INTRODUCTION

1. THEORETICAL ASPECTS OF THE MOTIVATION PROCESS

1.1 Essence, content and structure of the motivation process

1.3 Process theories of motivation

2. MOTIVATION AS A WAY TO INCREASE LABOR PRODUCTIVITY AT AN ENTERPRISE

2.1 Features of the formation of personnel labor motives

2.2 The role of personal motives in improving work results

2.3 Ways to increase labor productivity by improving employee motivation to work

CONCLUSION

LIST OF SOURCES AND REFERENCES

INTRODUCTION

The basis of any organization and its main wealth are people. Many organizations, wanting to emphasize their weight and scope of activity, do not talk about the size of their production capacity, production or sales volume, financial potential, etc., but about the number of employees in the organization. In the competition for qualified personnel, HR departments of enterprises have to restructure their work.

A good organization strives to make the most effective use of the potential of its employees, creating all conditions for the fullest performance of employees at work and for the intensive development of their potential. Personnel management includes not only personnel records, but also the development of employee motivation systems, the formation of a corporate culture, and increasing the prestige of the enterprise, and the creation of conditions for attracting new highly qualified specialists.

The management of an organization can develop excellent plans and strategies, find optimal structures and create effective systems for transmitting and processing information, install modern equipment in the organization and use the latest technologies. However, all this will be nullified if the members of the organization do not work properly, if they do not cope with their responsibilities, do not behave appropriately in the team, and strive through their work to help the organization achieve its goals and fulfill its mission.

The relevance of the topic of the course work is manifested in the fact that the path to effective management of a person lies through understanding his motivation. Only by knowing what motivates a person, what motivates him to act, what motives underlie his actions, can we try to develop an effective system of forms and methods of managing a person. To do this, it is necessary to know how certain motives arise or are caused, how and in what ways motives can be put into action, how people are motivated.

This can be most effectively considered using the example of the collective activity of people in an organization, that is, using the example of the motivation of their work activity by the management of the organization.

The object of study is the process of motivating a person to activity.

The subject of the study is a system of motives and incentives aimed at increasing labor productivity.

The purpose of the work is to, based on studying existing theories of motivation and comparing them with practice, identify the main motivational directions for increasing the productivity of enterprise personnel.

Analysis of theoretical and applied sources on the theory of motivation.

Identification of features of the formation of personnel labor motives.

Identification of the connection between various groups of motives and the likelihood of increasing labor productivity.

Research methods:

Analysis and synthesis of theoretical sources and scientific and practical periodicals on the topic;

Interpreting the relationship between motivational theories and practice;

The information base for the work was the developments of domestic and foreign scientists in the field of personnel management. When writing the work, teaching aids and textbooks on management, economic theory, sociology, psychology and management theory, monographs and scientific articles in periodicals were used.

1. THEORETICAL ASPECTS OF THE MOTIVATION PROCESS

1.1 Essence, content and structure of the motivation process

In its most general form, a person’s motivation for activity is understood as a set of driving forces that induce a person to carry out certain actions. These forces are located outside and inside a person and force him to consciously or unconsciously perform certain actions. Moreover, the connection between individual forces and human actions is mediated by a very complex system of interactions, as a result of which different people can react completely differently to the same influences from the same forces. Moreover, a person’s behavior and the actions he takes, in turn, can also influence his reaction to influences, as a result of which both the degree of influence of the influence and the direction of behavior caused by this influence can change. Taking into account the above, we can try to give a more detailed definition of motivation (Fig. 1).

Figure 1 – Relationship between the concepts of motivation

Motivation is a set of internal and external driving forces that encourage a person to act, set the boundaries and forms of activity and give this activity a direction focused on achieving certain goals. The influence of motivation on human behavior depends on many factors, and can largely change individually under the influence of feedback from human activity and motives.

A motive is something that causes a person to act in a certain way. The motive is “inside” a person, has a “personal” character, depends on many factors external and internal to the person, as well as on the action of other motives that arise in parallel with it. Motives are understandable. A person can influence his motives, dampening their action or even eliminating them from his motivational complex. Human behavior is usually determined not by one motive, but by their combination, in which motives can be in a certain relationship to each other according to the degree of their impact on human behavior. Therefore, a person’s motivational structure can be considered as the basis for his implementation of certain actions. The motivational structure of a person has a certain stability. However, it can change, in particular, consciously in the process of raising a person, his education. Motive not only motivates a person to action, but also determines what needs to be done and how this action will be carried out. In particular, if a motive causes actions to eliminate a need, then these actions can be completely different for different people, even if they experience the same need.

Needs are what arise and are located within a person, which are quite common for different people, but at the same time have a certain individual manifestation in each person. Finally, this is something from which a person strives to free himself, since as long as the need exists, it makes itself felt and “demands” its elimination. People may try to eliminate needs, satisfy them, suppress them, or not respond to them in different ways. Needs can arise both consciously and unconsciously. However, not all needs are recognized and consciously eliminated. If a need is not eliminated, this does not mean that it is eliminated forever. Most needs are periodically renewed, although they may change the form of their specific manifestation, as well as the degree of persistence and influence on the person.

Incentives are of great importance in satisfying needs. It is widely believed that incentive is reward. This is not entirely correct, because... the word comes from the Latin stimulus - literally: a pointed stick that was used to prick animals and gladiators in the arena - has just the opposite meaning - coercion. Therefore, it is more correct to say that a stimulus is an incentive to action or a reason for human behavior. Incentives act as levers of influence or carriers of irritation that cause the action of certain motives. Incentives can be individual objects, the actions of other people, promises, carriers of obligations and opportunities, opportunities provided, and much more that can be offered to a person in compensation for his actions or that he would like to receive as a result of certain actions. A person reacts to many stimuli not necessarily consciously. His reaction to certain stimuli may not even be subject to conscious control.

Responses to specific stimuli vary from person to person. Therefore, incentives themselves have no absolute value or meaning unless people respond to them. For example, in conditions of the collapse of the monetary system, when practically nothing can be bought for money, wages and banknotes in general lose their role as incentives and can be used to a very limited extent in managing people. The process of using various incentives to motivate people is called the incentive process. Incentives come in various forms. In management practice, one of its most common forms is material incentives. The role of this stimulation process is extremely important. However, it is very important to take into account the situation in which material incentives are provided and try to avoid exaggerating its capabilities, since a person has a very complex and ambiguous system of needs, interests, priorities and goals.

Stimulation is fundamentally different from motivation. The essence of this difference is that stimulation is one of the means by which motivation can be achieved. At the same time, the higher the level of development of relations in an organization, the less often incentives are used as a means of managing people. This is due to the fact that education and training as one of the methods of motivating people lead to the fact that members of the organization themselves show an interested participation in the affairs of the organization, carrying out the necessary actions, without waiting or without receiving the corresponding stimulating effect at all. If you look at what motivation influences in human activity, it turns out that these are the following characteristics of activity: effort; diligence; persistence; integrity; directionality

One of the characteristics of activity that is influenced by motivation is the persistence to continue and develop what has been started. This is a very important characteristic of activity, since there are often people who quickly lose interest in the business they have started. And even if they had very good performance in the beginning, loss of interest and lack of persistence can cause them to reduce their efforts and try less, performing their role at a level significantly lower than their capabilities. Lack of persistence also has a negative impact on getting things done. An employee may come up with great ideas and do nothing to implement them, which in practice will result in lost opportunities for the organization.

Introduction……………………………………………………………………………….2.

1.Development of a motivation system

1.1 The concept of motive, motivational structure, incentives. Fundamental

difference between motivation and stimulation………………………………………………………....3.

1.2 Initial theories of motivation……………………………………………………..4.

2.Modern theories of motivation……………………………………………………………..5.

2.2 Process theories of motivation……………………………………………………..8.

3. Forms and methods of economic incentives for labor

at Japanese enterprises……………………………………………………………………...10.

4.1 Salary and “bonuses”………………………………………………………………………………10.

4.2 One-time benefits……………………………………………………………….12.

4.3 Severance pay………………………………………………………………………………….12.

4.4 Profit sharing………………………………………………………………………………………...13.

4. The theory of labor motivation in the West………………………………………………………….13.

5.Analysis of the economic activities of the Metropol Hotel…………………..15.

1 6.Analysis of the existing system of motivation and incentives for personnel in

Hotel Metropol……………………………………………………………...19.

2 7. Proposals for improving the system for increasing motivation

3 personnel and their effectiveness……………………………………………………...21.

8. Economic and social effectiveness of motivation……………………….24.

Applications………………………………………………………………………………...27.

Conclusion…………………………………………………………………………………28.

References…………………………………………………………………………………..28.

Introduction.

The current stage of the transition from command-administrative to market

economy requires changes in all areas of economic activity,

transition mainly to new, more effective management methods.

This, naturally, raises the problem of organizing production in a special way,

imposes qualitatively new requirements on the personnel management process.

Obviously, the task of a manager at all levels of management is

achieving the organization's goals. To connect people to the solution

one or another task, you need to know and understand well what motivates a person,

what motivates him to action and what he strives for when performing a certain

All people work for something. Some strive for money, others

- for fame, others - for power, others simply love their work. These and

many other circumstances that motivate a person to be active,

are called motives, and their application is called motivation.

Reasons that make a person give his best to work

efforts are difficult to define, they are very diverse and complex. Various

internal and external forces cause different people to have different

reaction. Some people do easy work and are dissatisfied, while others

do hard work and get satisfaction. What needs to be done in order to

so that people work better and more productively? How can you

make your work more attractive? What makes a person want to work?

These and similar questions are always relevant in any area of ​​business. Management

organization can develop excellent plans and strategies, establish

the most modern equipment, using the best technologies.

However, all this can be nullified if the members of the organization do not

work properly unless they do their jobs well

responsibilities, will not behave appropriately in the team,

strive through their work to help the organization achieve its goals.

Mechanical forced labor cannot produce positive results,

but it does not follow from this that a person cannot be effectively controlled. If

understand well what motivates a person, what motivates him to action and to

what he strives for by performing certain work, management can be built

person in such a way that he himself will strive to fulfill his

responsibilities in the best and most effective manner.

The reasons that determine a person’s participation in work are

his desire, capabilities and qualifications, but especially motivation

(motivation). The process of motivation involves needs and motives.

Needs are internal motivations for action. The process itself

motivation ends with the development of a motive that determines the readiness of the individual

implement the labor process with varying efficiency. Within

motivation itself, in addition to needs, values ​​also participate

orientation, beliefs, views. Motivation is not really observable

in fact, this is a constructed concept, i.e. motivation is not allowed

directly observe or determine empirically. About her maybe

be concluded only on the basis of behavior or statements

observed people.

The path to effective management of a person lies through understanding him

motivation. Only knowing what motivates a person, what motivates him to

activity, what motives underlie his actions, you can try

develop an effective system of forms and methods for managing it. For this

it is necessary to know what motives underlie human actions, how

certain motives arise or are caused, how motives can be

put into action, how people are motivated, and in

At the conclusion of my work I will answer how motivation affects productivity

labor. This work is devoted to these questions.

1. Development of a motivation system.

1.1.The concept of motive, motivational structure, incentives. Fundamental

difference between motivation and stimulation.

Effective management is impossible without understanding motives and needs

people to the correct use of incentives to work.

Motives ("motif" - French. Incentive reason, reason for this or that

action) is a set of mental driving causes that determine

behavior, action and activities of people. The motives are based

needs, interests, inclinations and beliefs. Motive not only motivates

person to action, but also determines how this action will be

accomplished. Understanding motives allows a manager to realize

subjective driving reasons that guide a person in his

activities.

Human behavior is determined not by one motive, but by their combination, in

in which motives can be in a certain relationship to each other according to

the degree of their influence on human behavior. Condition of various

motives that determine people's behavior forms its motivational

structure. It is individual for each person and is determined by

many factors: level of well-being, social status,

qualifications, position, value orientations, etc. Motivational

The structure of an individual person has a certain stability. However

it can change, in particular, consciously in the process of education

person and his education.

A manager, knowing what motives underlie the actions of his subordinates,

may try to develop an effective system of forms and methods

human management.

Motivation is the core and basis of human management.

Motivation is the process of influencing a person in order to motivate

him to certain actions by awakening in him certain

Irritation of motives occurs under the attention of stimuli (stimulus - lat.

A sharpened stick used to drive animals in Rome). Incentives fulfill

the role of levers of influence or carriers of “irritation” that cause action

certain motives. The incentives are what the person wanted

would be obtained as a result of certain actions. There are 4 main types

incentives: coercion, material, moral encouragement and

self-affirmation.

The process of using various incentives to motivate people

called stimulation.

Stimulation is fundamentally different from motivation, but how

As a rule, not all economists point out this difference. The essence of this

the differences are that stimulation is one of the methods

motivation. The concept of incentives is based on the use of incentives

as external influences on a person to coordinate his activities

(for example, punishment, rewards, promotions and

etc.). In addition to stimulation, motivation includes such efforts of the manager,

which are aimed at forming a certain motivational structure

employee. The manager develops and strengthens the positive motives of employees

and weakens unwanted ones. With the help of educational and general education

work, he organizes such a motivational structure of workers, which in

further does not require additional stimulation.

Thus, the use of education and training as one of the methods

motivating people leads to the members themselves showing

interest in the affairs of the organization without receiving the corresponding

stimulating effect. Moreover, the higher the level of development of relations

in an organization, the less often it is used as a means of managing people

stimulation.

1.2. Initial theories of motivation.

The theory of motivation began to be actively developed in the twentieth century, although many

motives, incentives and needs have been known since ancient times. Currently

There are several theories of motivation:

Initial;

Procedural.

Initial theories of motivation are formed based on the analysis

historical account of people and the application of simple coercive incentives,

material and moral encouragement.

1.2.1. The most famous and widely used is still

"carrot and stick" policies. The “whip” used to be fear most often

death penalty or expulsion from the country for failure to comply with the king’s instructions,

king or prince, and the “carrot” was wealth (“half the kingdom”) or

relationship with the ruler ("princess").

This theory of motivation has been widely used in fairy tales and legends. She

preferable only in some situations, although some elements of it

are also suitable for managing organizations.

In relation to business management for the first time

the problem of motives and incentives was posed by Adam Smith, who

believed that people are controlled by selfish motives, constant and

the ineradicable desire of people to improve their financial situation. But

A. Smith meant, first of all, the motivation of the entrepreneur, so

concerns the motivation of workers, participants in the production process, then it

A. Smith was not interested at all.

This gap was filled by the American theorist F.W. Taylor. He

asserted: “The coercive power of the administrator is the main engine

production and the main motivation to work." Everyone strives to work

less, but get more, to which the entrepreneur must respond

“pay less and demand more” policy.

Although the development of public consciousness has shown the inconsistency

of this method, some of its provisions are reflected in

motivational model "X", "Y", "Z".

1.2.2. Theory "X" was originally developed by F. Taylor and then

developed and supplemented by D. McGregor, who added theory “Y” to it.

The "Z" theory was proposed much later, in the 80s. V. Ouchi

(model of human behavior and motivation).

Each theory describes certain groups of workers in

enterprise.

Theory X describes backward, bad workers who have a dislike for

work. Therefore, it is natural to use as the main

the incentive is coercion, and the auxiliary one is material incentives.

The theory “U” model reflects the advanced, creatively active part

society. Incentives to work are reflected in the following order:

recognition, moral, material encouragement, coercion. It's obvious that

the proportion of these workers is small.

Theory "Z" describes a good employee who prefers to work in

group, and having long-term goals. Incentives

incentives for such workers to work are effective in such

sequences: material encouragement, moral encouragement,

recognition, coercion.

Thus, workers described by theories "X", "Y", "Z" form

different groups of people who are guided by different motives

behavior. All types of people are represented in an enterprise, and the application of that

or another concept of motivation is determined by the proportion of employees

specific type in the group.

The original theories of motivation determined the direction of further

development of theories of motivation.

2. Modern theories of motivation.

Theories of motivation today are presented in a wide range. Economists

They are divided into 2 types:

Process theories of motivation.

The name of the theory, although they differ on a number of issues, are not

mutually exclusive. There is no one best way to motivate a person.

way. The application of a particular concept is situational in nature. That

what turns out to be best for motivating some people turns out to be absolutely

unsuitable for others.

These theories analyze the factors that influence motivation. They

describe the structure of needs, their content and how data

needs are related to a person's motivation. The most famous theories

the motivations of this group are: Maslow's pyramid, acquired theory

McClelland's needs, Alderfer's ERG theory, factor theory

Herzberg.

2.1.1. According to Maslow's hierarchy of needs theory, people

constantly experience different needs that can be combined into

groups that are in a hierarchical relationship to each other. Group data

Maslow presented needs in the form of a pyramid (see Appendix Fig. 1).

The first level of needs Malou classified as physiological, satisfaction

which provides a person with basic survival - food, shelter,

rest, etc. This requires a minimum wage and

tolerable working conditions.

The second level included security needs and

confidence in the future, satisfied with the help of wages,

exceeding the minimum level, which already allows you to purchase

insurance policy, make contributions to the pension fund, as well as through work in

a reliable organization that provides employees with certain social benefits

guarantees. without satisfying the first and second levels, which can be

At the third level, Maslow placed social needs for support with

side of others, recognition of a person’s merits, belonging to one or another

another community. To satisfy them, his participation in the group is necessary.

work, collective creativity, attention from the manager, respect

comrades.

The fourth level is formed by the needs for self-affirmation, recognition from

sides of others. They are satisfied by acquiring competence,

recognition.

Finally, at the fifth level of Maslow’s hierarchy, he placed the needs for

self-expression, realization of one’s potential, and

relatively regardless of your confession. To meet such

needs, a person should have maximum freedom of creativity, choice

means and methods for solving the problems they face.

There are a number of weaknesses in Maslow's concept. He did not take into account the influence

which situational factors exert according to need; insisted on tough

sequences when moving from one level of needs to another

only in the bottom-up direction; believed that meeting needs

the upper group leads to a weakening of their impact on motivation.

In a number of cases, the provisions of Maslow's theory are disputed by other proponents

where Maslow’s external levels of needs are presented, and without

hierarchy.

2.1.2. McKelland's theory of acquired needs describes

needs that are acquired, that are acquired,

that develop through learning and life experience and have a significant impact

achievement, participation and domination.

The need for achievement manifests itself as a person’s desire to achieve

goals more effectively than before. What will people have to do with it?

work effectively only if the goals are realistically achievable and

results are guaranteed. In addition, the manager needs

take into account that the goals set by the employee independently are achieved with

more activity.

The need for complicity manifests itself in the form of a desire for friendly

relationships with others. People with a high degree of this need want

gain approval and support from others, are concerned about how

others think about them. To successfully organize the work of such members

collective it is necessary to create conditions that allow them to regularly receive

information about the reactions of others to their actions and provide them with

the opportunity to actively interact with a wide range of people.

The need to dominate manifests itself in the desire to control resources and

processes. Persons with a high level of this need can be divided into

2 groups. The first group consists of those who strive for power for its own sake.

authorities. They are attracted by the opportunity to command others, and their interests

For them, organizations often fade into the background and lose meaning. To the second

group includes those individuals who strive for power for the sake of solving

organizational tasks and responsible leadership work. IN

In this case, power is a means of achieving the goals of the organization.

McKelland believes that of the three considered in his concept

needs (achievement, participation and dominance) for manager success

The need for power of the second type is of greatest importance. Generally,

The presence of this need in a manager will lead to the success of the entire organization.

The needs of achievement, participation, power, considered by Mac-

Kelland have varying degrees of influence on human motivation. IN

depending on the ratio of these needs in

motivational structure of a person, the manager chooses one or another concept

motivation.

2.1.3. A relatively new concept within the framework of a substantive approach to

motivation is considered to be Alderfer's ERG theory. Unlike the hierarchy

Existence,

Firstly, these are the needs of existence, approximately corresponding to two

lower needs groups of Maslow's pyramid.

Secondly, communication needs aimed at maintaining contacts

recognition, self-affirmation, gaining support, group security,

covering the third, as well as partially the second and fourth stages.

Thirdly, growth needs, expressed in a person’s desire for

recognition and self-affirmation are basically equivalent to the top two steps

Maslow's pyramids.

Like Maslow, Alderfer views needs in terms of a hierarchy,

however, unlike him, he considers it possible to move from one level to

to another in different directions. If the need is not met

the upper level increases the degree of action of the needs of the lower

level, which shifts a person’s attention to this level. Thus,

There is both top-down and bottom-up movement.

Alderfer calls the process of moving up the levels of needs

process of frustration i.e. defeat in the effort to satisfy a need.

Alderfer's theory is useful for management practice because it

opens up prospects for the manager to find effective forms of motivation,

corresponding to a lower level of needs, if it is not possible

create conditions to meet higher-level needs.

2.1.4. Another concept within the content approach is

Herzberg's two factor theory. Based on his model, Herzberg proposed 2

“schools”, where the change in the state of need was shown:

1 school - from satisfaction to lack of satisfaction;

School 2 - from no dissatisfaction to dissatisfaction.

Herzberg divided the needs themselves into 2 groups:

1. motivational factors (or satisfaction factors) - this is achievement,

recognition, responsibility, promotion, work in itself, opportunity

2. “hygienic” factors (or working conditions factors) are wages

pay, workplace safety, status, rules, routine and routine

work, quality of control by management, relationship with colleagues and

subordinates.

According to Herzberg's theory, improving working conditions will not motivate

workers. Herzberg explains that if we really want

stimulate people, you need to think about the rewards associated with

recognition, achievements and personal professional growth, because

providing only hygiene factors will simply eliminate

dissatisfaction and not doing anything to motivate employees to

in a positive way.

Thus, we can conclude that the process of “dissatisfaction -

absence of dissatisfaction" is determined by the influence of hygienic

factor (see Appendix Fig. 2a).

In order to motivate employees, the manager must

ensure the presence of motivating factors. The process of "dissatisfaction -

absence of dissatisfaction" is mainly influenced by these

factors. Thus, the presence of motivational factors has

stimulating effect on labor productivity. In the same time

the absence of these factors does not become a demotivating moment.

Based on the above concept, I conclude that if you have

employees feeling dissatisfied, the manager should pay attention

on "hygiene" factors that cause dissatisfaction, and do

all to eliminate this dissatisfaction. "After

a state of absence of dissatisfaction has been achieved to motivate employees

with the help of working conditions factors is a practically useless matter." Therefore

to stimulate employee activity, the manager must concentrate

attention to the activation of motivating factors.

As you can see, there is no single approach to explaining human motivation.

Although the theories of McClelland, Alderfer and Herzberg consider motivation from

different points of view, all of them, as a rule, are based on Maslow’s theory,

which gives a general idea of ​​the content of motivation.

The main drawback of all theories of the content concept is that

that they pay attention to the analysis of factors that explain motivation, but not

consider the mechanism of its activity. This disadvantage has been overcome

2.2. Process theories of motivation.

Theories of motivation that consider the dynamics of interaction between various

motives, i.e. how human behavior is initiated and directed

called theories of the motivation process. These theories provide insight into how

the process of motivation is being built and how you can motivate people to

achieving the desired results. There are three main procedural theories

motivation: V. Vroom, Adams and E. Lock, as well as uniting all concepts

Porter-Lawler model.

2.2.1. Vroom's expectancy theory is based on what a person hopes for

satisfaction of their needs, and in accordance with the expected

result, plans the level of effort expended.

In his concept, Vroom tried to explain why a person does this or that

different choice when faced with multiple possibilities, and how much he is ready

expend effort to achieve results.

People's beliefs about the extent to which their actions will lead to

certain results are called expectations. It is determined

based on an analysis of the situation, knowledge, experience, intuition, ability to evaluate

situation and its capabilities and has a significant impact on

human activity and his desire to achieve his goal.

Since the expectation is a probable category, its numerical

the characteristic varies in the range from 0 to 1.

V.Vroom identifies two types of waiting:

a) the person’s expectations that the planned level of effort expended

will lead to achieving the desired result. We received such expectations

the name of waiting for results. In this case, Vroom emphasizes

relationship: labor costs - results (3-P) [see. formula 1].

b) expectation of fair reward for the achieved level

results. The relationship between results and rewards is emphasized here.

(R-13) [see formula 1].

In addition, to explain motivation to work, expectancy theory introduces

concept of valence. Valence is satisfaction or

dissatisfaction with remuneration, assessment of the value of remuneration. If

attitude towards reward is negative, then valence is negative; If

the reward has value – is positive; if it’s indifferent -

V. Vroom argues that the final assessment that determines motivation

person, integrates estimates of the probability that, firstly,

the employee will be able to cope with the task (expectation of results (Z

- R)); secondly, that his success will be noticed by the leader and the proper

way rewarded (expectation of fair reward (R - B)) and, in-

third, the assessment of possible reward (valence). In accordance with

with this Egorshin derives the formula:

Motivation = (G – R) * (R – V) * valence

Formula 1: Vroom's model of motivation.

Assessing the theory of expectation, Egorshin in his book “Personnel Management”

emphasizes that “if the significance of any of the three factors for determining

there will be little motivation, then motivation will be weak.”

Based on formula 1, I conclude that the degree of motivation

people needed to solve organizational problems will be created

by ensuring a sufficiently high level of expectations and non-negative

valence, that is, subordinates must realize that their efforts depend

certain results of work, followed by reward.

2.2.2. Another concept within the process approach is the theory

significantly influences the fairness of the assessment of its current activities

and its results both in comparison with previous periods, and, most importantly,

the main thing is with the achievements of other people.

A person subjectively determines the relationship of the result obtained or

reward to the effort expended, and then relates it to

rewarding other people doing similar work. According to

Adams, each subject always mentally evaluates the attitude:

Individual income Income of other persons

__________________________ = _____________________

Individual costs Costs of others

If, as a result of comparisons, he concludes that there are no violations, then

motivating factors are functioning normally; if they are found, then

demotivation of the individual occurs, resulting in labor efficiency

goes down and the person begins to “restore justice” -

reduce business activity, demand higher wages and

improvement of working conditions, career advancement, etc. At the same time, if

people are overpaid, for the most part they are not inclined to change their behavior.

The theory of justice allows us to draw several important conclusions for

people management practices. A leader must not only strive to be

fair, create an atmosphere of equality, but it is also good to know whether they consider

employees that remuneration is based on an equal and fair basis.

2.2.3. The theory of goal setting also belongs to the process approach.

E.Loka. The theory assumes that people are subjective to varying degrees

perceive the organization's goal as their own and strive for it

achievement, receiving satisfaction from fulfilling the requirements required for this

work. Moreover, its effectiveness is largely determined by such

characteristics of goals such as commitment to them, their acceptability, complexity

If the goals are real, then the higher they are, the greater the results achieved

a person in the process of achieving them; otherwise the goals cease to exist

means of motivation. Clarity and clarity lead to great results.

certainty of goals, clarity and specificity in their setting. At the same

time, their vagueness and amorphous nature causes a dispersion of efforts, and therefore

corresponding result. The more committed he is to them, the more persistent he will be

follow them, despite complexity, specificity and other obstacles.

Close in spirit to the theory of goal setting is the concept of participative

management, based on the fact that a person receives satisfaction from

participation in the affairs of the organization and, as a result, not only works with increased

efficiency, but also maximizes his abilities. Within

participatory management, employees receive the right to independently

make decisions regarding the means and methods of fulfilling the assigned

tasks before them, they are involved in consulting on special issues;

gain the opportunity to independently control their work.

2.2.4. L. Porter and E. Lawler developed a complex procedural theory

motivation, including elements of expectancy and justice theories. Theory

Porter-Lawler is based on the assumption that the work itself is

source of satisfaction of needs, but at the same time emphasizes the importance

rewards for work as an element of motivation.

The theory of expectancy, justice, goal setting and Porter's model -

Lawler explain how people should be influenced to encourage

them to effective work; give managers the key to building effective

systems for motivating people.

The theories presented allow us to conclude that there is no

or a canonized teaching that explains what underlies motivation

person and how it is determined.

Despite the fundamental differences, all four theories have something in common:

allowing us to draw certain conclusions to create an effective system

motivation.

4.Forms and methods of economic stimulation

labor in Japanese enterprises.

One of the factors for the successful development of the Japanese economy is

effective labor incentive system. She integrates well

well-thought-out and strictly used (especially on large and largest

enterprises) forms and methods of increasing the labor activity of personnel,

which by their nature are divided into two closely related

are groups of economic and psychological incentives.

4.1 Salary and “bonuses”

The main economic incentive to increase labor activity

workers is wages. Delay in her payment in Japanese

enterprises is excluded. Until the second half of the 80s at the average level

wages in Japan noticeably lagged behind leading Western countries, but

in the mid-90s the situation changed radically and Japan therefore

indicator became a world leader (Table 1).

Table 1

Hourly wage

in the manufacturing industry

developed countries

(in US dollars at official exchange rates)[i]

|Country |1987 |1997 |

|Japan |10.41 |22.70 |

|USA |9.91 |12.06 |

|Germany |9.75 |15.17 |

|England |6.93 |9.69 |

|France |6.82 |9.12 |

This picture is typical not only for the manufacturing industry,

but also other sectors of the economy. The main reason for such a serious shift is

successful development of Japan and its transformation into a second economic power

peace. The long-term struggle of trade unions for

improvement of working conditions, which for many years was carried out under the slogan

"wages are at the level of Western European countries."

Against the backdrop of a significant overall increase in the average wage level

fees in recent years, its growth is especially noticeable at large enterprises,

which is associated with a higher level of their profits and competitiveness.

The traditional principle - the larger the enterprise, the higher the wages -

continues to operate today (Table 2).

table 2

Average monthly nominal wage in Japan

industry depending on the size of the enterprise (in thousands of yen)

|Years |Enterprises with number of employees, people|

| |more than 500 |100-449 |5-25 |

|1993 |462,1 |374,1 |271,0 |

|1994 |476,3 |381,5 |287,8 |

|1995 |482,8 |391,1 |294,6 |

|1996 |482,7 |398,2 |294,8 |

|1997 |488,8 |410,0 |298,7 |

By the mid-90s, the average monthly salary in large

enterprises reached almost 500 thousand yen. To represent the real

value of this amount, we present the average prices for some food products and

consumer goods in Tokyo - one of the most expensive cities in the world. So,

in 1997, the price of 1 kg of high-quality rice was 572 yen, white

bread - 404, tuna - 4,850, beef - 3,920, butter - 1,650,

potatoes - 280, apples - 532 yen, etc. Prices for items first

necessities were also distinguished by relative moderation. Men's autumn-

a winter suit, for example, cost about 42 thousand yen, a women's suit - 26 thousand,

men's leather boots - 12 thousand, women's - 9 thousand yen. Quite accessible and

durable goods: refrigerators -240 thousand yen, washing

cars - about 40 thousand, air conditioners - 160 thousand, color TVs - 60

thousand yen In addition to the basic salary, employees twice a year (in summer and

winter) receive cash bonuses (“bonuses”), the amount of which depends on

company performance results. The "bonus" system is not widely practiced

only large firms, but many medium-sized ones and even some small ones

Relevance research:

The issue of the effectiveness of motivation to work for employees of modern companies is relevant today. This judgment can be determined by the fact that the effective motivation of enterprise employees is defined as one of the most important components of a successful and competitive modern organization.

The key issue in the sociology of management is the effective management of the organization's resources, which ensures the achievement of the necessary results in achieving the company's goals. Nowadays, the main position is considered to be that the main resource of any enterprise is its personnel; following this concept, adjusting the management of the company’s human potential to improve its efficient operation plays an important role. One of the main parameters of human capital is the degree of its motivation for fruitful work, and the management of this parameter has a decisive impact on the planning of personnel work, because it is generally accepted that the motivation of an employee is strongly dependent on his effective work.

It is no secret that it is in the interests of the management of the enterprise to encourage its subordinates to work as intensively as possible, because then the hard work of the staff will ensure the implementation of the production process within the framework of the planned plan. That is why a special attitude to the issue of effective motivation as a management function is necessary on the part of the company’s management. The process of constructing or recreating an organizational management structure is closely related to the creation of employee management systems, as well as control and information support, and individuals are considered as the main source of the progressive development of the company.

Motivation is a special type of activity aimed at activating the organization’s employees, both as a whole and each subordinate, and also sets them up for effective work to achieve the goals of the enterprise. The success of a leader lies in his recognition of the fact that it is the person who is the most important driver of the organization towards its success.

The function of personnel motivation at the empirical level of management is to encourage employees to carry out their part of the work as efficiently as possible in accordance with the rights and responsibilities entrusted to the personnel by management.

Motivation of employees at an enterprise plays a significant role and is considered the main bearer of employee interests. The motivation of workers to work must be stimulated and the role of incentives can be played by both certain objects or actions of other specific individuals, and other incentives that can be presented to the employee as compensation for his effective increase in labor efforts.

Motivation plays a key role in increasing the performance of staff, as well as in achieving the success of the enterprise. Understanding the structure and value of motives of different categories of personnel makes it possible to avoid most miscalculations in management and create the necessary conditions for unleashing creative potential for any specific subject of the production process.

Degree of scientific development of the problem:

The general theoretical basis of the topic under study has been developed in great detail both in social, economic, and psychological scientific thought. Almost all major researchers in all of these areas of knowledge, in one way or another, have addressed the issues of developing motivation in employees to work effectively, while studying the reasons that encourage individuals to work hard for the benefit of the goals of the organization in which they work.

To work on the thesis, a considerable amount of social, economic, psychological, as well as sociological research materials on the problem under study were used.

The theoretical basis for modern research in the area of ​​work motivation is provided by such works of foreign thinkers as A. Maslow’s theory of needs; K. Alderfer's theory of connection, growth and existence, described in his work "Motivation and Personality"; the theory of two factors by F. Herzberg in his work “Work Motivation”, the theory of acquired needs by D. McClelland, revealed in his work “Human Motivation”; as well as the theory of expectations of V. Vroom in his work “Motivation in Management”.

Russian scientists Ilyin E.P., Pechnikov A.N., Vartanova I.I. studied the nature of human motives, proposing several main types, such as: professional, pragmatic, cognitive, social and self-realization motives.

Famous psychologist P.M. Jacobson also offers his own type of motives, which he called “negative”, which work on the principle of “choose the lesser of two evils”7.

The work also involved the works of such Russian scientists as Reznik S.D., Igoshina I.A., as well as Kukhorev K.M., who dealt with issues of the effectiveness of the motivation system8.

In addition to theoretical material, there is a large number of different sociological studies on the topic of work motivation of workers, individuals looking for work, as well as the expectations of employers themselves. This is due to the increasing relevance in our time of issues of socio-economic development of our country as a whole, as well as its individual regions. Hence the growing interest in fundamental works devoted to work motivation, and hence the increase in the number of publications on this topic. The sources of such research can be: VTsIOM surveys, the research center of the recruiting portal SuperJob, as well as the scientific electronic library CyberLeninka.

An analysis of modern knowledge about the systems of employee motivation for the most effective work has shown that in modern economic, sociological and even psychological scientific and practical knowledge there is no ideal model of work motivation. The problem of developing motivation to work remains relevant to this day.

Object of study:

The object of this study is the principles and methods of motivating employees, as well as the system of material and non-material incentives that are offered by popular economic and sociological theories.

Item:

The subject of the study is the influence of motivation on staff productivity.

Purpose of the study:

The purpose of this work is to study the features of the formation of labor motivation in the labor market in a modern market economy.

Objectives of the research:

To achieve the goal described above, it is necessary to conduct a meaningful analysis of the essence of the concept of “work motivation”, as well as solve the following problems:

1. study the theoretical basis of works on the problem of work motivation;

2. analyze already conducted sociological studies of the problem of labor motivation of personnel in modern enterprises;

3. study the socio-economic and socio-psychological systems of labor motivation;

4. conduct an independent study on the topic “the degree of satisfaction of sales and operational personnel with their work in the organization of OJSC TD TSUM”;

5. based on the results of independent research, analyze the current effectiveness of the motivational system, as well as its shortcomings;

Research hypothesis:

At the current level of development of sociological and economic sciences, it is possible to apply a theory of personnel motivation that could ensure a high degree of labor efficiency for employees in the lower position hierarchy of the organization with a low rate of movement up the career ladder.

Methodological and theoretical basis of the study:

The subject of research of this thesis is interdisciplinary in nature, which determines the specific set of methods used to analyze the problem under study.

The systematic approach is the methodological basis of the thesis research, which allows us to systematize the scientific and empirical view of various scientists on the problem of motivating individuals to effectively

labor included in organizational labor activity. This approach also allows us to consider the motivation system in the interaction of its material and intangible components.

A number of provisions of the thesis are considered using the methodology and methods of related disciplines - sociology, economics and psychology.

When analyzing empirical data in the qualifying work, sociological methods were used - questioning in the practical part of the diploma and the method of comparison and analysis of already conducted studies, discussed in the second chapter of the work.

Information base of work:

An extensive literature base was used in preparing the work. It includes textbooks by sociologists and economists on the topic of the problem being studied, covering the main provisions on modern methods of motivating and stimulating the work of workers, sociological studies reflecting statistical and analytical data provided by research centers such as VTsIOM, the SuperJob research center. The work also used expert assessments and scientific articles by Russian sociologists and economists, published in the CyberLeninka scientific electronic library.

Ulyanovsk State Technical University.

College of Economics and Informatics.

Specialty 0602.

COURSE WORK

Discipline: Management.

Work theme: Motivation and its impact on labor productivity.

Student. Shmigirin Pavel Nikolaevich 238-04 M 138 D.

____________ ___________ (Komoltsev S.V.)

(date) (signature)

Date of defense____________ Rating___________

Novospasskoe 2005.

Introduction……………………………………………………………………………….2.

1.Development of a motivation system

1.1 The concept of motive, motivational structure, incentives. The fundamental difference between motivation and stimulation…………………………………………………………....3.

1.2 Initial theories of motivation……………………………………………………..4.

2.Modern theories of motivation……………………………………………………………..5.

2.2 Process theories of motivation……………………………………………………..8.

3. Forms and methods of economic incentives for labor

at Japanese enterprises……………………………………………………………………...10.

4.1 Salary and “bonuses”………………………………………………………………………………10.

4.2 One-time benefits……………………………………………………………….12.

4.3 Severance pay………………………………………………………………………………….12.

4.4 Profit sharing………………………………………………………………………………………...13.

4. The theory of labor motivation in the West………………………………………………………….13.

5.Analysis of the economic activities of the Metropol Hotel…………………..15.

6.Analysis of the existing system of motivation and incentives for staff at the Metropol Hotel………………………………………………………………...19.

7. Proposals for improving the system for increasing motivation

personnel and their effectiveness……………………………………………………...21.

8. Economic and social effectiveness of motivation……………………….24.

Applications………………………………………………………………………………...27.

Conclusion…………………………………………………………………………………28.

References…………………………………………………………………………………..28.

Introduction.

The current stage of transition from a command-administrative to a market economy requires changes in all areas of economic activity, a transition mainly to new, more effective management methods. This, naturally, poses the problem of organizing production in a special way and imposes qualitatively new requirements on the personnel management process.

Obviously, the task of a manager at all levels of management is to achieve the goals of the organization. In order to involve a person in solving a particular problem, you need to know and understand well what motivates a person, what prompts him to act and what he strives for when performing a certain job.

All people work for something. Some strive for money, others for fame, others for power, and others simply love their work. These and many other circumstances that motivate a person to be active are called motives, and their application is called motivation.

The reasons that force a person to give maximum effort to work are difficult to determine; they are very diverse and complex. Various internal and external forces cause different people to react in different ways. Some people do easy work and are dissatisfied, while others do difficult work and are satisfied. What needs to be done to ensure that people work better and more productively? How can you make your work more attractive? What makes a person want to work? These and similar questions are always relevant in any area of ​​business. The management of an organization can develop excellent plans and strategies, install the most modern equipment, and use the best technologies. However, all this can be nullified if the members of the organization do not work properly, if they do not cope well with their responsibilities, do not behave appropriately in the team, and strive through their work to help the organization achieve its goals. Mechanical coercion to work cannot produce positive results, but this does not mean that a person cannot be effectively managed. If you understand well what motivates a person, what motivates him to act and what he strives for when performing a certain job, it is possible to manage a person in such a way that he himself will strive to perform his duties in the best possible way and most effectively.

The reasons that determine a person’s participation in work are his desire, capabilities and qualifications, but especially motivation (motivation). The process of motivation involves needs and motives. Needs are internal motivations for action. The process of motivation itself ends with the development of a motive that determines the individual’s readiness to implement the labor process with varying efficiency. Within the framework of motivation itself, in addition to needs, value orientation, beliefs, and views also participate. Motivation is not a really observable fact, it is a constructed concept, i.e. motivation cannot be directly observed or empirically determined. A conclusion can be made about it only on the basis of the behavior or statements of observed people.

The path to effective management of a person lies through understanding his motivation. Only by knowing what motivates a person, what motivates him to act, what motives underlie his actions, can we try to develop an effective system of forms and methods for managing him. To do this, you need to know what motives underlie human actions, how certain motives arise or are caused, how motives can be put into action, how people are motivated, and in the conclusion of my work I will answer how motivation affects labor productivity. This work is devoted to these questions.

1. Development of a motivation system.

1.1.The concept of motive, motivational structure, incentives. The fundamental difference between motivation and stimulation.

Effective management is impossible without understanding the motives and needs of a person for the correct use of incentives to work.

Motives ("motif" - French. Incentive reason, reason for a particular action) are a set of mental driving reasons that determine the behavior, action and activity of people. Motives are based on needs, interests, inclinations and beliefs. Motive not only motivates a person to action, but also determines how this action will be carried out. Understanding motives allows a manager to understand the subjective driving reasons that guide a person in his activities.

Human behavior is determined not by one motive, but by their combination, in which motives can be in a certain relationship to each other according to the degree of their impact on human behavior. The state of various motives that determine people's behavior forms its motivational structure. It is individual for each person and is determined by many factors: level of well-being, social status, qualifications, position, value orientations, etc. The motivational structure of an individual has a certain stability. However, it can change, in particular, consciously in the process of raising a person, his education.

A manager, knowing what motives underlie the actions of his subordinates, can try to develop an effective system of forms and methods of managing a person.

Motivation is the core and basis of human management.

Motivation- this is the process of influencing a person with the aim of inducing him to certain actions by awakening certain motives in him.

Irritation of motives occurs under attention incentives(stimulus - lat. A pointed stick, which was used to drive animals in Rome). Incentives act as levers of influence or carriers of “irritation” that cause the action of certain motives. Incentives are what a person would like to receive as a result of certain actions. There are 4 main types of incentives: coercion, material, moral encouragement and self-affirmation.

The process of using various incentives to motivate people is called stimulation.

Stimulation is fundamentally different from motivation, but, as a rule, not all economists point out this difference. The essence of this difference is that stimulation is one of the methods of motivation. The concept of incentives is based on the use of incentives as external influences on a person to coordinate his activities (for example, the use of punishment, rewards, promotion, etc.). In addition to stimulation, motivation includes those efforts of the manager that are aimed at creating a certain motivational structure for the employee. The manager develops and strengthens the positive motives of employees and weakens the undesirable ones. With the help of educational and general educational work, he organizes such a motivational structure for employees that in the future does not require additional incentives.

Thus, the use of education and training as one of the methods of motivating people leads to the fact that the members themselves show interest in the affairs of the organization without receiving the corresponding stimulating effect. At the same time, the higher the level of development of relations in an organization, the less often incentives are used as a means of managing people.

1.2. Initial theories of motivation.

The theory of motivation began to be actively developed in the twentieth century, although many motives, incentives and needs have been known since ancient times. Currently, there are several theories of motivation:

Initial;

Procedural.

Initial theories of motivation are formed based on the analysis of the historical record of people and the use of simple incentives of coercion, material and moral encouragement.

1.2.1. The most famous and widely used is still the policy " carrot and stick". "Whip" Previously, most often there was fear of the death penalty or expulsion from the country for failure to comply with the instructions of the tsar, king or prince, and "carrot" represented wealth (“half the kingdom”) or kinship with the ruler (“princess”).

This theory of motivation has been widely used in fairy tales and legends. It is preferable only in some situations, although some of its elements are also suitable in the management of organizations.

In relation to the management of economic activities, the problem of motives and incentives was posed for the first time Adam Smith, who believed that people are controlled by selfish motives, the constant and ineradicable desire of people to improve their financial situation. But A. Smith meant, first of all, the motivation of the entrepreneur; as for the motivation of workers, participants in the production process, A. Smith was not interested in it at all.

This gap was filled by the American theorist F.W.Taylor. He argued: “The coercive force of the administrator is the main engine of production and the main motivation for work.” Everyone strives to work less and get more, to which the entrepreneur must respond with the policy of “pay less and demand more.”

Although the development of social consciousness has shown the inconsistency of this method, some of its provisions are reflected in the motivational model “X”, “Y”, “Z”.

1.2.2. Theory "X" was originally developed by F. Taylor, and then developed and supplemented by D. McGregor, who added theory "Y" to it.

The "Z" theory was proposed much later, in the 80s. V. Ouchi (model of human behavior and motivation).

Each theory describes certain groups of workers in an enterprise.

Theory X describes backward, bad workers who dislike work. Therefore, it is natural to use coercion as the main incentive, and material incentives as an auxiliary incentive.

The theory “U” model reflects the advanced, creatively active part of society. Incentives to work are reflected in the following order: recognition, moral, material encouragement, coercion. It is obvious that the proportion of these workers is small.

Theory Z describes a good worker who prefers to work in a group and has long-term performance goals. Incentives to motivate such workers to work are effective in the following sequence: material incentives, moral incentives, recognition, coercion.

Thus, workers described by theories “X”, “Y”, “Z” form different groups of people who are guided by different motives of behavior. All types of people are represented in the enterprise, and the application of a particular motivation concept is determined by the proportion of workers of a particular type in the group.

The initial theories of motivation determined the direction of further development of theories of motivation.

2. Modern theories of motivation.

Theories of motivation today are presented in a wide range. Economists divide them into 2 types:

Process theories of motivation.

The name theories, although they differ on a number of issues, are not mutually exclusive. There is no one best way to motivate a person. The application of a particular concept is situational in nature. What works best for motivating some people may not work for others.

These theories analyze the factors that influence motivation. They describe the structure of needs, their content and how these needs are related to a person’s motivation. The most famous motivation theories of this group are: Maslow's pyramid, McClelland's theory of acquired needs, Alderfer's ERG theory, Herzberg's factor theory.

2.1.1. According to Maslow's hierarchy of needs theory, people constantly experience different needs that can be grouped into groups that are hierarchically related to each other. Maslow presented these needs groups in the form of a pyramid (see Appendix, Fig. 1).

To the first level of needs, Malou included physiological ones, the satisfaction of which ensures basic survival for a person - food, housing, rest, etc. This requires a minimum level of wages and tolerable working conditions.

The second level included the needs for security and confidence in the future, satisfied with the help of wages exceeding the minimum level, which already allows you to purchase an insurance policy, make contributions to the pension fund, as well as through work in a reliable organization that provides employees with certain social guarantees . Without satisfying the first and second levels, which can be considered primary, normal human life is impossible.

At the third level, Maslow placed social needs in support from others, recognition of a person’s merits, and belonging to a particular community. To satisfy them, it is necessary to participate in group work, collective creativity, attention from the leader, and respect from comrades.

The fourth level is formed by the needs for self-affirmation and recognition from others. They are satisfied by acquiring competence, gaining authority, leadership, fame, and gaining public recognition.

Finally, at the fifth level of the hierarchy, Maslow placed the needs for self-expression, the realization of one’s potential, and relatively independently of your recognition. To satisfy such needs, a person must have maximum freedom of creativity, choice of means and methods for solving the problems facing them.

In Maslow's concept there are a number of weak places He did not take into account the influence that situational factors have on demand; insisted on a strict sequence in the transition from one level of needs to another only in the bottom-up direction; believed that satisfying the needs of the upper group leads to a weakening of their impact on motivation.

In a number of cases, the provisions of Maslow’s theory are disputed by other supporters of the content approach, including, D. McKelland. He put forward a theory that presents Maslow’s external levels of needs, and without hierarchy.

2.1.2. McKelland's theory of acquired needs describes needs that are acquired, are acquired, develop through learning and life experience, and have a noticeable impact on a person's behavior. The author identified 3 types of needs: achievement, participation and power.

The need for achievement manifests itself as a person’s desire to achieve his goals more effectively than before. Moreover, people will work effectively only if the goals are realistically achievable and results are guaranteed. In addition, the manager needs to take into account that goals set by the employee independently are achieved with greater activity.

The need for participation manifests itself in the form of a desire for friendly relations with others. People with a high degree of this need want to receive approval and support from others and are concerned about how others think about them. To successfully organize the work of such team members, it is necessary to create conditions that allow them to regularly receive information about the reactions of others to their actions and provide them with the opportunity to actively interact with a wide range of people.

The need to rule manifests itself in the desire to control resources and processes. Persons with a high level of this need can be divided into 2 groups. The first group consists of those who strive for power for the sake of power itself. They are attracted by the opportunity to command others, and the interests of the organization often fade into the background and lose meaning for them. The second group includes those individuals who strive for power in order to solve organizational problems and perform responsible leadership work. In this case, power is a means of achieving the goals of the organization.

McKelland believes that of the three needs considered in his concept (achievement, participation and power), the need for power of the second type is most important for the success of a manager. In general, the presence of this need in a manager will lead to the success of the entire organization.

The needs of achievement, participation, and power, considered by McKelland, have varying degrees of influence on human motivation. Depending on the relationship between these needs in a person’s motivational structure, the manager chooses one or another motivation concept.

2.1.3. A relatively new concept within the framework of a substantive approach to motivation is the theory ERG Alderfer. In contrast to Maslow’s hierarchy of needs, the author identifies 3 groups of needs:

Existence,

Firstly, these are the needs of existence, approximately corresponding to the two lower groups of needs of Maslow's pyramid.

Secondly, communication needs aimed at maintaining contacts, recognition, self-affirmation, gaining support, group security, covering the third, as well as partially the second and fourth stages.

Third, growth needs, which are expressed in a person's desire for recognition and self-affirmation, are basically equivalent to the top two steps of Maslow's pyramid.

Like Maslow, Alderfer considers needs within a hierarchy, but unlike him, he considers it possible to move from one level to another in different directions. If a need at a higher level is not satisfied, the degree of action of a need at a lower level increases, which shifts a person’s attention to this level. Thus, there is both top-down and bottom-up movement.

Alderfer calls the process of moving up the levels of needs the process of frustration, i.e. defeat in the effort to satisfy a need.

Alderfer's theory is useful for management practice, as it opens up prospects for a manager to search for effective forms of motivation that correspond to a lower level of needs if it is not possible to create conditions to satisfy higher-level needs.

2.1.4. Another concept within the content approach is the theory two Herzberg factors. Based on his model, Herzberg proposed 2 “schools” where changes in the state of need were shown:

1 school - from satisfaction to lack of satisfaction;

School 2 - from no dissatisfaction to dissatisfaction.

Herzberg divided the needs themselves into 2 groups:

1. motivational factors (or satisfaction factors) are achievement, recognition, responsibility, promotion, work itself, opportunity for growth.

2. “hygienic” factors (or working conditions factors) are wages, safety in the workplace, status, rules, routine and work schedule, quality of control by management, relationship with colleagues and subordinates.

According to Herzberg's theory, improving working conditions will not motivate workers. Herzberg explains that if we want to truly motivate people, it is necessary to think about rewards related to recognition, achievement and personal professional growth, because providing only hygiene factors will simply remove dissatisfaction and do nothing to stimulate employees in a positive way.

Thus, we can conclude that the process “dissatisfaction - absence of dissatisfaction” is determined by the influence of hygiene factors (see Appendix Fig. 2a).

In order to motivate employees, the manager must ensure the presence of motivating factors. The process of "dissatisfaction - lack of dissatisfaction" is mainly influenced by these factors. Thus, the presence of motivational factors has a stimulating effect on labor productivity. At the same time, the absence of these factors does not become a demotivating moment.

Based on the above concept, I conclude that if employees have a feeling of dissatisfaction, the manager must pay attention to the “hygiene” factors that cause dissatisfaction, and do everything to eliminate this dissatisfaction. “Once a state of absence of dissatisfaction has been achieved, motivating workers using working conditions factors is practically useless.” Therefore, to stimulate the activities of employees, the manager must concentrate on bringing motivating factors into action.

As you can see, there is no single approach to explaining human motivation. Although the theories of McClelland, Alderfer and Herzberg look at motivation from different points of view, they are all generally based on Maslow's theory, which gives a general idea of ​​the content of motivation.

The main disadvantage of all theories of the substantive concept is that they pay attention to the analysis of factors that explain motivation, but do not consider the mechanism of its activity. This drawback has been overcome by the authors of the process approach.

2.2. Process theories of motivation.

Theories of motivation that consider the dynamics of the interaction of various motives, i.e. how a person's behavior is initiated and directed is called theories of the motivation process. These theories allow us to learn how the motivation process is built and how people can be motivated to achieve the desired results. There are three main procedural theories of motivation: V. Vroom, Adams and E. Lock, as well as the Porter-Lawler model that unites all concepts.

2.2.1. Vroom's expectancy theory is based on the fact that a person hopes to satisfy his needs, and in accordance with the expected result, plans the level of effort expended.

In his concept, Vroom tried to explain why a person makes a particular choice when faced with several possibilities, and how much effort he is willing to expend to achieve the result.

People's beliefs about the extent to which their actions will lead to certain results are called expectations. It is determined based on an analysis of the situation, knowledge, experience, intuition, the ability to assess the situation and one’s capabilities and has a significant impact on a person’s activity and his desire to achieve his goal. Since expectation is a probable category, its numerical characteristic varies in the range from 0 to 1.

V.Vroom identifies two types of waiting:

a) a person’s expectations that the planned level of effort expended will lead to the achievement of the desired result. Such expectations are called outcome expectations. In this case, Vroom emphasizes the relationship: labor inputs - results (3-P) [see. formula 1].

b) expectation of fair reward for the achieved level of results. The relationship between results and reward (R-13) is emphasized here [see formula 1].

In addition, to explain motivation to work, expectancy theory introduces the concept valency. Valence is satisfaction or dissatisfaction with a reward, an assessment of the value of the reward. If the attitude towards reward is negative, then valence is negative; if the reward has value, it is positive; if it is indifferent, it is zero.

V. Vroom argues that the final assessment, which determines a person’s motivation, integrates assessments of the likelihood that, firstly, the employee will be able to cope with the task (result expectation (R – R)); secondly, that his success will be noticed by the manager and properly rewarded (expectation of fair reward (R - V)) and, thirdly, an assessment of possible reward (valence). In accordance with this, Egorshin derives the formula:

Motivation = (G – R) * (R – V) * valence

Formula 1: Vroom's model of motivation.

Assessing the expectancy theory, Egorshin in his book “Personnel Management” emphasizes that “if the value of any of the three factors for determining motivation is small, then motivation will be weak.”

Based on formula 1, I conclude that the degree of human motivation necessary to solve organizational problems will be created by ensuring a sufficiently high level of expectations and non-negative valence, that is, subordinates must realize that certain results of work depend on their efforts, which will be followed reward.

2.2.2. Another concept within the process approach is theory of justice by J. Adams. the author argues that a person’s motivation is largely influenced by the fairness of the assessment of his current activities and its results, both in comparison with previous periods and, most importantly, with the achievements of other people.

A person subjectively determines the ratio of the result or reward obtained to the effort expended, and then correlates it with the reward of other people performing similar work. According to Adams, each subject always mentally evaluates the attitude:

Individual income Income of other persons

__________________________ = _____________________

Individual costs Costs of others

If, as a result of comparisons, he concludes that there are no violations, then the motivating factors act normally; if they are detected, then demotivation of the individual occurs, as a result of which labor efficiency decreases and the person begins, in order to “restore justice” - to reduce business activity, demand higher wages and improved working conditions, promotion, etc. At the same time, if people are overpaid, for the most part they are not inclined to change their behavior.

Equity theory provides several important implications for the practice of people management. The manager must not only strive to be fair and create an atmosphere of equality, but also be well aware of whether employees believe that remuneration is based on an equal and fair basis.

2.2.3. The process approach also includes E. Locke's theory of goal setting. The theory proceeds from the fact that people subjectively, to one degree or another, perceive the goal of the organization as their own and strive to achieve it, receiving satisfaction from doing the work required for this. Moreover, its effectiveness is largely determined by such characteristics of goals as commitment to them, their acceptability, complexity, etc.

If the goals are real, then the higher they are, the greater the results a person achieves in the process of achieving them; otherwise, goals cease to be means of motivation. Clarity and definiteness of goals, precision and specificity in setting them lead to high results. At the same time, their vagueness and amorphous nature causes a scattering of efforts, and therefore a corresponding result. The more committed he is to them, the more persistently he will follow them, despite the complexity, specificity and other obstacles.

Close in spirit to the theory of goal setting participatory management concept, based on the fact that a person receives satisfaction from participating in the affairs of the organization and, as a result, not only works with increased efficiency, but also reveals his abilities to the maximum. Within the framework of participatory management, employees are given the right to independently make decisions regarding the means and methods of performing the tasks assigned to them, and are involved in consulting on special issues; gain the opportunity to independently control their work.

2.2.4. L. Porter and E. Lawler developed a comprehensive process theory of motivation, including elements of expectancy and justice theories. Porter-Lawler theory is based on the assumption that work itself is a source of need satisfaction, but it emphasizes the importance of rewards for work as an element of motivation.

Expectancy theory, equity theory, goal setting theory, and the Porter-Lawler model explain how people should be influenced to motivate them to perform effectively; give managers the key to building an effective system for motivating people.

The theories presented above allow us to conclude that there is no canonized teaching that explains what underlies human motivation and how it is determined.

Despite the fundamental differences, all four theories have something in common that allows one to draw certain conclusions for creating an effective motivation system.

4.Forms and methods of economic stimulation

labor in Japanese enterprises.

One of the factors for the successful development of the Japanese economy is an effective labor incentive system. It integrates well-thought-out and strictly used (especially at large and largest enterprises) forms and methods of increasing the labor activity of personnel, which by their nature are divided into two closely related groups of economic and psychological incentives.

4.1 Salary and “bonuses”

The main economic incentive for increasing the labor activity of workers is wages. A delay in its payment at Japanese enterprises is excluded. Until the second half of the 80s, Japan was noticeably behind the leading Western countries in terms of average wages, but in the mid-90s the situation changed radically and Japan became a world leader in this indicator (Table 1).

Table 1

Hourly wage

in the manufacturing industry

developed countries

(in US dollars at official exchange rates)

This picture is typical not only for the manufacturing industry, but also for other sectors of the economy. The main reason for such a serious shift is the successful development of Japan and its transformation into the second economic power in the world. The long-term struggle of trade unions to improve working conditions, which for many years was waged under the slogan “wages to the level of Western European countries,” also played a certain role.

Against the background of a significant overall increase in the average level of wages in recent years, its growth is especially noticeable at large enterprises, which is associated with their higher level of profits and competitiveness. The traditional principle - the larger the enterprise, the higher the wages - continues to operate today (Table 2).

table 2

Average monthly nominal wage in Japan

industry depending on the size of the enterprise (in thousands of yen)

By the mid-90s, the average monthly salary at large enterprises reached almost 500 thousand yen. To get an idea of ​​the real value of this amount, here are the average prices for some food and consumer goods in Tokyo, one of the most expensive cities in the world. Thus, in 1997, the price of 1 kg of high-quality rice was 572 yen, white bread - 404, tuna - 4,850, beef - 3,920, butter - 1,650, potatoes - 280, apples - 532 yen, etc. Prices for basic necessities were also relatively moderate. A men's autumn-winter suit, for example, cost about 42 thousand yen, a woman's - 26 thousand, men's leather boots - 12 thousand, women's - 9 thousand yen. Durable goods are also quite affordable: refrigerators - 240 thousand yen, washing machines - about 40 thousand, air conditioners - 160 thousand, color TVs - 60 thousand yen. In addition to the basic salary, employees receive cash bonuses (“bonuses”) twice a year (summer and winter), the amount of which depends on the company’s performance. The "bonus" system is widely practiced not only by large firms, but by many medium-sized and even some small enterprises. Naturally, the size of “bonuses” at large enterprises is much higher. The amount of these one-time payments in enterprises with more than 30 employees reaches an average of three and a half monthly salaries (Table 3).

Table 3

Average size of "bonuses" at enterprises with the number of employees

For this amount you can purchase, for example, a new small car. At some large enterprises, the total amount of summer and winter “bonuses” in some years reaches 4 or even 6 months’ salaries.

4.2 One-time benefits

An effective incentive is to provide employees with financial assistance in the form of various one-time benefits - for housing, some types of utilities, food, clothing, transport, cultural and medical needs. These benefits are one-time in nature and are paid only in exceptional cases, being, in fact, a kind of charitable assistance.

Due to the charitable nature of such benefits, it is difficult to estimate their size, but conversations with employees of large Japanese enterprises lead to the conclusion that in most cases they are quite significant.

The various types of housing benefits are particularly important. Due to the constant rise in land prices, which increases the cost of housing construction and rent, almost all large companies are building their own residential buildings. A significant part of the apartments in them are provided to employees free of charge or for a minimal fee. Along with this, in recent years companies have been issuing special long-term loans to everyone for the construction of their own housing on a noticeable scale.

4.3 Severance pay

Employees of large companies receive a pre-agreed lump sum payment in the form of severance pay upon retirement upon reaching retirement age. This is either a special lump sum or an amount equivalent to an earned pension. In practice, the vast majority of large enterprises pay both amounts at the same time.

These payments do not require any preliminary contributions from employees, but are made free of charge at the expense of the enterprise’s profits. The only condition that gives the right to receive such payments is continuous work experience at the given enterprise for at least 20 years.

The amount of severance pay (a lump sum plus an amount equivalent to a pension) depends on both the length of service (but not less than 20 years) and the employee’s level of education. Its average value in large enterprises is calculated, as a rule, in tens of millions of yen, reaching 26 - 50 monthly salaries, or two to four annual salaries (Table 4).

Along with the intra-company system of severance pay, there are also a number of other national types of social insurance, which compulsorily cover all enterprises employing 5 or more people. Thus, there is a comprehensive nationwide social insurance system, which includes both social insurance itself (payment of various benefits) and pensions.

Table 4

Average size of severance pay at large enterprises in Japan

We are talking about insurance and pensions for old age, disability and survivors; insurance for illness, pregnancy and childbirth; unemployment and industrial accident insurance. Unlike intra-company severance pay systems, all these types of insurance are paid. Insurance funds are formed from mandatory monthly contributions from the insured themselves, the enterprise and the state.

Employees of large enterprises are given the right to participate in the company's profits by purchasing its shares. However, not everyone can take advantage of this opportunity due to both objective and subjective reasons. This is due to the fact that the country continues the process of concentration of shares in the hands of various legal entities, including banks, financial institutions, insurance companies, trading and industrial enterprises. As a result, the share of individual shareholders in the total number of shareholders is decreasing from year to year, although their absolute number is growing.

In addition, many workers, fearing risk and not believing in a 100% guarantee of receiving decent dividends, prefer to keep their savings in reputable banks and other savings institutions that are reliable from their point of view.

However, having even a small number of shares in “their” company, employees feel involved in the results of its activities.

In general, the Japanese experience of economic stimulation of labor activity of hired personnel can be useful to Russian enterprises during the implementation of reforms.

4.The theory of labor motivation in the West.

In the practice of American companies Ford, General Motors and others, various methods of motivation and humanization of work are used. Many of them are related to financial incentives. So-called analytical wage systems are often used, the peculiarity of which is a differential assessment in points of the degree of complexity of the work performed, taking into account the qualifications of the performers, physical effort, working conditions, and others. At the same time, the variable part of the salary, which acts as a reward for improving product quality, increasing labor productivity, and saving raw materials, reaches 1/3 of the salary.

Various forms of worker participation in profit distribution are used. To solve production problems, quality circles and joint commissions of workers and administration are formed, making decisions on material incentives for workers depending on their contribution, including in increasing labor productivity.

Material incentives are practiced in various forms. Incentives in the form of gifts have become widespread in British companies. Thus, the company "British Telecom" rewards with valuable gifts and travel vouchers. The award procedure is carried out in accordance with the successes achieved: at workplaces, at public events and celebrations. This makes it possible to popularize achievements in the field of improving operational efficiency and quality, which previously went unnoticed.

The systems used by industrial firms to motivate employees by promoting them can be reduced to rotation, taking into account personal qualities and work experience. The first is more often used in US enterprises, the second is typical for Japan.

One of the forms of motivation that has found wide application in the practice of foreign and domestic enterprises has been the introduction of flexible work schedules. In government agencies in the county of Oxfordshire (Great Britain), in the early 90s, a new form of labor organization was experimentally introduced, giving employees a significant degree of freedom - the opportunity to work both in the workplace and at home, depending on the specific responsibilities of the employee and the agreement between him and his leader. In some cases, the number of hours spent in the institution is agreed upon in advance. Specific meeting times for all department employees may be assigned to exchange information and familiarize themselves with new tasks. This regime is also recommended for managers. Thus, the contract of the head of the accounting department of one of the institutions assumes the following distribution of working time: 75% (30 hours per week) - in the institution, 25% (10 hours per week) - at home. The head of the accounting department at home mainly works on the computer, checking the digital data of financial documents, and at the institution he participates in meetings and is engaged in other work that requires contact with employees.

Work that is done only at home on a computer is called telework. Its main disadvantage is isolation, however, for some categories of workers, who are also burdened with family responsibilities, this form of labor organization is preferable.

The experiment lived up to expectations and was picked up by other companies. British Telecom predicts that by the year 2000, about 15% of the workforce will be engaged in telework. If this forecast comes true, a colossal effect will be achieved: the number of cars on the roads will be reduced by 1.6 million units, and 7.5 billion liters less gasoline will be burned, firms will save 20 thousand pounds sterling (about 33 thousand dollars) per year on each employee, and employees will save an average of £750 a year on petrol and travel costs.

One of the effective methods of motivation is the creation of self-governing groups. As an example, we can refer to the experience of the American company "Digital Equipment", where such groups are formed in the general accounting and reporting department, which is part of one of the 5 financial management centers. Groups independently decide on issues of planning work, hiring new employees, holding meetings, and coordinating with other departments. Group members take turns participating in meetings of company managers.

In the West, there are many theories of work motivation. For example, D. McKieland's theory focuses on higher-level needs: power, success, involvement. For different people, one or the other may dominate. Power-oriented people show themselves as outspoken and energetic individuals who strive to defend their point of view and are not afraid of conflicts and confrontation. Under certain conditions, they become high-level managers.

People who have a predominant need for success are, as a rule, not prone to risk and are able to take responsibility. The organization should provide such people with a greater degree of independence and the opportunity to complete the task themselves.

Motivation based on the need for affiliation is typical for people interested in developing personal connections, establishing friendships, and helping each other. Such employees should be involved in work that will give them the opportunity to communicate widely.

5. Analysis of the economic activities of the Metropol Hotel.

Over the period since the major renovation, the Metropol Hotel has been increasing the volume of services it provides.

The economic indicators of the enterprise over the past few years are given in table. 1.

Table. 1.

Economic indicators of the Metropol Hotel

Graphically, this can be represented as follows (Fig. 1).

Rice. 1 Dynamics of economic indicators.

When analyzing the structure of production costs, the specific weights of individual types of costs in the total amount are determined. The most common cost elements are material (raw materials, external fuel, external energy); labor costs for wages, expenses for preparation and development of production; general production and general business expenses; expenses for preparation and development of production, contributions to the budget for social needs; business expenses; other production costs.

To analyze the cost structure, analytical table 2 is compiled. The table data shows that some changes have occurred in the structure of production costs.

Table 2.

Analysis of production costs of the Metropol Hotel

amount, million dollars

amount, million

1. Raw materials and materials

2. Fuel and energy

3.Wages of workers

4. Deductions to the budget from funds for wages

5. Expenses for preparation and development of production

6. General production and general business expenses

8.Other production costs

Labor productivity characterizes the efficiency of using the enterprise's labor resources.

The level of labor productivity is reflected by the following indicators:

· product development per unit of time (V)

in = V / H c p, or в= В/Т,

· labor intensity of products(T p) expresses the cost of working time to produce a unit of output:

t=T/V

where B is the output of products or work performed in natural units of measurement;

H c p - average number of employees, people;

T is the time spent on the production of all products, standard hours.

Labor productivity at an enterprise over a certain period changes under the influence of many reasons, which are classified into the following groups: changes in the technical level of production; improvement of management, organization and labor; changes in the volume and structure of production; other factors.

Work motivation - stimulating an employee or group of employees to achieve the goals of the enterprise by satisfying their own needs.

As a result of the research, it was found that employee satisfaction with material working conditions (wages, benefits, etc.) does not in all cases lead to an increase in labor productivity. As practice shows, the most effective stimulating factors are the correspondence of the work performed to a person’s needs for self-affirmation as an individual and the opportunity for self-expression. For example, as a result of one of the many surveys of workers conducted to determine their attitude towards work, it was found that their most important desires were confidence in permanent employment, then the need for recognition and respect, as well as interest in work. The size of wages occupied one of the last places on the list of priority needs of workers.

The main forms of motivation of enterprise employees are:

1. Salary, which characterizes the assessment of the employee’s contribution to the results of the enterprise’s activities (absolute value and, in relation to the level of payment of other employees of the enterprise). It should be comparable and competitive with wages at similar enterprises in the industry and region. An employee’s earnings are determined depending on his qualifications, personal abilities and achievements in work and includes various additional payments or bonuses. Income from participation in profits and in the share capital of the enterprise is added to it.

2. Systems of intra-company benefits for the company’s employees: preferential meals, sale of the company’s products to its employees at a discount; full or partial payment of travel expenses for the employee to and from work; providing its employees with interest-free or low-interest loans; granting the right to use company transport; payment of sick leave above a certain level, health insurance for employees at the expense of the enterprise; effective bonuses, additional payments for length of service at the enterprise, etc.

3. Intangible (non-economic) benefits and privileges for staff: granting the right to a sliding, flexible work schedule; providing time off, increasing the duration of paid leave for certain achievements and successes in work; earlier retirement, etc.

4. Activities that increase the content of work, independence and responsibility of the employee, stimulating his professional growth. Involving workers in enterprise management also increases their motivation, since in this case the problem of alienating them from the enterprise and its managers is solved. The comprehensive development of horizontal connections and horizontal management structures is the organizational basis for motivating employees.

5.Creating a favorable social atmosphere, eliminating status, administrative, and psychological barriers between certain groups of workers, between ordinary workers and management employees, developing trust and mutual understanding within the team. The formation of various informal functional groups of workers (for example, quality circles), participation in which creates a sense of direct involvement in the affairs of their enterprise. Moral encouragement of employees.

6. Promoting employees, planning their careers, paying for training and advanced training.

These measures to increase labor motivation make it possible to more effectively use the labor potential of the enterprise and increase its competitiveness in the market.

3. Forms and systems of remuneration.

Wage is a form of remuneration for work and an important incentive for employees of the enterprise.

Main functions of payroll:

1 reproductive: wages must ensure the possibility of reproduction of the labor force;

2 accounting– wages, being an element of production costs, reflect the extent of participation of living labor in the process of value formation;

3 stimulating– represents the dependence of wages on labor qualifications.

In order for the wage functions to be fully realized, certain principles of organization wages.

1 guaranteed wages;

2 dependence of remuneration on labor results;

3 differentiation of wages (in accordance with the tariff system).

Forms and systems wages establish a connection between the amount of earnings and the quantity and quality of labor and determine a certain procedure for its calculation depending on the organization of production and the results of the labor itself.

There are 2 main forms of remuneration: time-based– payment for the time actually worked, provided for by the tariff system, and piecework - payment for each unit of product or amount of work performed.

Conditions for applying time-based wages:

there is no possibility of increasing production output;

the production process is strictly regulated;

the worker’s functions are reduced to monitoring the progress of the technological process;

flow and conveyor types of production operate with a strictly defined rhythm;

An increase in product output may lead to defects or deterioration in quality.

Conditions for applying piecework wages:

there are quantitative performance indicators that directly depend on a specific employee;

it is possible to accurately record the volume of work performed;

there are opportunities for workers at a particular site to increase production or the volume of work performed;

there is a need at a specific production site to encourage workers to further increase production output or the volume of work performed;

there is the possibility of technical standardization of labor.

Piecework wages are not recommended if their use leads to a deterioration in product quality; violation of technological regimes; deterioration of equipment maintenance; violation of safety requirements; excessive consumption of raw materials and materials.