is very noticeable here and is one of the largest in the world. This is explained mainly by the low assessments of the importance of work, characteristic of the Russian population. “Work today is considered by most Russians as an activity, the main purpose of which- meeting the consumer needs of the employee and his family; the highest prevalence of high earnings as a value of work is common for Russia and most other countries surveyed» .

Studies conducted after 1991 showed that the structure of labor motives in Russia turned out to be very stable. However, in the 1990s the motive of "high earnings" has become more important than in the 1970s. This is due to a decrease in the standard of living of the majority of the population, as well as an increase in the level of claims of some of it due to the availability of information about life abroad.

In management practice, it is important to take into account the difference between people in their motivational structure. Determining the motives for the activities of each employee, harmonizing these motives with the goals of the enterprise is one of the main tasks of personnel management.

.2 Influence of Ends-Means Dependency on Human Beings

Human behavior is determined by the ratio of the goals that he sets for himself, and the means to achieve them. As F. Hutcheson argued, "wisdom means achieving the best goals with the best means."

In general, people's activities are aimed at achieving the following main goals:

) material goods;

) power and glory;

) knowledge and creativity;

) spiritual perfection.

Goal orientation is individual. It can change over the periods of a person's life and under the influence of external factors. In childhood and adolescence, as a rule, material interests are the main ones; in adulthood, many people have a desire for creativity; at the final stage of the life path, the desire for spiritual perfection is natural. There are exceptions to this rule (as to any other). Some people from a young age are ready to leave the worldly bustle for a monastery; others, even at the most advanced age, try to "take everything from life." With all the diversity of opinions about the meaning of life and the goals of human activity, all somewhat authoritative philosophers are unanimous that material goods should not be the goal, but a condition, a prerequisite, a means for the development of creative abilities and spiritual improvement. In terms of optimal programming, such a position means that material goods belong to a system of restrictions, and the objective function expresses the desire for creativity and spiritual improvement.

The concept of "means to achieve goals" usually expresses either the amount of resources needed for the corresponding actions, or the ways to achieve the goals. Based on the second aspect, the means of achieving the goals of human activity can be divided into three groups:

) any, including criminal;

) only legal (within the framework of legal norms);

) corresponding to the norms of religious morality and spiritual teachings.

For informed management social processes a more detailed classification of ends and means and related statistical information are needed. For each enterprise, the goal-means matrix would be a very useful tool in the personnel management system.

1.3 Incentive systems

The result of economic activity depends on the available resources and the efficiency of their use, which is largely determined by the attitude of people to work, forms and methods of motivation.

"motivation"And "stimulation".

Motivation - it is the impact on human behavior to achieve personal, group and social goals Motivation can be internal and external.

The basic concepts of motivation theory are interpreted in the literature in different ways. There is no unity even in the definitions of the essence of concepts "motivation"And " stimulation".We believe that it is reasonable to proceed from the following definitions.

Motivation is the impact on human behavior to achieve personal, group and social goals. Motivation can be internal and external.

intrinsic motivationdetermined by the content and significance of the work. If it interests a person, allows him to realize his natural abilities and inclinations, then this in itself is the strongest motive for activity, conscientious and productive work. Along with the content, a significant internal motive may be the significance of work for the development of certain qualities of a person, the usefulness of this type of activity for a group of people and society, the compliance of this activity with the employee’s beliefs, his ethical orientation.

External motivation can be of three types: administrative, economic and status. External motivation is also called stimulation. Administrative motivation means the performance of work on command, order, i.e., under direct coercion with appropriate sanctions for violating established norms. Economic motivation is carried out through wages, dividends, etc.

Status motivation is based on a change in the position (status) of an employee in an organization. Most often this is due to the place in the hierarchy. Status motivation can also be expressed in various forms of public recognition of the merits of an employee, his professional and moral authority. The change in the status of an employee is ultimately due to the results of his activities. The structure of motivation processes is shown in fig. 1.

Rice. 1. - Relationships between the elements of motivational processes

The choice of one form or another of motivation is determined by the content of the work, the principles of management in a given organization, national traditions and corporate culture. For example, US enterprises are characterized by motivation based on results, based on a developed system of labor motivation and traditions and moral authority. The change in the status of an employee is ultimately determined by the results of his activities.

The choice of one form or another of motivation is determined by the content of the work, the principles of management in a given organization, national traditions and corporate culture. For example, US enterprises are characterized by performance-based motivation based on a developed system of division of labor and traditions of individualism. In Japan, rank motivation prevails, corresponding to the traditions of collectivism and mutual assistance, horizontal connections between employees and a wide range of functions performed by them.

Some authors refer only to economic motivation as incentives. We prefer not to use the term "stimulation" for a philological reason, because of the history of the term. It comes from the Latin word stimulus, which means a stick with a pointed end (goad) designed to drive donkeys. In this sense, the once fashionable expression "moral incentives" sounds especially ridiculous.

The expediency of highlighting status motivation was established by the author, based on the publications of M. Aoki, I.A. Nikitina, R. Frank. Frank considers the status of a person in two aspects - global and local. In the first case, we are talking about the position of a person in society. So, for many people, work in a prestigious organization or the performance of socially significant functions may be more important than high wages. Local status is characterized by the position of a person among the employees of a particular department, workshops, groups.

The ratio of motivation by results and status is especially relevant for scientific activity.

Scientific resultsare evaluated on the basis of publications (articles of books of reports); awards for individual achievements and work cycles; competition awards; medals of scientific societies; research grants; references in scientific literature; reflection of the work of scientists in the reports of the leaders of the Russian Academy of Sciences, other academies, ministries, etc.

Scientific statusis evaluated in accordance with the academic degree, title, membership in scientific societies, position held.

The ratio of a scientist's assessments by results and by status has long been a subject of discussion both in domestic and world literature. Despite the seeming fairness of the assessment based on specific results, only this form (without taking into account the scientific status) does not ensure the effective operation of organizations in a sufficiently long term, and especially with a significant uncertainty in external conditions. In scientific and pedagogical activity, status assessments play a significant role in all developed countries, and, apparently, this situation will continue in the foreseeable future.

Rank (status) and performance criteria for identifying the scientific elite are closely interrelated. Scientific status can be considered as a type of human capital accumulated due to scientific results. Bonuses for degrees, titles, membership in academies are percentages of the scientist's scientific capital.

.4 Theories of motivation and management styles

Currently, it is customary to distinguish between two groups of theories of motivation: meaningfulAnd procedural.The former are based on an analysis of human needs; the second - on the assessment of situations that arise in the process of motivation.

The authors of the most famous meaningful theories of motivation are A. Maslow, K. Alderfer, D. McClelland and F. Herzberg. Their approaches are based on the classifications of needs discussed in Section 3.1. In a theoretical aspect, Herzberg's two-factor theory can be attributed to the most substantiated.

According to this theory, hygienic factors (working conditions, wages, relationships with management) can cause employee dissatisfaction. However, their improvement above a certain limit is not perceived as motivation. Herzberg's research cited recognition, job content, responsibility, and advancement as motivating factors. Herzberg's conclusion that wages are not a motivating factor can be considered valid only for those enterprises and employees that were the subjects of research. This conclusion does not correspond to the conditions of most Russian enterprises and the standard of living of Russian citizens. However, US economists and business managers also refer wages to the most effective motivation factors.

Of the process theories of motivation, the expectation theory, the theory of justice, and the Porter-Lowler model are usually noted. According to Sink, these theories are known to few US managers and are still hardly used in practice. We believe that the scientific validity of procedural theories (at least in the form in which they are published in Russian) seems to be very doubtful. They can hardly be called theories. Rather, they are hypotheses or recommendations. For example, in the so-called theory in practice, we believe that the scientific validity of process theories (at least in the form in which they are published in Russian) seems to be very doubtful. They can hardly be called theories. Rather, they are hypotheses or recommendations. For example, in the so-called theory of justice, the importance of the relationship between the efforts of team members and the rewards received is emphasized. If a person believes that he is underestimated, then the motivation and productivity of work are reduced. One of the conclusions of this "theory" is a negative attitude towards the practice of issuing earnings "in envelopes", that is, when employees do not know who received how much. The secret of the amount of payments can cause mistrust between members of the team. One can agree with these obvious statements, but they are unlikely to "pull" on the theory.

Motivation is carried out to a large extent through management styles. McGregor identifies two main management models: X and Y, which are based on the following premises.

Model X

1. The person does not like to work.
2. Therefore, he should be coerced, controlled, threatened with punishment for not fulfilling the established duties.
3. The average person wants to be led, he avoids responsibility and does not show initiative.

In translations of American management publications, McGregor's models are commonly referred to as theories. We believe that there are no sufficient grounds for this. The theory offers a much greater degree of evidence. Therefore, in this case, instead of the term "theory" we use the more adequate term "model".

1 personloves work, independence and responsibility.

2. Control should be very soft, imperceptible.

3. Commands and orders should be avoided.

Model principles Xwere widely used in developed countries until the second half of the 20th century. This was objectively due to the technical level of production, the low qualifications of workers and their low level of well-being. With the increasing complexity of the work performed, the growth of staff qualifications, and the improvement of the quality of life, there are more opportunities for the manifestation of initiative and creative abilities of workers. Therefore, rigid administrative guidance has become ineffective, and the principles of the model are increasingly being applied. U.

Transfer from authoritarian style to democratic is objectively conditioned by technical progress. More precisely, in this case, the primary goal is the desire to make the best use of the most efficient of the economic resources - the creative abilities of people. Competition forces entrepreneurs (even those who like to command) to create favorable conditions for the manifestation of the creative abilities of workers and employees.

The Japanese style of management (model Z Ouchi) is one of the forms of activating the creative principle in a person, taking into account national traditions and the peculiarities of the economic situation in Japan.

Many management style guidelines, including the Fiedler, Mitchell and House, Hersey, and Blanchard Vroom-Yetton models, do not sufficiently take into account the share of creativity in the total amount of work performed. It is this factor in modern production that objectively determines the strategic actions of the manager related to the recruitment of personnel, the improvement of his qualifications, the choice of motivation methods and management styles.

In recent years, the ideological concepts of the East, including the ideas of Lao Tzu, Confucius and other sages of ancient China, have become increasingly popular in the United States and Western Europe. They emphasized the importance of tolerance, simplicity, modesty in relations between people. This is exactly what many modern leaders, including Russian ones, lack. In the Japanese experience of motivation, which many countries are trying to use, the concepts of ancient Chinese philosophy are largely implemented. For Russia, the experience of Japan is important primarily as a practical confirmation of the effectiveness of management based on respect for the personality of employees and the development of their creative abilities. The basis of motivation in Japan is rank hierarchywhich is applied both at the enterprises, and in state bodies. The rank depends not only on qualifications, but also on the length of service in the company, helping colleagues, readiness to perform new functions, etc.

In contrast to management styles based on a fixed division of labor (which is typical for Western countries, as well as for Russia), Japanese workers and employees are encouraged for mastering a wide range of knowledge and skills; creative activity; ability to work in a team; find compromise solutions in the interests of the firm. The rank of an employee of a Japanese company or government agency determines not only his salary, but also the amount of bonuses, job security, the amount of payments upon retirement. In Japanese firms, management is based on horizontal connectionsbetween employees and departments. This significantly reduces the number of administrative teams (according to the vertical hierarchy), contributes to the creation of an atmosphere of partnership, especially in terms of increasing labor productivity. Based on this method, quality circles and productivity teams operate in many enterprises in Japan and the United States.

Thus, modern motivation systems are focused on the development of creative abilities and initiatives of employees, the humanization of labor, partnerships in the team, and the coordination of the interests of the organization, departments and all groups of personnel. The management styles that have developed at Russian enterprises since 1990 do not always contribute to the motivation for effective work. As a result of the analysis performed by the employees of the Central Economics and Mathematics Institute (CEMI RAS), the following distribution of Russian enterprises by the applied management styles was established:

democratic - 67 enterprises (5%);

oligarchic - 69 enterprises (5%) ".

The rest of the surveyed enterprises are dominated by a style that, in our opinion, can be called situational.

The management styles that have developed at Russian enterprises since 1990 do not always contribute to the motivation for effective work. As a result of the analysis performed by the employees of the Central Economics and Mathematics Institute (CEMI RAS), the following distribution of Russian enterprises by the applied management styles was established:

"Thus, more than half of the surveyed enterprises turned out to bequite pronounced features of an authoritarian management style.

The analysis showed that the interests of directors of Russian enterprises do not always correspond to the interests of teams and the state: “The hypothesis is also confirmed about the isolation of the first person of the enterprise not only from the team, but also from management. The expectations of management (understood here as a set of line and functional managers of the enterprise and employees of the plant management) regarding the desirable qualities of the leader and the degree of possession of them differ significantly. Most revealing in this respect is that among the 17 qualities that a director should possess, management put “the ability to select a team, create a “team” in the first place (80.8% of respondents), while this factor ranked last in terms of the presence of this quality in directors (8.3 %).Similarly, the presence in managers of such qualities important for consolidation as “willingness to transfer one's knowledge and skills” (also 8.3%), “ability to objectively assess the work of subordinates” (8.7%) received a very low rating.

1.5 Motivation for effective production activities

The interest of enterprises in increasing the efficiency of production follows from the structure of economic systems. Each of them has two parts: managerAnd managed.The functions of the control subsystem can be performed by the control body and (or) the control environment. The governing body has certain administrative functions, its instructions are binding on the respective production cells. What we call the governing environment has no administrative functions and, in particular, is a set of relations formed by product and labor (labor) markets. The concept of a control environment follows, in essence, from the ideas of Adam Smith about the “invisible hand”, which, under conditions market economy and free competition coordinates the activities of people in such a way that each of them, striving to maximize their own benefit, ultimately acts in the interests of society.

In the conditions of an enterprise, the organization of effective work is carried out on the basis of a hierarchical structure, in which information about the required level of efficiency is transmitted from the control subsystems to the managed ones. Information about the achieved characteristics of results and costs is transmitted through feedback channels. Depending on the ratio between the necessary and actual performance characteristics, incentives and sanctions are established.

From the considered structure of economic systems and the principle of commensuration of costs and results, it follows that for the effective operation of any division of an enterprise and an individual employee, the following must be determined:

) the boundaries of economic independence (degrees of freedom) in relation to the range of products, methods of its manufacture, organization of wages, etc.;

) the required results of activities (product characteristics, volumes and terms of manufacture, environmental parameters, etc.);

) the necessary costs of labor and material resources, determined depending on the norms of resource costs per unit of output and the volume of its output;

) forms and conditions of motivation for efficiency growth In particular, based on the boundaries of economic independence, motives for improving quality, saving resources, increasing the volume of production are determined;

5)a system of mutual responsibility for the fulfillment of the obligations assumed.

The amount of necessary costs and the motives for saving them must be known to the managed object before the start of work and remain stable under the same conditions for its implementation. Each change in these conditions and planned results must be accompanied by a change in the necessary costs. Technical progress in the production sectors of the economy it is expressed in a decrease in the cost of labor resources, materials, energy per unit of useful effect. In reality, this process occurs as a result of a decrease in the norms of resource costs. Production is managed in such a way that the increase in efficiency cannot be practically tangible without changing the norms of labor, materials and energy inputs. In particular, if after the development of new equipment and technology, the norms have not changed, then the enterprise cannot get a significant part of the real effect.

1.6 The structure of the income of an employee of the enterprise

The main part of the income of the hired personnel of the enterprise is wages, which includes:

1. the tariff part - payment for tariff machines and salaries;
2. surcharges and compensations;
3. allowances;

4) premiums.

Tariff rates and salaries determine the amount of remuneration in accordance with its complexity and responsibility.

The purpose of additional payments is to compensate for additional labor costs due to objective differences in the conditions and severity of work. Compensation takes into account factors beyond the control of the enterprise, including price increases.

Allowances and bonuses are introduced to stimulate a conscientious attitude to work, improve product quality and production efficiency. The differences between allowances and bonuses are that the allowances are paid in the same amount every month for a set period, while bonuses can be irregular, and their amount varies significantly depending on the results achieved. Thus, surcharges and compensations reflect those production and social characteristics labor, which objectively do not depend on the employee. Allowances and bonuses reflect the results of his own achievements. The typical income structure of an employee of an enterprise can be represented as follows.

1. Payment at tariff rates and salaries.

Additional payments for working conditions:

1. Characteristics of the production environment.

2.2. Shift (mode of operation).

3. The degree of employment during the shift.

3. Surcharges:

3.1. For productivity above the norm (piecework earnings for work with less than the norm).|

3.2. For personal contribution to improving efficiency, including inventions and rationalization proposals.

3. For high quality products, fulfillment of urgent and responsible tasks.

4. Prizes;

4.1. For high-quality and timely execution of contracts and stages of work.

4.2. At the end of the year's work.

3. From the fund of the head of the unit.

5. Rewards for active participation in the development of new technical and organizational proposals.

Company services to employees (social benefits).

Dividends on company shares.

Consider each article (typical module) of income

ARTICLE 1 (tariff rates and salaries).

Tariff rates and salaries are established on the basis of tariff agreements in accordance with the complexity of labor, its responsibility, the level of prices for consumer goods, the situation on the labor market and other factors. World experience shows the expediency of unified tariff scales of 17-22 categories for workers, specialists and managers, which provides visibility into the ratios in the tariff rates of various groups of employees and facilitates changes in the tariff system (enterprises, its coordination with the trade union.

When choosing the range of the tariff scale, it is necessary to take into account differences in the complexity of work, the economic situation of the enterprise, as well as socio-psychological factors both at the enterprise and outside it. The lower the standard of living in the country and the worse the economic situation of the plant, the smaller the range of differences in wages should be. In practice, in Russia the opposite is often the case.

The basis for the formation of tariff scales is currently considered the analytical method of evaluating work. In the West, they usually proceed from the so-called Geneva scheme, adopted at the international congress in Geneva in 1950. This scheme involves an analysis of works, up to the following most important features.

1. Special knowledge and skills (qualification requirements) - professional education, work experience, requirements for mental abilities.
2. Load - the impact of work on the human body,
3. Responsibility - material liability, responsibility for personnel in the production process, responsibility for the safety of trade secrets.
4. Working conditions - the impact of the environment in the production process, including the safety of the workplace.

Real differences in earnings may exceed the range of the tariff scale due to surcharges, allowances and bonuses.

ARTICLE 2 (surcharges for working conditions).

1. Unfavorable working conditions, if it is practically impossible to improve them, must be compensated to the employee primarily by increasing rest time, additional free food at work, and preventive and therapeutic measures. If this is not enough, additional payments to tariff rates are introduced based on the certification of workplaces and labor processes according to existing methods. The level of compensation and additional payments for unfavorable sanitary and hygienic working conditions should be such a value that would exclude the need to distort production standards in order to increase wages.

2.2. Surcharges for the level of employment during the shift are introduced mainly for multi-machine operators, adjusters, and repair personnel. This type allows you to take into account differences in labor costs, due to the degree of use of the shift fund of workers' time.

It is advisable to indicate in the collective agreement or contract that the administration has the right to use the employee's shift time within the standard time.

Since exceeding the normative employment coefficient can harm the health of the employee, the maximum amount of additional payments to the tariff rate should correspond to the value of K. Along with the normative one, a design employment coefficient K should be established for each employee, which corresponds to the actual functions performed and the number of serviced units of equipment. The design coefficient of employment for a given type of work should be determined according to the method of labor rationing for the corresponding group of workers.

ARTICLE 3 (surcharges).

This element of income to the greatest extent should depend on the level of productivity of the worker.

3.1. Surcharges for productivity above the norm, until recently, most often took the form of piecework or payment for work with a number of employees below the norm.) Such payments are usually not considered as surcharges on the tariff, since the surcharges are considered to be set by the administration. But from the above definition of allowances as a relatively constant part of earnings, reflecting the personal achievements of the employee, it follows that piecework earnings are a type of allowance.

The following reasons for overfulfillment of the norms can be identified:

1. the employee's abilities for this work exceeding the average level;
2. application of improvements that are not formalized as rationalization proposals of a technical or organizational nature;
3. technology and safety violations;
4. excessive labor intensity;
5. fallacy of the norm.

Only the first reason can be considered an objective basis for receiving piecework earnings and similar payments. Reasons 3-5 in a normally organized production should not take place. As for the second reason, it is necessary to create economic and organizational conditions that ensure the employee's interest in drawing up rationalization proposals and including them in the approved technological process. To do this, allowances are introduced, specified in Art. 3.2.

2. Bonuses for personal contribution to improving efficiency are established:

1. authors of proposals for improving the organization of labor, production and management;
2. workers, specialists and managers directly involved in the implementation of technical and organizational innovations.

Allowances are set for the period of actual use of new equipment, tools, forms of labor organization, etc.

The source of extra charges for the growth of efficiency is the real savings in labor and material resources from the use of innovations. Up to 90% of the real effect amount can be directed to remuneration in the form of allowances and bonuses. The distribution of remuneration is made taking into account the characteristics of the enterprise. For example, the following distribution option is possible: 40% - for allowances to authors and those who directly helped implement their proposals (Article 3.2); 40% - for bonuses (Art. 4.4, 4.5); 20% - to the fund of site and shop managers - for premium allowances under Art. 3.3 and 4.3.

Efficiency growth bonuses provide real economic prerequisites for stabilizing the coefficient of compliance with the norms and moving to expanding the scope of time wages with a normalized task. Experience shows that it is necessary to expand the concept rationalization proposal, including not only technical, but also organizational and economic innovations. Bonus rewards must be paid for the duration of this offer. The revision of the norms at the initiative of the workers should be considered as a rationalization proposal. Proper application of rationalization and efficiency gains can fundamentally change the situation with overfulfillment of norms. There are often situations when it is unprofitable for a worker to draw up a rationalization proposal, although he earns only on the fact that he implements it at only one workplace. If, however, we introduce premiums for payment at a rate based on the effect that will be realized at all workplaces where this proposal is implemented, then the amount of earnings of the innovator will obviously be more than from the use of a "works secret" at one workplace. Thus, the allowances under Art. 3.2 become a substitute for piecework earnings and, together with bonuses under Art. 4.4 (for efficiency growth) implement the fee principle of remuneration.

3. The allowance for high quality products, the performance of urgent and responsible tasks is paid from the fund of the head of the unit (foreman, head of the shop, department). The amount and period of establishment of this allowance are determined by the relevant managers.

ARTICLE 4 (premiums)

From economic essence premiums it follows that they can be of two main types:

1. for high-quality and timely performance of work;
2. for the personal creative contribution of the employee to the overall results of the workshop and the enterprise.

The first type includes premiums under Art. 4.1, 4.2, 4.3.

Prizes for personal creative achievements include payments under Art. 4.4 and 4.5.

ARTICLE 5 (social benefits - company services to staff).

In developed countries, the company's services include full or partial payment of expenses for the following items:

transport;

medical care and medicines;

holidays and days off;

food during work;

professional development of the company's employees;

life insurance for company employees and their families;

membership in clubs (sports, professional, etc.);

country trips and picnics;

advising on legal, financial and other issues;

savings funds;

other expenses.

Efficient US companies pay their employees up to 90% of the cost of treatment at therapists and dentists, reimburse the cost of college and university education (if they pass exams), pay a significant part of old-age pensions, create benefits for the purchase of goods.

Social payments are often organized according to the “menu” principle. This means that within a certain amount, each employee can choose the types of remuneration that are most attractive to him. Social payments also include deductions of the enterprise in pension funds.

ARTICLE 6 (dividends and options).

Dividends and share price appreciation make up a significant portion of the total income of corporate executives. In many firms, remuneration for the activities of managers through options is very significant.

As world experience shows, the efficiency of an employee and his income are well correlated at all levels of the hierarchy, except for the highest one. Salaries and other income (dividends, options, etc.) of corporate executives are often unrelated to profit margins, stock prices, and other useful outcomes. An example is the income of many managers of US firms, information about which is given in the magazine "Business Week" * (1996. No. 4. P. 44-45) * In particular, the ATT company announced in 1995 that it was cutting 40 thousand jobs, but its CEO's salary was not reduced ($5.85 million) and, in addition, he received an option for $11 million.

.7 Forms and systems of wages

Based on the considered structure of the income of an employee of the enterprise, the forms and systems of wages corresponding to the conditions of a particular economic object can be selected. Form of salarycharacterizes the relationship between the cost of working time, the productivity of workers and the amount of their earnings. There are two main forms of wages: hourly and piecework. Time-based is a form of payment in which the amount of earnings is proportional to the actual hours worked. With a piecework; wages of the worker is proportional to the quantity of products manufactured by him.

Wage systemcharacterizes the relationship of the elements of wages: the tariff part, surcharges, bonuses. There are dozens of wage systems: time-bonus, piecework-bonus, time-based with a standardized task, piecework, etc. The trend is to expand the scope of systems based on time-based pay with a normalized task and a fairly large share of bonuses (up to 50%) for the contribution employee to increase the company's income.

In modern wage systems Special attention refers to strengthening the interest of each employee in improving the efficiency of production resources. The growth of wages should be made dependent on the reduction of labor and material costs, the improvement of product quality (and the corresponding increase in its price) and the increase in sales.

It should be emphasized that with a time-based form of payment, the condition for receiving earnings for the time actually worked should be the performance of a certain amount of work, which is established by a normalized task. In other words, the mere fact of being at the workplace cannot yet be considered the basis for calculating wages. This circumstance shows the relativity of the allocation of time and piecework forms of remuneration. When the production norms (normalized tasks) are fulfilled by 100%, time and piecework earnings will be equal.

It is advisable to use the piece-rate form in cases where the volume of manufactured products can vary significantly depending on individual differences workers" In this case, payment is made on the basis of prices established on the basis of tariff rates, norms of labor intensity of operations or norms of output.

Salaries for specialists and employees are set on the basis of certification, which can be carried out at intervals of 1-3 years, depending on the tariff agreement between representatives of employers and employees. When evaluating the activities of specialists, the main attention is drawn to their creative activity, which is manifested in inventions, rationalization proposals, commercial ideas, etc. Employees are evaluated according to their level; qualifications, conscientiousness, accuracy of fulfillment of job descriptions, responsibility.

The differentiation of salaries of specialists and employees within the limits of a single wage scale, as a rule, is relatively small, in the range of 1: 3. However, differences in total earnings can; be significantly larger - by 5, 10 or more times. This differentiation is determined by differences in individual labor efficiency, which is ultimately assessed by the impact of a specialist's activity on profit growth.

For engineering specialists (designers, technologists), the most important are allowances and bonuses for inventive and rationalization activities. At the same time, the allowances are in the form of royalties, i.e., monthly payments for the entire period of application of this invention and rationalization proposal at the enterprise. Efficiency growth bonuses are set as a lump-sum payment, i.e., a one-time payment depending on the expected effect of an invention or rationalization proposal.

Allowances and bonuses for the growth of efficiency can be established for all categories of specialists. In particular, for those who are employed in the departments of planning, supply, sales, allowances and bonuses are set for reducing stocks of materials and work in progress, choosing the most efficient suppliers of raw materials, expanding sales, etc.

Employee bonuses are set primarily for conscientious performance duties, performing urgent work, combining functions, mastering new methods of work, new information and computer technology.

For managers and professionals, more and more use is contract system wages. The duration of the contract is usually 3-5 years. Its main sections are:

1. general characteristics of the contract;
2. working conditions;
3. salary;

4) social security;

1. the procedure for terminating the contract;
2. resolution of disputes;
3. special conditions. The remuneration of the labor of the heads of enterprises, their deputies, as well as heads of relatively independent subdivisions, can be carried out as a percentage of the profits of the enterprise. However, a combined payment option for managers is more often used: salary plus allowances and bonuses depending on profit or its components that directly depend on the activities of the corresponding manager.

For managers and specialists of production units, in addition to bonuses for increasing efficiency, bonuses are also usually set for the performance of production tasks and stages of work. The value of these premiums is calculated depending on the rhythm of production, taking into account the quality of products, assessed by claims, repeated checks, losses from consumers.

When concluding a contract with a specialist, it is advisable to offer him a choice of several payment options (“contract menu”). For example, in one embodiment, there may be a large share of the salary with a smaller share of the bonus and honorarium; in another variant, it is the other way around: a large share of earnings that depends on the results of work. In such cases, specialists who are confident in their creative abilities will choose options with a higher share of premiums and fees. This choice is beneficial for the company.

.8 Conclusions to the chapter

In the general case, motivation is the impact on human behavior in order to achieve personal, group and social goals.

All types of motivation are based on the analysis of human needs. (Fig. 2)

Rice. 2. - The structure of human needs

A person's behavior can change both under the influence of his own (internal) motives, and as a result of external influences. A person's internal motives are determined by his goals, values, needs, and potential. External influences on human behavior are ultimately determined by the goals and values ​​of the family, team, organization, society.

According to the indicated reasons for changes in a person’s command, it is customary to distinguish two main types of motivation: internal and external. This classification characterizes the sources of changes in human behavior.

Along with this feature, the classification of types of motivation according to their content, which is determined by the structure of human needs, is of significant importance. According to the content, the following main types of motivation can be distinguished: tetical; spiritual and ethical; social; role-playing; aesthetic; cognitive; creative; status; economic, administrative.

Physiological motivation is due to physiological! human needs.

Spiritual and aesthetic motivation is aimed at satisfying the need for spiritual improvement, charity to relatives, friends, employees.

Social motivation reflects the need for friendship, love, belonging to the team.

Role motivation is due to the significance of the work, their usefulness for the organization and society.

Aesthetic motivation corresponds to the needs for beauty and harmony. Cognitive motivation (from lat. cognition- knowledge) reflects the need for knowledge, advanced training.

Creative motivation meets the needs of the staff! in creativity, creation of something new in all spheres of activity.

Status motivation reflects the need for career growth, leadership, as well as the recognition of colleagues for achievements in science, invention and other areas. These achievements determine the changes in the employee's status in the organization.

Economic motivation involves remuneration of labor in accordance with its costs and results, as well as in accordance with property relations and belonging to a particular social group.

Administrative motivation means work on orders, commands, that is, under direct coercion.

When analyzing the interrelationships of the two indicated signs of classification (by sources of influence on changing people's behavior and by content), only physiological motivation can be attributed to purely internal, and only administrative motivation to purely external. All other types of content motivation can be carried out both as internal and external.

It should be noted that extrinsic motivation is often referred to as stimulation due to the history of the term. It comes from the Latin word stimulus, which denotes a stick with a pointed end (goad), designed to drive donkeys. For this reason, I avoid using the term "incentive". The once-fashionable expression “moral incentives” sounds especially ridiculous. The term "incentive" refers to administrative motivation to the greatest extent.

In modern management, active attempts are being made to revise the classical theories of motivation in order to adapt them to more modern structure needs. The personnel motivation system can be based on a wide variety of methods, the choice of which depends on the development of the incentive system at the enterprise, the general management system and the characteristics of the enterprise itself.

The main trends in the development of systems for motivating the personnel of economic entities in modern conditions are: strategic approaches, attention to the internal motives of labor activity, the implementation of a participatory approach to motivational process, active development of economic and socio-psychological methods of stimulation, development, etc.

The main recommendations for improving the motivational process and preventing demotivation: providing maximum realistic information in the selection process, setting realistic expectations, managing personnel by goals, setting realistic goals, dividing complex goals into short-term stages, actively using additional skills of employees, paying attention to ideas and suggestions from employees , formation organizational culture, development of a sense of belonging to the organization among employees, encouragement and evaluation of the achievements of employees, development of a career management system.

2. Characteristics of Nevskaya Klassika LLC and its analysis

activities

.1 Company History

The shipping company "Nevskaya Klassika" has been operating in the field of domestic water tourism in St. Petersburg since the early 2000s. In 2001, the company specialized in providing motor ships for rent to travel companies that receive foreign tourists, with whom it works to this day. In 2003, in order to develop the service sector, the founders of the company acquired two restaurants that specialize in catering and tourist services. In 2004, the founders of the company decided to expand the service sector and, in addition, began to focus on corporate clients. Employees of the company "Nevskaya klassika" are qualified specialists who can provide advice on any issues of the company's activities.

The main goal of the company is to organize at a high professional level tourist and excursion services on motor ship routes along the rivers and canals of St. Petersburg, development of new excursion programs on water and land, commercial operation of vessels of various classes (small and cruise fleet).

2.2 Services provided

LLC "Nevskaya klassika" offers a full range of services related to the organization of recreation on motor ships. The main activities of the company are:

· Carrying out various excursion programs on motor ships along the rivers and canals of St. Petersburg, including the special route "White Nights" (during the construction of bridges) accompanied by professional guides - guides;

· Walks on high-speed boats of the Meteor class to the historical suburbs of St. Petersburg: Petrodvorets, Strelna, Kronstadt, Shlisselburg (Oreshek fortress);

· Organization and holding of banquets, receptions, solemn and celebratory events on board ships according to individual orders of organizations and individuals;

· Traditional river cruises on about. Valaam, oh Kizhi, Petrozavodsk, the village of Mandrogi, to Moscow, along the river. Volga;

2.3 Company competitiveness

At the moment, the company occupies a place in the top three companies involved in river tourism in St. Petersburg. This position is due to the following factors:

· The fleet of the company's boats is the largest in St. Petersburg

· LLC "Nevskaya klassika" has concluded agreements with the leading travel companies of the city, which allows you to receive an additional flow of customers without doing direct sales.

· flexible price policy. The company allows you to pay for its services, both in cash and by bank transfer. In some cases, a loan or deferred payment is provided.

2.4 Degree of mechanization and automation of management processes

At the moment, the company uses the accounting system 1C "Accounting" to automate accounting and tax accounting, including the preparation of mandatory (regulated) reporting. This program provides a solution to all the tasks facing the accounting service of the enterprise, in particular, for example, for issuing primary documents and accounting for sales.

For the summer period, when the flow of customers increases to such an extent that the company's employees are not able to answer all phone calls and advise customers, the company resorts to using the services of a call center. This helps both not to distract the bulk of the company's employees from working with phone calls, and to provide complete and reliable information about the services to all potential customers.

The advantages of these methods of automating activities are accelerated information exchange, reduction of routine operations, reduction in the number of errors, facilitating access to information, additional tools for the rapid analysis of large amounts of data appear.

In the future, it is planned to conclude a permanent contract with the call center with the expansion of its functions from simple consulting regular customers to pre-registration and booking of ships with subsequent detailed reporting. The result should be the solution of the following main tasks:

· creation of a unified system for planning the activities of the enterprise.

· optimization of the internal accounting policy of the enterprise with details that provide management accounting and an objective analysis of the results of financial and economic activities.

· support for decision-making at all levels of management based on the improvement of the processes of collecting and processing information.

2.5 Organizational structure of the enterprise

The organizational structure of the enterprise is shown in diagram 1.

Scheme 1. - Organizational structure of the enterprise LLC "Nevskaya

classic"

2.6 Efficiency and economy of the management structure

The management structure of Nevskaya Klassika LLC is shown in Scheme 2. It is linear and most suitable for this small enterprise. It provides:

· a clear system of mutual relations of functions and divisions;

· a clear system of unity of command - one leader;

· concentration in one's own hands the management of the entire set of processes that have common goal;

· clear responsibility;

· quick reaction of executive departments to direct instructions from higher-level ones;

· coordination of actions of performers;

· efficiency in decision-making;

· simplicity organizational forms and clarity of relationships.

Scheme 2. - The management structure of the enterprise OOO "Nevskaya

classic"

.7 Personnel of the enterprise

Operational management of the enterprise is carried out by the general director, who is the founder of the enterprise.

Responsibilities of the General Director:

· Organization of all work of the company, responsibility for its condition and activities;

· Representation of the company in all institutions and organizations;

· Disposition of property and funds of the company, opening bank accounts;

· Recruitment and dismissal of employees of the company, the application of incentives and penalties for employees of the company;

· Management of all administrative and economic activity firms;

· Approval of reports and balance sheets of subordinate enterprises.

The Nevskaya Klassika LLC includes the following departments: sales, accounting.

Responsibilities of the key positions of the company:

Deputy Director for Finance:

· Ensuring the organization of a comprehensive economic analysis firm's activities.

· Implementation of guidance on economic planning provision of services, gross income, costs.

· Managing bookkeeping.

Chief Accountant:

· Control and maintenance of reporting documents accounting throughout the firm.

· Drawing up a balance sheet.

Vice Director of Cruises:

· Analysis of the tourism market, threats, opportunities.

· Providing the company with new orders.

· Managing the implementation department.

2.8 Number of staff, work schedule

The company's staff as of March 2009 is 17 people, distributed between the sales department, accounting department and the fleet of ships. The work schedule of the sales and accounting department is constant: five days a week for nine hours. Due to the specifics of the activity, the work schedule of the personnel in the fleet of vessels is not constant. It depends on the season and the number of orders. Varies from 5 days working week with a nine-hour working day to a six-seven-day working week with a ten-hour working day. Regular processing. Days off are floating and are appointed in agreement with the head of the department.

The number of male and female staff is about the same. The main requirements for office staff are knowledge of a PC at the user level and competent speech. Requirements for personnel working in the ship fleet - secondary technical specialized education.

The staff turnover at the enterprise is exceptionally low due to its stability, good wages and specificity of activities. Career also practically excluded due to the small number of employees.

2.9 The organization's personnel management system

The personnel management system of Nevskaya Klassika LLC is based on the following main documents on the strategic personnel management of the enterprise:

1.Mission of the enterprise;

2.The concept of enterprise development;

.Social code of the enterprise;

.Enterprise policy in the field of personnel management.

These documents have been developed taking into account the relevant provisions:

1.Labor Code of the Russian Federation (Federal Law of November 30, 2001 No. 197-FZ);

2.Federal Law "On Joint-Stock Companies" dated December 26, 1995 No. 208-FZ;

.State system documentation management support (GSDM);

.Model Instructions for office work in the federal executive authorities dated November 27, 2000 No. 33;

.State Standard of the Russian Federation GOST R6.30-2003 “Unified Documentation Systems (UDS). Unified system of organizational and administrative documentation (USORD). Requirements for paperwork” (adopted and put into effect on 01.07.03).

The personnel management system at the enterprise is quite simple, since the number of personnel is small. For every 17 people, there is one person who performs the functions of a personnel specialist.

The functioning of the personnel management system is based on the clear interaction of its constituent subsystems:

· search, selection and recruitment of personnel;

· staff adaptation;

· staff motivation;

· staff training;

· accounting and evaluation of performance results;

salary deals directly with accounting.

There is no separate personnel department for internal personnel in the system of departments. Its functions are performed by the General Director.

The company has all the main regulatory documents personnel service.

All personnel documentation, methods of its maintenance and systematization meet the legal requirements and state standards Russian Federation.

2.10 Forms and systems of remuneration used in the organization

motivation salary bonus

The wage system at the enterprise is based on official salaries. For each position in staffing the corresponding salary is indicated, which the employee gets acquainted with at the conclusion employment contract.

Shift working conditions are also taken into account in the official salaries of the relevant categories of employees.

In addition to the salary, the sales department provides for a bonus system, which is based on a percentage of the total amount of contracts concluded per month.

vacation pay and sick leave carried out in accordance with Labor Code RF.

Mandatory social and medical insurance at the enterprise is carried out in accordance with the current Russian legislation.

The basis for the formation of the remuneration system is the analysis carried out by the accounting department, as a result of which the head of the enterprise has in front of him the results of the work of each month, where the relationship between the reduction in the cost of services and the growth of wages, an increase in sales volumes (these data are provided by the sales department) and wages is clearly drawn. pay for each worker.

.11 Company turnover

Since the business of LLC "Nevskaya Klassika" is seasonal, the turnover varies significantly in the "peak" months and the months of calm.

3. Development of measures to improve the system

staff motivation

.1 Purpose of Design Design

A lot of analytical work was carried out at the enterprise (questionnaires of employees, structured interviews with managers), as a result of which it was proposed to switch from the payment method "according to the standard" to the bonus system. It perfectly meets the peculiarities of the work process at the enterprise, and such priority management tasks as motivating workers for more productive work and optimizing personnel costs: we are talking about such a redistribution of the wage fund, when high wages correspond to a higher result. and skill level.

The main principle of this system is that the amount of remuneration of an employee (both the bonus and its size) directly depends on what result the employee has achieved.

At the moment, the system of remuneration of sales managers in the company is a salary. At the same time, the system “salary + percentage of sales”, or a percentage of sales without a salary, has long been practiced all over the world.

A percentage of sales is one of the most ancient ways to reward sellers, which has survived to this day, confirming its usefulness and reliability. The method is simple, with one caveat - the fairness of the percentage is determined not only by the head, but also by managers. Its size must be set by the head reasonably. Moreover, the basis should be understood by sales managers and accepted by them as fair. Until the manager achieves such recognition, even starting sales is dangerous. A separate business of sellers within the business will immediately appear. The manager will have to strengthen control, spend time and nerves on disassembly with subordinates. As a result, a tense situation, distrust, gossip and conspiracies, and most importantly, a drop in sales. And, as experience shows, with respect to small businesses - the cost of time and nerves will be large.

“This type of motivation for sales managers, as a percentage of sales, is a flexible tool and therefore it can always be changed, again, reasonably and always try to achieve recognition of it as fair by managers. The essence of fair remuneration lies in the fact that the motivation of an employee who is sure that he is being rewarded unfairly decreases, often quite strongly, and an employee who is sure that he is paid fairly or even more than he deserves increases (and strongly if thinks they pay more).

3.2 Introduction of new forms of remuneration

Introduction of a salary and bonus system of remuneration.

Establishing a bonus rate for employees in the amount of 10% of the profitability of the order.

Improving the methods of economic incentives for personnel in Nevskaya Klassika LLC should be based on establishing a relationship between wages and the level of income of the enterprise, as well as the labor efficiency of the employee himself. The existing bonus system at the enterprise does not make the amount of remuneration dependent on the direct performance of the staff. For a more effective impact of motives on staff, it is necessary to introduce a more differentiated system of bonuses to the main wage fund for workers involved in the sale of services.

In modern management, there are two basic forms of wages - piecework and time. In the first case, the amount of monetary remuneration is determined in proportion to the amount of work performed. In the second, the level of payment is associated with the length of time spent on work. Based on these forms, various options and wage combinations.

Modern wage systems are based on the choice of certain forms of wages and the establishment of a relationship between different components of remuneration.

There are dozens of different wage systems: time-based bonus, piece-rate bonus, time-based with a normalized task, piecework, etc.

The main task of any modern system remuneration is to ensure the motivational potential of wages - the relationship between labor efficiency and remuneration for it. "In corporations in developed countries, several systems of remuneration are often used at once, which reflect its specifics in different departments and their role in achieving the results obtained" .

To date, the salary of a sales manager at Nevskaya Klassika LLC is 20,000 rubles. Each of the two managers brings the company orders per month in the amount of 800,000 rubles. Prices for services are formed on the basis of profitability of 25%.

25% \u003d 800,000 rubles.

640000 = 160000 rubles

rub. are net income.

When adding ten percent of the voucher profit to the salary, as practice shows, it is quite possible to reach an amount of 1,190,000 rubles, all other things being equal.

Taking into account the cost of these services:

25% \u003d 1,190,000 rubles.

Of this money, the net profit, excluding the seller's interest, will be:

952000 = 238000 rubles

The manager's share will be 10% of this amount:

* 10% = 23800 rubles.

Accordingly, the profit of the enterprise remains:

23800 = 214200 rubles

Economic effectfrom the introduction new scheme wages for two sales managers will be:

(214200 - 160000) * 2 = 108400 rubles.

Which equates to a 33.875% increase in net income.

* 2 = 320,000 rubles. profit before the introduction of the system

* 2 = 428400 rubles. profit after introduction.

(428400 / 320000) * 100%= 133,875%

3.3 Situational regulation of the level of profitability of the project

Giving managers the ability to set the level of profitability of the project.

Quite often there are cases when a potential client of a company is a legal entity. Almost always, an employee who orders a tour belongs to one of two categories:

1.Financially interested in a lower price. Calls several companies - service providers, chooses the lowest cost.

2.Wants to get a personal interest from the deal being concluded, i.e. a bribe for advising his company of this supplier company.

Quite rare, but still there is a third type of customers:

Financially disinterested people. Those who spend their company's money without caring too much about the amount.

In the first two cases, it is possible to attract a client and persuade him to order services from himself by introducing a scheme that allows managers to manipulate the planned profit of the enterprise and set the profitability themselves, depending on the situation. And in the third, with her own help, it would be quite appropriate to deliberately raise the price without fear of losing a client. Based on the fact that the price of services includes a profitability of 25%, which, as shown by a survey of travel agency owners, is the average for St. Petersburg, then a tool of 15% of the cost of services will be a fairly weighty argument in favor of the flexibility of the payment system. This will help to attract regular customers, in particular, by establishing a system of discounts based on the number of orders.

Taking into account the first project proposal, the volume of services sold by one manager per month will amount to 1,190,000 rubles. in monetary terms. A survey of company managers showed that, on average, once a month, when discussing large orders, they have to face the impossibility of fighting competitors on the price factor due to the lack of such authority. And about ten orders worth up to 3000 rubles.

Change in markup of 15% for orders worth up to 5000 rubles. not only can they not significantly affect the decision-making by the client, but they will also greatly complicate the work of the accounting department and the managers themselves due to constant recalculations and changes depending on the situation. Efficiency in working with pricing policy can be achieved when discussing contracts with a cost of 20,000 rubles or more.

Based on the conditions: one unsigned contract due to the price per month, the average cost of the contract is 25,000 rubles. and a maximum discount of 15%, you can calculate the additional profit of the enterprise:

The cost of a standard contract = 22,000 rubles.

With a standard markup of 25% and a manager's discount of 15%, the final markup would be:

Thus, this contract will cost the customer:

rub. + 10% = 24200 rubles.

With a cost of 22,000 rubles, the company's profit will be:

22000 = 2200 rubles

Two managers per month will be able to increase the company's profit by:

rub. * 2 = 4400 rubles.

Given that no additional costs were incurred by the executing company.

.4 Introduction of monetary penalties

For quite a long time, the administrator of the company, who is engaged in the distribution of passengers among the ships, has been unsatisfactorily fulfilling his duties.

This is expressed in being late for work, impolite treatment of customers, disregard for their duties. An effective solution to this problem will be the introduction of fines for non-performance of official duties. In particular, from the points that can be controlled directly, a fine is added for missing the boarding of tourists on the ship (1000 rubles) and a fine for an entry in the ship's complaint book relating directly to the official duties of the administrator (400 rubles).

Using the information that one dissatisfied client dissuades two friends from the company's services during the year, and a satisfied one brings one, we get the statistics:

With an average load of the fleet of ships per day, four ships make 5 trips of 20 passengers each. Customer feedback shows that, on average, there is one dissatisfied passenger per day.

days * 1 person = 30 people dissatisfied with the service per month.

The cost of a ticket for a day trip is 3000 rubles.

A dissatisfied client does not use the services of the company for a year and dissuades a friend. The company's losses will be:

person/month * 2 * 3000 rub. = 180,000 rubles. per month

In addition, a dissatisfied passenger will not recommend the company's services to his friend. The opportunity cost will be:

person/month * 3000 rub. = 90,000 rubles. per month

Thus, the total amount of lost money per month will be:

90000 = 270000 rubles per month

After the introduction of a system of fines, the proceeds for which will be used to purchase souvenirs for dissatisfied customers, it is planned to completely eliminate the delays and absences of the administrator for loading ships and reduce the number of complaints in the complaint book to 2 per week.

In this case, the lost profit will decrease to the amount:

people * 4 weeks * 2 * 3000 rub. + 2 pers. * 4 weeks * 3000 rub. = 72,000 rubles.

The economic benefit of the project will be:

RUB/month - 72000 rubles/month = 198,000 rubles / month

3.5 Conclusions to the chapter

Grade economic efficiency implementation of the developed wage system, showed that the main costs of the projected system of material motivation will be to deduct a percentage of the amount of the increase in the company's revenue for the formation of a variable part of wages according to the system of employee participation in the profit of the enterprise.

The planned percentage of deductions, based on the accounting data of the enterprise, is 10% of the increase in the volume of services rendered, which, at the standard level of profitability of production activities, will be 25% of the increase in the profit of the enterprise. Accordingly, 65% of the achieved increase in the company's revenue will be the economic benefit from the introduction of a new remuneration system for Nevskaya Klassika LLC, that is, it will ensure an increase in the company's net profit.

The implementation of the proposed program, upon reaching an increase in sales by 48.75% of the average monthly profit in 2008, will increase the payroll fund for managers of Nevskaya Klassika LLC by 2 times, while receiving an increase in gross profit in the amount of 108,400 rubles. (48.75% of the 2008 level).

In general, it can be concluded that the introduction of the proposed measures in combination with the improvement of other management methods will increase the interest of employees in the results of their work and the effectiveness of the entire enterprise management system.

In the main incentives, that is, when determining the size of salary and bonuses, no attention is paid to the additional hours worked by the staff, which significantly reduces the interest and productivity.

In some cases, time wages are used, despite the fact that ultimately the quantitative result is important. This also leads to a significant decrease in labor productivity.

Conclusion

Based on the results of the study, the following conclusions can be drawn:

Motivation in personnel management is understood as a process of activating the motives of employees (internal motivation) and creating incentives (external motivation) to encourage them to work effectively. The purpose of motivation is the formation of a set of conditions that encourage a person to take actions aimed at achieving the goal with maximum effect. The process of motivation can be simplified into the following stages: identifying needs, forming and developing motives, managing them in order to change the behavior of people necessary to achieve goals, adjusting the motivational process depending on the degree of achievement of results.

The theoretical foundations of motivation were laid by content and process theories of motivation. In modern management, active attempts are being made to revise the classical theories of motivation in order to adapt them to the modern structure.

The system of personnel motivation can be based on a wide variety of methods, the choice of which depends on its elaboration at the enterprise, the general management system and the characteristics of the enterprise itself. The classification of methods of motivation, depending on the orientation to the impact on certain needs, can be carried out on organizational and administrative (organizational-administrative), economic and socio-psychological. Also, motivation methods can be grouped into the following four types: economic motives, management by goals, labor enrichment, participation system.

The main trends in the development of personnel motivation systems in modern conditions are: focus on strategic approaches, attention to the internal motives of labor activity, the implementation of a participatory approach to the motivational process, the active development of economic and socio-psychological methods of motivation, development, etc.

Sociological studies show that salary and individual allowance have the greatest weight among the forms of motivation, and then various types of bonuses follow, health insurance, the possibility of obtaining loans and material assistance stand out against the background of others. The following motivational forms are also significant: good moral climate in the team, career, good conditions labor, payment of vouchers, social leave.

Among the most possible factors of demotivation are:

breach of an implicit contract;

non-use of any employee skills that he himself values;

ignoring ideas and initiatives;

lack of a sense of belonging to the company;

lack of a sense of achievement, no visible results, no personal and professional growth;

lack of recognition of achievements and results from management and colleagues;

no change in employee status.

providing maximum realistic information in the selection process,

setting realistic expectations,

personnel management by goals,

setting realistic goals

dividing complex goals into short-term stages,

active use of additional skills of employees,

attention to the ideas and suggestions of employees,

formation of organizational culture,

developing a sense of belonging to the organization among employees,

rewarding and evaluating the achievements of employees,

development of a career management system.

The analysis of Nevskaya Klassika LLC carried out in the work showed that the company is one of the largest enterprises in the tourism industry in St. Petersburg. OOO Nevskaya Klassika is successfully developing and has a high potential.

Services are at a high level.

The company occupies a fairly large share of the tourism services market, which allows products to compete freely and easily with offers from other companies.

In 2008 LLC Nevskaya Klassika experienced a 5% increase in sales compared to the previous year. The growth of balance sheet profit amounted to 229 thousand rubles, the level of profitability did not undergo significant changes. The company's net profit more than doubled compared to the previous year and amounted to 36,267 thousand rubles.

An analysis of the system of labor motivation at the enterprise showed that the personnel management of the enterprise is carried out using a combination of administrative, economic and socio-psychological methods of management. The basis of the personnel incentive system is laid using organizational and technical methods that optimize the construction of a labor efficiency management system. The socio-psychological methods used by Nevskaya Klassika LLC effectively provide spiritual stimulation, creating a favorable psychological climate in the team and a sense of belonging to the organization. The stable amount of staff remuneration established at the enterprise prevents an increase in staff turnover and reduces the cost of finding new labor resources.

The main weaknesses of the existing system of labor incentives for employees of Nevskaya Klassika LLC are the following aspects:

The low efficiency of intra-production relations, due to the fact that the initiative and enterprise of employees are not encouraged, and often, on the contrary, are suppressed; the economic incentive fund is not formed in the departments, but is allocated from centralized sources; departments do not bear economic responsibility for the efficiency and quality of services and the efficiency of the use of labor and material resources.

The operational management of the sales unit is carried out by people who do not have special education for this type of activity.

Low use of employees' abilities, lack of a well-developed system of promotion and career development. The shortcomings of the system of motivation of the personnel of the enterprise are most clearly manifested during periods of maximum demand for the services of the enterprise. The main directions for the development of the personnel incentive system at Nevskaya Klassika LLC in the current conditions can be:

Development of a business career management system;

Application of new stimulating forms of remuneration;

Expansion of the use of socio-psychological factors in staff motivation, the formation of a favorable socio-psychological climate in the team.

To form a career management system at the enterprise, it is necessary to carry out the following activities:

) to create the foundations for the functioning of the career development system for employees based on the introduction of management by objectives, training and adaptation management, and career guidance, work with a reserve for promotion, individual psychological counseling on career issues, the formation of a good communication system at enterprises, public systematic information about vacancies in the company.

) Based on the study of the needs and interests of employees, to further develop the career system of the enterprise and the methods of motivation used. Carter development programs to ensure a systematic motivating impact should be offered regularly; be open to all employees; be modified if their assessment indicates that changes are needed. In general, a well-defined effort to develop an enterprise career management system can help employees identify their own promotional needs, provide information about suitable career opportunities within the enterprise, and match the employee's needs and goals with the goals of the organization. The formation of such a system can reduce the obsolescence of human resources, which are so costly to the enterprise. In addition, the career counseling system can provide considerable assistance to the management of the enterprise in terms of understanding the motivation system of its employees and adjusting the methods and motivation systems used.

In order to increase the economic motivation of the existing at Nevskaya Klassika LLC today, the remuneration system should be supplemented by a system of employee participation in the profits of the organization and the construction of personnel management according to goals, based on the achievement of which the labor efficiency of each employee will be evaluated. To introduce a system of participation of employees in the profits of the enterprise, it is possible to propose a standard for deductions to the fund for the participation of employees in profits in the amount of a percentage of the company's revenue. The division of the created bonus fund should be carried out according to the standards developed with the participation of employees in order to be understandable to them. Also, the current list of social payments can be improved.

Additional socio-economic payments and guarantees at the moment for Nevskaya Klassika LLC can be:

paid holidays;

paid time for lunch;

medical insurance at the enterprise;

additional pension insurance at the enterprise;

accident insurance; providing free parking for cars;

assistance in improving education, vocational training and retraining; purchase of shares by employees.

Common list social payments to the enterprise should be discussed with the participation of employees (questionnaires, team meetings). It is possible to assign to separate structural divisions various kinds social payments.

The proposed forms of material motivation should be used to determine material remuneration, while personnel costs will not be sharply growing. The introduction of such must be carried out gradually, while one form may be a source for another (for example, savings funds - sources of loans).

The main directions for improving socio-psychological methods in motivating the personnel of Nevskaya Klassika LLC can be:

Maintaining a favorable psychological climate in the team based on the development of a conflict management system,

Formation and development of organizational culture.

Creation of a warning system at the enterprise conflict situations,

Encouraging their positive consequences will ensure the high efficiency of the functioning of the management system at the enterprise, maintaining a favorable psychological climate in the workforce.

Bibliography

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2.Grachev M. Superframes. - M.: Delo, 1993.

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10.Sink D.S. Performance management. - M.: Progress, 1989.

11.Sokolov E.M., article "Motivation of a sales manager" // magazine "Business Ideas".

.Sorokin P.A. Hunger and the ideology of society: Quintessence / Comp. IN AND. Mudragei, V.I. Usanov. - M., 1990.

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Tags: Development of measures to improve the personnel motivation system at Nevskaya Klassika LLC Diploma Management

Based on the analysis of labor motivation, the following measures are proposed to improve labor motivation.

Improving the motivation of the personnel of the organization concerns, first of all, the development of basic motivations. One of the types of such development is the improvement of the remuneration system in the organization.

The introduction of a flexible remuneration system will increase the interest of municipal employees in relation to their duties, since the amount of wages will depend on this, therefore, the Head of Administration, having introduced a flexible remuneration system, will receive reports on the work performed in a timely manner without delay.

2. The efficiency of the use of working time is associated with scientific and technological progress, which allows solving a number of issues at the lowest cost and increasing the volume of work.

Improvement of technological equipment matters only when the appropriate organizational conditions are created, the labor activity of workers is combined into a certain system.

Until recently, less attention has been paid to socio-economic factors, which also determine the rational use of working time.

3. Working conditions.

The study of working conditions plays a big role in increasing the prestige of the organization. Material interest is not always brought to the fore, an employee experiencing discomfort in the workplace will try to change jobs. The employee is interested in the duration of the working day, weeks, the possibility of breaks in work. Catering at lunch break.

An important role is played by the attitude of the authorities to proposals for the improvement of the workplace. Working conditions, in addition to the prestige of the organization and, as a result, staff turnover, have a huge impact on the attitude of employees to their duties, here the productivity and quality of the work performed.

Providing the opportunity to improve their skills gives the employee the confidence to keep him in this job. In parallel with advanced training, wages increase, new prospects for career advancement open up. This gives rise to zeal and conscientious attitude to work. Raising the qualifications of individual employees improves the qualifications of the organization as a whole.

5. Creation of conditions for social activity of employees of the organization.

To fulfill the tasks assigned to the organization, as well as everyday problems, the participation of individual groups and the entire team is required. Better results are achieved in a well-knit team. Some incomprehensible moments in the work can only be formed together. If an employee feels like a member united group if there is support from colleagues, then the assigned duties will be performed with increased efficiency.

6. Evaluation and encouragement of the achieved results.

In order to improve the result, a system of incentives and rewards should be introduced. Remuneration is everything that a person considers valuable for himself, but the concept of values ​​​​for people is specific, and therefore, the assessment of remuneration and its relative value is different, therefore, along with external rewards (promotion, additional payments, praise and recognition, payment of certain expenses, insurance). The internal reward comes from the work itself.

For example, this is a feeling of achieving a result, meaningfulness and significance of the work performed. The easiest way to ensure internal rewards is, first of all, the creation of working conditions, the setting of a task.

Thus, the Head of Administration must take into account all these factors and, if possible, satisfy the needs of his subordinates, while taking into account and analyzing the needs for encouraging and rewarding each of the subordinates. By rewarding and encouraging their subordinates, labor productivity and interest in the work performed will increase.

In order to improve the efficiency of the organization, there is experience in involving subordinates in the formation of decisions. Since the subordinate knows all the nuances and subtleties of his work, his advice can be very useful. In addition, decisions developed with the participation of a subordinate will be carried out by him with greater accuracy, this will improve relations with staff and increase management efficiency.

The list of measures to improve labor motivation is presented in table 10.

To form an effective motivation system in an organization, certain factors and conditions are required that allow improving the existing concept and methodology for stimulating labor.

Table 10. List of measures to improve labor motivation

Among them:

the presence in the organization of a professionally fit and stable team of employees;

· activities of governing bodies, middle and senior management officials (control subsystem) to form a developed system of motivation in the organization;

The use of established methods of personnel management by the managing subsystem, not only in relation to the managed subsystem (subordinate personnel), but also in relation to itself;

· the existence of a system of motivation aimed at the formation of the primary interest of workers in work (the predominance of hygienic factors);

the presence of objective conditions that justify, allow for positive changes in the existing system of motivation in the organization;

the existence of sustainable traditions and experience in personnel management in the organization;

· implementation of personnel development measures: professional status improvement, training and retraining, etc.

The presence in the organization of a professionally fit and stable team of employees is necessary for the formation of a motivation system with elements of individualization, when each representative of the team becomes known in many ways (based on observational data, certification, conversations, features of performing professional tasks, conducting in a team) and this allows you to choose for him the only true form of motivation for his individual work.

In the case when the organization has a high staff turnover, the formation of an effective motivation system is in question, since the changing conditions of the individual environment in the team do not allow obtaining both stable data about each employee of the organization and formed teams.

In addition, the team, in respect of which a set of measures is planned to improve motivation, should consist of professionally trained employees who adequately respond to the changes being made, under this condition, the changes become economically justified, and an economic effect can be obtained from their implementation.

In organizations where there is no activity of management bodies, middle and senior management officials (management subsystem) to form a developed system of motivation in the organization, there have not even been any attempts to introduce any changes:

Lack of experience in conducting such events;

there are serious problems in the organization of work of personnel;

· there is a certain degree of staff dissatisfaction, which inevitably leads to the growth of informal opposition groups, tension in interpersonal relations and conflicts, a decrease in labor discipline and the efficiency of work performed.

If the management subsystem uses established methods of personnel management only in relation to subordinate personnel, then this leads to an increase in nihilistic moods in the team, frustration, tension in the “boss-subordinate” relationship, and the impossibility of putting into practice effective measures to form the motivation of subordinates.

In addition, the management methods used often themselves need to be corrected, since the use of predominantly administrative personnel management measures, commands, the “encouragement-sanction” method in modern conditions often becomes an ineffective way to increase labor productivity and labor discipline.

The implementation of such methods of personnel management is closely related to the applied system of motivation aimed at the formation of the primary interest of employees in work (the predominance of hygienic factors: working conditions, wages, incentives, etc.). The use of this basic, basic form of motivation, however, is the main one for further improving the process of stimulating labor.

Objective conditions that justify, allow to carry out positive changes in the existing system of motivation in the organization:

presence of changes in external environment organizations that produce the need to increase labor productivity in the organization (orders from a higher authority, requirements for improving labor discipline, new economic conditions, etc.) in this case, orders, instructions;

decision-making in the organization itself, the presence of the necessary will and tools to implement a number of positive changes (development of an appropriate concept, program, awareness of the need for change).

The existence of sustainable traditions and experience in personnel management in a given organization is also necessary condition formation of an effective system of motivation, since in this case such moral and psychological norms as “corporate interests”, “spirit of a single team” are involved. These norms have a positive effect on staff motivation, create additional incentives for a high-quality, responsible attitude to work.

The implementation of personnel development measures: professional development, education and training seems to be the logical conclusion of the “care” of the management subsystem for the organization’s personnel, optimization of behavior and organization of incentives for responsibility and production growth.

Thus, in order to develop specific ways to create an effective system of labor motivation, the organization must have certain conditions.

An analysis of the motivation system for theater personnel showed a widely used motivation factor - wages with numerous allowances, additional payments, compensation and incentive payments, as well as little attention to non-material incentives. To a greater extent, this applies to non-creative personnel. For him, the main criterion of motivation is not met: recognition of the importance of contribution to the common cause.

The theater is a public institution, so the main evaluation of the result is the feedback from theater critics and spectators. It is also determined that this shortcoming cannot be avoided in a standard way: it is hardly possible to force theater critics and spectators to pay attention to and evaluate the work of the administration. In accordance with this, and also taking into account the theater's need for development in terms of strengthening its position in business, it is proposed to differentiate the approach to motivating the creative and administrative departments of the theater.

Since the current system of motivation functions normally in material terms, it is proposed to use non-material methods to form the involvement of the theater management. In particular, use the Corporate Performance Management approach.

Corporate Performance Management technology is an improved version of the Management by Objectives (MBO) method that increases the manageability of an organization. It provides for the complex use of three tools:

Setting goals and assessing their implementation based on key indicators of the organization, departments and employees;

Development and monitoring of compliance with performance standards related to typical actions and operations;

Modeling and evaluation of employees' competencies.

Figure 3.1 - Scheme of Corporate Performance Management technology

Competencies in accordance with the GOST R ISO 9000-2008 standard mean the demonstrated ability to apply knowledge and skills in practice. In other words, competence is not only and not so much knowledge and skills, but behavior and demonstration of application. [Grachev, M.V. Superframes: personnel management in an international corporation, p.11]

The generalized algorithm of the Performance Management methodology is as follows:

1) On the basis of service functions, determine the quantitative and qualitative, individual and team results of the employee's activities.

2) Develop a competency model for the position.

3) Select key indicators - KPI (no more than 7) to evaluate the performance and competencies of the employee in the coming month (quarter).

4) Assess the importance of indicators and determine their weight in the form of numbers from 0 to 1, giving a total of 1.

5) Determine baseline, normative and target levels for each indicator:

Base is an invalid level. This is a kind of "zero" point, from which the countdown of the result begins.

Norm - a level that must necessarily be achieved taking into account the circumstances (for example, the situation on the market), the characteristics and complexity of the work, and the capabilities of the employee.

A goal is an above-standard level to be striven for. It makes sense to set it in order to orient employees to find additional, often hidden, resources and motivate them to achieve outstanding results. However, it is important that the goal is realistic, otherwise the opposite effect is possible, i.e. demotivation.

6) Develop and present to the employee a personal performance table (individual development plan for the coming period
(table 3.1).

Table 3.1 - Personal performance table of an employee

7) Monitor and evaluate the activities and behavior of the employee during the entire period.

8) At the end of the month (quarter), evaluate the actual KPI values, determine the partial results (in percent) and the employee's rating. To do this, partial results (as a percentage) are multiplied by the weight of the corresponding KPIs and added up. If the coefficient is more than 100%, this indicates a person's high performance (above the norm).

9) Show the employee the grades he received for the past period (at the end of the month, quarter).

10) Conduct an interview with the employee, if necessary, make changes to the assessment results. Such an adjustment makes it possible to increase the objectivity of assessments, taking into account additional information received from the employee.

11) Compile a rating list of employees of the organization (subdivision) in accordance with their overall performance. In the future, based on the rating, managers can conduct a comparative analysis of the effectiveness of employees and draw conclusions about the need to train and encourage subordinates.

12) Present the results of the assessment of employees. The personal results of each person are presented to him individually or brought to the attention of the entire staff of the organization (division, group). This allows people to analyze their own performance and creates a motivating effect of intercomparison.

A brief diagram of the Performance Management cycle is shown in Figure 3.2.

Figure 3.2 - Performance Management cycle

Difficulties that may arise when implementing Performance Management:

The problem of staff readiness to implement this technique;

Lack of a common understanding of the competencies of employees;

Demotivation of employees due to a lack of understanding of the introduction of this procedure;

Problems of connection of remuneration with the achieved results;

Problems of interpretation and further use of this technique.

To solve them, it is proposed to train personnel in the technology of this procedure, setting goals and using objective assessment tools.

The competency model should correspond to the real working conditions. To do this, you need to create it using professional software products.

There is a fully functional Information system competency management, which involves building a competency model, assessing the level of competencies in the form of employee competency profiles, job requirements and learning resources. The software product is implemented on the TreeLogy platform.

The main theoretical prerequisites are as follows: at the first stage, a certain abstract competency model is created that describes a system of consistent concepts in a particular subject area and makes it possible to implement a formal mechanism for processing competencies.

The competency model is presented as a tree structure. This model involves the division of competencies into three blocks: knowledge, skills and personal competencies. Further detailing takes place according to the following levels of competencies: competencies section, competency elements, criterion for assessing competencies.

Further detail included consideration of each of the sections of knowledge and skills in five project management processes: familiarization, planning, execution, management and closure. Then each of the processes is subdivided into elements, on average 2-3 elements for each process. Processes, in turn, are evaluated according to several criteria, also 2-3 for each element. The display of the competency tree in the user interface is shown in Figure 3.3.

Figure 3.3 - Competence model in the form of a tree-like hierarchical structure

Based on this model, it is possible to build a competency profile. A competency profile is understood as a set of indicator values ​​according to the criteria of elementary competencies.

One of the features software product is the assessment of the profile of competencies and fixing the results of the assessment of competencies for individual factors. To enter the results of the assessment, a set of forms has been created that allows you to enter data on the state of competencies of an individual employee. Figure 3.4 shows the user interface for capturing the status of job requirements competencies.

The ideology of processing profiles comes down to comparing the competency profile of job requirements with the competency profile of the employee holding this position. Figure 3.5 shows a graphical representation of the competency assessments of individual subjects.

Figure 3.4 - User interface for creating a job profile

Figure 3.5 - comparison of the competencies of job requirements with the competency profile of employees

Through such a comparison, it is possible to determine the compliance of the current state of the employee's competence with the qualification requirements of a particular position.

One of the key positions of theater management is the theater administrator. It will be taken as a basis for the formation of the proposed model. His tasks include the organization of all theatrical activities: from the preparation of the premises to advertising and promotion of the theater.

It is proposed, using the example of a theater administrator, to draw up an individual development plan for the coming period (we will take six months as a planning horizon). This document will perform several roles at once:

A strong motivator (because attention is paid to the activities of a particular employee who will be involved in the process of its planning and execution),

Reasons for evaluation and subsequent reward for real achievements (because it contains areas of attention from the management, specific indicators of the expected result, transparency of the evaluation),

Actually the development plan (because development priorities are set).

An individual development plan must be drawn up by the immediate supervisor with the direct participation of the employee. In addition to the factor of ownership of the procedure, it is also useful in terms of a common understanding by all parties of the terminology used, the meanings of indicators and expectations. You can work on the preparation of the document either individually for the manager, followed by a discussion with the employee, or to make the document together.

The document is a table with a list of key performance results of the theater administrator, as well as the competencies necessary to achieve key performance results. For each indicator/competence, the required level of development for this position is determined. It is proposed to use the following gradation:

0 - the indicator is not achieved / the competence is not present;

1 - the indicator is achieved at the level of up to 50% / the competence is present at the initial level (does not manifest itself);

2 - the indicator is achieved at a level of up to 80% / competence is present at a confident level (sometimes guidance is required);

3 - the indicator is achieved at the level of 100% / the competence is present at an advanced level (management is not required, can teach others).

The table also contains an evaluation column, which determines the actual level of development of indicators / competencies by the employee. This allows him to identify the level of his professional development, identify growth areas and focus on them.

Since this is a development plan, the document not only captures the current state, but also makes it possible to reflect the dynamics of the employee's professional development. The “Development Plan” column defines the currently priority indicators and competencies; the level of development to be achieved, as well as the main activities aimed at this. Thus, the development plan designates not only what, but also how the employee must master for his professional development.

Of course, the employer would like the employee to develop all his weaknesses at the same time. However, this is physically impossible, therefore it is proposed to determine as priorities no more than 7 indicators / competencies for development in a given period. At the end of the period, the stage of implementation of the development plan and its results are recorded. It is desirable to make such an assessment also jointly, because there is an opportunity to discuss the results, get feedback and outline the next movement.

It is convenient in the proposed document that it does not need to be compiled anew each time - it is necessary to work in one version, because. this allows you to see the whole picture of the employee's competence and its dynamics as a whole.

Thus, at the first stage of work on compiling an individual development map for the theater administrator, on the basis of his job description, the key results of the activity were determined:

1. Holding events, incl. visiting and touring, without technical breakdowns.

3. Uninterrupted provision of tickets to consumers.

4. Lack of complaints and comments from consumers.

5. Awareness of schools and preschool educational institutions about theater services.

To achieve these results, the following competencies (competency model) will be required:

1. Corporate (common to all):

1.1. Organization of theatrical production.

1.2. Internal labor regulations.

1.3. Theater repertoire.

2. Managerial:

2.1. Psychology of management and creative work.

2.2. Negotiation.

2.3. Fundamentals of labor legislation.

2.4. Conflictology.

2.5. Business ethics.

3. Expert (vocational):

3.1. Fundamentals of economics and organization of theatrical business.

3.2. Ticket management.

3.3. Rules and norms of labor protection, safety and fire protection.

3.5. Organization and conduct of trade in public places.

3.6. Office work.

3.7. Fundamentals of civil law.

3.8. Presentation skills.

3.9. Working time management.

3.10. Information Technology.

This is the background information for individual plan development of the theater administrator, because contains the entire list of performance indicators and required competencies for its successful implementation.

The above analysis showed that at the moment for the theater its development and promotion in its business is relevant. In this regard, in order to assess the current state and draw up an individual development plan for the theater administrator, indicators and competencies are selected that contribute to the solution of this problem. The planned level of development is also indicated, and the main activities aimed at achieving this goal are described.

In order to be able to clearly track the achievement of development goals by an employee, it is proposed to draw up a Personal Performance Table, where the weight of each indicator and target values ​​in the context of base/norm/goal are determined (table 3.1.2).

An important motivating moment is that the employee is given independent control of his development. It presents development results only at the end of the development period. This contributes to the creation of an atmosphere of trust between the manager and the subordinate, understanding and strengthening the employee's own responsibility for his development.

Table 3.1.2

"Personal performance table of the administrator of RDT "Craftsmen"

Depending on the development results achieved by the employee, the development plan is either adjusted or increased. Here it is also necessary to take into account the factor of current circumstances, because priorities may change over the past period. And most importantly, the system of material incentives should be tied to the results of the implementation of the development plan.

Thus, it turned out visualized and "live" job description with emphasis on currently priority areas of work for the organization, built-in assessment of the current state and identification of ways to achieve. This makes it possible to neutralize one of the biggest shortcomings of the staff motivation system of RDT "Masterovye" - the concentration on creative workers and the lack of tools for recognizing the contribution to the result of the theater of the administrative and management department.

In the future, if necessary, this experience can be extended to all categories of personnel with adaptation to the specifics of the activity. This is important to enhance the motivational effect, because. people tend to compare and compete.

The relevance of the chosen topic is due to the fact that it is necessary to ensure the strengthening of the motivation of the labor activity of personnel on the basis of the formation and development of a system of incentives that encourage modern worker to efficient and productive work. But a simplified approach with an emphasis on material incentives has shown to be ineffective the initial increase in labor efficiency turns into stagnation, which is a big problem in terms of the development of both the individual and society as a whole, since...

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