Labor incentives. The essence and types of stimulation Questions for control and discussion

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

General characteristics of stimulation….…………………………………3

The essence of stimulation……………………………………...……3

1.2. Basic principles and functions of incentives……………..……4

1.3. Forms of incentives………………………………………………………6

2. Labor incentive system………………………………….………10

2.1. The concept and essence of the incentive system……………………10

2.2. Financial incentives…………………………………..…12

2.3. Non-material incentives for work…………………………..………17

2.4. The most effective methods of stimulating staff.........19

Conclusion………………………………………………………………………………….25

References………………………………………………………..…… 26

Introduction

Nowadays, no one doubts that the most important resource of any company is its employees. The success of any company depends on how effective the work of its employees is. The task of managers is to use the capabilities of their staff as efficiently as possible. No matter how strong the decisions of managers are, the effect from them can only be obtained when they are successfully implemented by the company’s employees. And this can only happen if employees are interested in the results of their work.

How to create an optimal labor incentive system in which the company does not go bankrupt and the employees remain satisfied? To build a labor incentive system that is most suitable for a company, it is necessary to take into account that a person has different motives that push him to take certain actions. Managing this process is very difficult, because everyone has their own hierarchy of values and motives. And the main task of the manager is to, when communicating with subordinates, find out the inclinations and motives of each employee and show each person that his excellent work can lead to the fulfillment of his dreams and plans.

The most common factors that increase motivation are financial rewards and recognition, professional development and opportunities provided by the company.

A detailed system for stimulating the efficiency and quality of labor will allow mobilizing labor potential, creating the necessary interest of workers in increasing individual results, demonstrating creative potential, increasing the level of their competence, which will be expressed in reducing the share of living labor per unit of output and improving the quality of work performed.

Determining the characteristics of work motivation and its assessment are the most important factor in working with personnel, since adequately selected methods of stimulating work activity open up additional opportunities for managing work motivation, as well as mechanisms for influencing and influencing the human factor.

General characteristics of stimulation.

1.1. The essence of stimulation.

Stimulus often characterized as influencing an employee from the outside (from the outside) in order to encourage him to perform effectively. The incentive contains a certain dualism, which consists in the fact that, on the one hand, from the point of view of the enterprise administration, it is a tool for achieving a goal (increasing the productivity of workers, the quality of the work they perform, etc.), on the other hand, from the point of view of the employee, the incentive is an opportunity receiving additional benefits (positive incentive) or the possibility of losing them (negative incentive). In this regard, we can distinguish between positive stimulation (the possibility of possessing something, achieving something) and negative stimulation (the possibility of losing an object that satisfies a need).

When incentives pass through the psychology and consciousness of people and are transformed by them, they become internal incentives or motives for employee behavior. Motives- these are conscious incentives. The incentive and the motive do not always agree with each other, but there is no “Chinese wall” between them. These are two sides, two systems of influencing an employee, encouraging him to take certain actions. Therefore, the stimulating effect on personnel is aimed primarily at enhancing the functioning of the enterprise’s employees, and the motivating effect is aimed at enhancing the professional and personal development of employees. In practice, it is necessary to use mechanisms for combining motives and incentives for work. But it is important to distinguish between the stimulation and motivational mechanisms of behavior between workers and enterprise management, and to realize the importance of their interaction and mutual enrichment.

The purposeful use of incentives in relation to a person to influence his efforts, diligence, perseverance, conscientiousness, determination in solving problems facing the organization, and the inclusion of corresponding motives is called stimulation. The concept of incentives is based on the fact that any actions of a subordinate should have positive, negative or neutral consequences for him, depending on how he performs the assigned work.

Positive consequences increase the likelihood of desired behavior; negative - decrease; neutral - lead to a slow attenuation of this behavior. But we must keep in mind that different people react differently to the same stimuli and with varying degrees of intensity, and the same results can be achieved through both reward and punishment.

1.2. Basic principles and functions of incentives.

Incentives are based on certain principles. These include:

Availability. Each incentive must be available to all employees. The incentive conditions must be clear and democratic.

Tangibility. There is a certain threshold for the effectiveness of the incentive, which varies significantly in different teams. This must be taken into account when determining the lower stimulus threshold.

Gradualism. Material incentives are subject to constant adjustment upward, which must be taken into account, however, sharply inflated remuneration, which is not subsequently confirmed, will negatively affect the employee’s motivation due to the formation of an expectation of increased remuneration and the emergence of a new lower threshold of incentive that would suit the employee.

Minimizing the Gap between the result of labor and its payment. For example, the transition to weekly wages. Compliance with this principle allows you to reduce the level of remuneration, since the principle “Less is better, but faster” applies. Increasing rewards and its clear connection with the result of work is a strong motivational factor.

A combination of moral and material incentives. Both factors are equally strong in their impact. It all depends on the place, time and subject of the influence of these factors. Therefore, it is necessary to intelligently combine these types of incentives, taking into account their targeted effect on each employee.

A combination of positive and negative incentives. In economically developed countries, the transition from negative incentives (fear of job loss, hunger, fines) to positive incentives (bonuses, payment of remuneration) prevails. It depends on the traditions established in society or a team, views, morals, as well as the style and methods of leadership.

Stimulation fulfills economic, social and moral functions.

Economic The function is expressed in the fact that labor stimulation helps to increase production efficiency, which is expressed in increased labor productivity and product quality.

Moral the function is determined by the fact that incentives to work form an active life position and a highly moral social climate in society. At the same time, it is important to ensure a correct and justified system of incentives, taking into account tradition and historical experience.

Social The function is ensured by the formation of the social structure of society through different levels of income, which largely depends on the impact of incentives on different people. In addition, the formation of needs, and ultimately the development of personality, is predetermined by the formation and stimulation of labor in society.

1.3. Forms of incentives.

Of great importance in managing the behavior of social objects in the world of work are forms of organizational incentives, identified by the method of interrelation between performance results and incentives.

Rice. 1. Forms of organization of incentives 1

Let's expand on each of the forms:

Anticipatory and reinforcing forms of stimulation

The difference between proactive and reinforcing forms of incentive organization is the degree of awareness of the control object and the relationship between incentives and performance results.

In anticipatory stimulation, the object of stimulation is informed, even before the start of activity, about what results need to be achieved and what can be obtained for them. He is told how his work will be measured, how it will be evaluated and what the incentive function will be.

The advantages of this form of stimulation include the ability to achieve a quick stimulating effect, a clear target orientation, high adaptability for stimulating one-time actions of the performer, and the possibility in some cases of choosing clear principles of construction. The disadvantage is the need to create a detailed system for measuring and assessing work, developing specific and acceptable types of work for the management object, the manifestation of discrepancies between the goals of the subject and the management object, and provoking a conflict between duty and benefit.

With reinforcement, the object of stimulation learns that he was valuable, recognized and encouraged in his work only after the completion of the activity. Stimulation in this case reinforces actions already taken.

The advantages of the reinforcing form are that it does not require a special regulatory framework for incentives, makes all work equal in value, and shifts the emphasis to the final significance of the work and to the achievement of final goals. Its use is possible where it is difficult to measure the results of labor, or in cases where the introduction of settlement relationships and the search for benefits is unacceptable. The disadvantage is the inability to give a quick stimulating effect. This form is designed for the multi-cyclical nature of the stimulation process itself and requires high maturity of social relations, trust in the subject of management, and unity of value orientations.

Individual and collective forms of stimulation

The division of forms of organization of incentives into individual and collective depends on the results of what work the incentives for specific performers are carried out. If it is based on the results of the work of a direct employee, then this is an individual form of incentive organization, and if the result of the work of the team as a whole is a collective form.

The advantage of the individual form of incentives is that the connection between the performance of a particular performer and her incentives is clearly visible. The disadvantages are significant difficulties in establishing indicators for assessing the results of the work of an individual performer; their attention is concentrated only on specific production operations performed in isolation from the goals of the team. This situation will affect the psychological climate and the economic results of the enterprise.

Incentives based on the performance of the team as a whole contribute to the convergence of the interests of individual performers with the interests of the team, allowing each employee to feel like a part of a single purposeful team, responsible for the fate of their enterprise

The main difficulties of the collective form of incentives lie in determining the contribution of a specific performer to the final results of the work collective’s activities and, accordingly, their share in the total volume of material and spiritual benefits received, depending on the effectiveness of this activity.

Positive and negative forms of stimulation

Positive and negative forms of incentive organization are based on taking into account deviations of performance results from normative ones. The subject of management encourages the achievement and exceeding of standard indicators by the object of stimulation by increasing the degree of satisfaction of the object's needs. Conversely, failure to achieve or lag behind the established performance indicators is punished accordingly by a decrease in the degree of satisfaction of the needs of the management object. A decrease in the level of satisfaction of needs can be absolute (fine, demotion, deprivation of any benefits), relative compared to the expected level (reduced bonus amount, change in the queue for receiving benefits) and relative compared to other employees (smaller bonuses , non-reward with some good).

Positive stimulation helps to increase a person’s prestige and authority in the eyes of others. Negative incentives are aimed at infringing on certain work needs, which leads to a decrease in his prestige and authority. Negative stimulation hurts a person’s self-esteem, so its use to stimulate work activity requires taking into account many psychological nuances.

Negative reinforcement also has its benefits. It is more economical than the positive one, since it does not require any additional benefits for its implementation, and often even increases the amount of benefits at the disposal of the subject of management. In addition, people accept negative stimulation much more keenly than positive stimulation.

Immediate, current and future forms.

Immediate, current and long-term forms of organization of incentives are highlighted depending on the time gap between the results of activity and the receipt of the corresponding incentive.

The advantage of the direct form is its efficiency and a very clear and direct relationship between action and stimulus. In this regard, it has a very high stimulating potential and almost always gives the expected positive economic result. The disadvantages include the employee’s lack of focus on achieving the final result for the team as a whole. This form is aimed at solving moment-to-moment problems and has a negative impact on the development of relationships between individual performers and the team, making them conflicting.

The current form can appear at the end of the quarter, half year and year. Its stimulating essence is obvious; it creates in a person confidence in rewarding based on the results of these periods, which is preferable for the company, since the employee, focusing on the end of these periods, will devote himself entirely to the result.

The promising form contributes to the formation of a single, cohesive team that directs its efforts to achieve the final performance indicator, which is focused on long-term motivation of workers and contributes to the growth of activity, education and qualifications during working life.

Its disadvantages include the fact that not every employee will agree and accept this due to the fact that possible changes in plans in life can cancel out everything.

General and target forms

Depending on the degree and nature of the specific conditions for receiving an incentive, general and target forms of organizing incentives should be distinguished. The general form applies to all participants in social production. In this case, promotion is carried out in connection with public campaigns, anniversaries in the lives of individual employees or public holidays. This form takes into account both the duration of impeccable work and one-time outstanding successes and achievements. The formulation of the conditions for obtaining them should be of a fundamentally general nature; it should be in the nature of reinforcing collectively significant actions.

In the target form, it is mandatory to develop special provisions. Thus, it is necessary to clearly record the absolute or relative indicators of the results of specific activities of production participants, the achievement of which is a condition for assigning the corresponding title.

2. Labor incentive system.

2.1. The concept and essence of the incentive system.

System- this is a unity of interconnected and mutually influencing elements, capable of, through active interaction with the environment, changing its structure, while maintaining integrity, choosing one of the possible lines of behavior to achieve a common goal. The development of an incentive system is an integrated approach to improving the efficiency and quality of labor. At the same time, it must be borne in mind that the incentive system does not replace administrative and legal methods. The purpose of incentives is not to encourage people to work at all, but to force them to do more and better than is provided for by standard tasks and the degree of their normative difficulty.

Systems of social order are self-governing systems. Any self-governing system is divided into two subsystems: managed and control. The presence of feedback is important in management. According to the feedback principle, control can be effective only if the control subsystem regularly receives information about the state of the control object, about the achievement or failure to achieve the planned result, about deviation from the intended movement towards the goal.

There are certain requirements for organizing labor incentives. These are complexity, differentiation, flexibility and efficiency.

Complexity implies the unity of moral and material, collective and individual incentives, the meaning of which depends on the system of approaches to personnel management, the experience and traditions of the enterprise.

Differentiation means an individual approach to stimulating different layers and groups of workers. It is known that approaches to wealthy and low-income workers should be significantly different. Approaches to qualified and young workers should also be different.

Flexibility And efficiency manifest themselves in the constant revision of incentives depending on changes occurring in society and the team.

Let's consider the existing classification of types of incentives.

Rice. 2. Classification of types of stimulation 1

The most important type of incentive is material, designed to play a leading role in increasing the labor activity of employees. This type consists of material-monetary (salary, bonuses, etc.) and non-monetary incentives (vouchers, free treatment, travel expenses, etc.).

The second important one is non-material incentives, which contain social (prestige of work, opportunity for professional and career growth), moral (respect from others, rewards) and creative (opportunity for self-improvement and self-realization) incentives. In the psychological approach, non-material (moral) stimulation is the most developed and widely used subsystem of spiritual stimulation of work.

We will consider the above types of incentives in more detail, because together they constitute and are the main elements of an effective incentive system.

2.2. Financial incentives.

As mentioned earlier, this type of incentive consists of material-monetary and non-monetary incentives.

To achieve high results, a manager must set clear and specific goals and apply specific and well-thought-out incentives for achieving results. The system of these incentives for effective work must be public, that is, known to all employees of the enterprise. And, of course, every incentive is well-deserved and does not generate feelings of envy among other employees, much less a negative attitude towards the business. It is known that individual distribution in conditions where actual differences in the result of labor, according to experts, averages 23% for workers, and reaches 200-300% for engineering and technical workers, is a powerful factor in increasing labor activity.

Financial and monetary incentives – This is an incentive for employees with cash payments based on the results of their work.

The use of material and monetary incentives makes it possible to regulate the behavior of management objects based on the use of various monetary payments and sanctions.

Enterprises and firms have the right to choose the type, remuneration system, bonus conditions, staffing, and increase tariff rates (salaries), however, within the limits of the funds they earn for these purposes and taking into account the established industry ratio between skilled and unskilled labor in one and the same the same specialty.

The main legal form of regulation of labor relations between workers and administration at an enterprise on issues of remuneration is an employment contract, which sets out the conditions for remuneration of workers offered by the enterprise (firm).

Wage – the most important part of the system of remuneration and labor incentives, one of the tools for influencing the employee’s labor efficiency. Wages represent compensation for the labor contribution of employees to the activities of the company. Therefore, the main function of wages is to stimulate workers to work efficiently. Salary is a stimulating factor if:

it is uniquely related to the results of the work performed (piecework);

the employee does not encounter negative phenomena that are more significant than the benefits of wages (physical overload, negative assessments of others);

wages are closely related to the work performed over time (there should be no long intervals between the completion of work and its payment);

wages actually, rather than symbolically, increase a worker's income.

Motivation through remuneration of employees can be carried out in accordance with the time spent (time-based) or the number of products produced (piecework), for individual or collective results of labor. To determine the amount of fair wages for various categories of workers, a tariff system is used.

Tariff system- a set of legal acts applied both centrally and locally, ensuring differentiation of wages depending on its complexity, conditions (severity, harmfulness, climatic conditions), nature and significance.

Piece wages is based on the fact that a worker’s earnings depend on the quantity of products actually produced and the time spent on their production. The calculation is made using piece rates, production standards and time standards.

Time system remuneration applies when:

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 specified rhythm;

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

Thus, time-based payment is associated with payments per unit of time in accordance with the tariff rate.

Surcharge is a form of remuneration for additional results of labor, for the effect obtained in a specific area. Only those who participate in achieving additional labor results and additional economic benefits receive additional payments. Additional payments, unlike the tariff, are not a mandatory and permanent element of wages. The increase in the amount of additional payments depends mainly on the increase in the individual labor efficiency of a particular employee and his contribution to collective results. If performance indicators decrease, additional payments can not only be reduced in size, but also completely canceled. Additional payments are considered as an independent element of wages and occupy an intermediate position between the tariff rate and bonus payments.

It should be noted that one group of additional payments in its economic essence is closer to the tariff part, the other to the bonus part. Additional payments of the first group are established by law, they apply to all employees and their size does not depend on work results, they are a measure of payment for the main factors of labor contribution. In this case, additional payments are designed to stimulate work overtime, on holidays, at night, and for working conditions.

The second group of additional payments is more characterized by the features of incentive forms of material monetary incentives, since these additional payments, like a bonus, are a form of remuneration for additional results of work. Such additional payments include premiums to tariff rates for combining professions, increasing the volume of work performed, professional excellence and high achievements in work. Among these progressive forms of incentives, the most common is an employee’s bonus for combining professions and positions.

A salary supplement is a cash payment above the salary that encourages an employee to improve their qualifications, professional skills and long-term performance of combined work responsibilities.

In general, it should be noted that the system of additional payments to tariff rates makes it possible to take into account and encourage a number of additional quantitative and qualitative characteristics of labor not covered by the tariff system. This system creates relatively long-lasting stimuli. But for its effective functioning, it is necessary for the enterprise to have a clear system of certification of workers of all categories, highlighting certain characteristics or even criteria for establishing one or another type of additional payments and with broad participation of the workforce in this work.

Compensation– monetary payments established for the purpose of reimbursing employees for costs associated with the performance of their labor or other duties provided for by federal law.

The most important area of material and monetary incentives is bonuses. The bonus stimulates special increased results of work and its source is the material incentive fund. It is one of the most important components of wages.

The purpose of bonuses is to improve, first of all, the final performance results expressed in certain indicators.

The main characteristic of a bonus as an economic category is the form of distribution based on the result of labor, which is personal labor income. The award in its part is of an unstable nature. Its value may be greater or less, or it may not be accrued at all. This trait is very important, and if she loses it, then the bonus loses its meaning. In essence, it turns into a simple additional payment to wages, and its role in this case is reduced to eliminating shortcomings in the tariff system.

The application of the bonus is intended to ensure a prompt response to changing conditions and specific production tasks.

The manager must take into account some psychological tendencies that appear during stimulation.

First, the likelihood of effective behavior by an employee is higher, the higher the value and regularity of the rewards received as a result of such behavior.

Secondly, when reward is delayed, the effect is lower than when reward is immediate.

Thirdly, effective work behavior, which is not deservedly rewarded, gradually weakens and loses the features of efficiency.

Bonuses, as an independent lever for solving problems, have their own mechanism of influencing the interest of employees. This mechanism consists of two parts: the mechanism of a separate system and the interaction of all bonus systems.

The bonus mechanism is a set of interrelated elements. Its mandatory components are: bonus indicators, conditions for its application, source and size of the bonus, circle of bonus recipients.

It is necessary to decide who exactly is included in the bonus circle. The fact is that bonuses cover only those employees whose work needs to be further encouraged. This need is determined by the tasks and specific conditions of work and production.

The central place in the incentive system is the size of the bonus. It determines the connection between labor results and an increase in the amount of incentives. The employee sees the effectiveness of the bonus system used in the amount of money received in the form of a bonus. The size of the bonus can be set as a percentage of salary, economic effect, or a fixed rate. That is, in relative and absolute terms.

The source of the bonus payment is the material incentive fund, which is formed from the profit of the enterprise in the amount of four percent of the wage fund.

When determining the circle of award recipients, it is necessary to proceed from the address and target direction. These are bonuses for above-plan, above-norm achievements in work, completion of important tasks, demonstrated initiative that yielded a specific result. Due to their purposefulness, such incentives have greater stimulating power and therefore can be more effective in increasing work activity.

Methods of economic incentives should depend not only on the specifics of the company as a whole, but also vary depending on the specialization of workers (Table 1).

The above list is not exhaustive, but it demonstrates the fundamental difference in the approach to developing economic incentive systems for personnel groups. It shows that, for example, the system of remuneration for overtime work is much more universal than the scheme of equity participation in a business.

Table 1. Methods of economic incentives for various groups of personnel 1

Staff	Rewards
Trade group	Individual commissions based on sales volumes Individual bonus for contribution to overall profit Group commissions based on increased sales volumes over the past year Group profit sharing system Promotion to more prestigious positions with higher salaries
Production workers	Group piecework wage system Early completion bonuses Overtime bonuses
Secretary	General profit sharing scheme Promotion to Office Manager
Production Manager	Remuneration for overtime work Part of the group production bonus General profit sharing scheme Proposal for equity participation in a business

Of great importance are also non-monetary incentives not only because they lead to social harmony, but also because they provide the opportunity to legally reduce the tax base of workers while increasing the level of well-being.

Non-monetary incentives include such basic forms as payment of transportation costs, discounts on the purchase of goods produced by the organization, medical care, life insurance, payment for temporary disability, vacation pay, corporate pensions and some others, which are elements of the social policy of the enterprise.

2.3. Non-material incentives to work.

A modern manager must constantly note the employee’s value to the team, his creative potential, positive aspects, good qualities, as well as the results achieved. This assessment should be as objective as possible, based not on general impressions, but on specific, accurate indicators and data. Material factors do not always come to the fore and cannot be the only form of remuneration for work. The attractiveness of work and its creative nature are of great importance. This is exactly what a manager should create, constantly updating the content of the work of each subordinate.

Non-material incentives are divided into social, moral and socio-psychological. Using them in combination, you can achieve high efficiency.

Social incentives are associated with the need of workers for self-affirmation, with their desire to occupy some kind of social position, with the need for a certain amount of power. These incentives are characterized by the opportunity to participate in the management of production, labor and teams, and make decisions; prospects for career advancement, the opportunity to engage in prestigious types of work. Consequently, employees are expected to be given a say in a number of issues and are delegated rights and responsibilities.

Moral incentives to work are associated with a person’s needs for respect from the team, for recognition as a worker, as a morally approved person. Recognition can be personal or public.

Personal confession implies that particularly distinguished employees will be noted in special reports to the top management of the organization. They can be presented personally to the manager. They are guaranteed the right to sign documents in the development of which they took part. On the occasion of holidays and anniversaries, such employees are personally congratulated by the administration. In our country, proven workers and craftsmen are given the right to have a personal brand, which serves as a guarantee of high quality and is very honorable in the working environment.

Public recognition is expressed in the wide dissemination of information about the achievements of employees in large-circulation newspapers published by organizations, on special stands (“boards of honor”), awarding particularly distinguished people with special signs, diplomas, and entering their names in special books. Often public recognition is accompanied by prizes, valuable gifts, etc.

Moral incentives include praise and criticism.

If a manager is working properly, these elements of moral stimulation should be used constantly. Any worthy actions of performers and even insignificant results should be followed by praise. However, there are some requirements for it. Praise should be dosed, consistent, regular, contrasting (breaks are needed, because if this method is used too often, its effectiveness is weakened). In addition, it must have objective criteria, since insincere praise or its absence is demotivating.

TO criticism should be approached even more selectively. It should stimulate human action aimed at eliminating shortcomings and omissions. This is only possible with complete objectivity. Rules for using criticism: confidentiality; goodwill created by weakening the accusatory emphasis, introducing elements of praise, respect for the personality of the person being criticized, empathy for him, and self-criticism; argumentation; the absence of categorical demands for the recognition of mistakes and the correctness of the critic; emphasis on the ability to eliminate deficiencies and demonstrate readiness to help.

Social and psychological incentives stem from the special role that communication plays in human life. It is communication that is the fundamental need and condition for normal human life. Therefore, a comfortable climate in the team, ensuring normal communication, allows a person to self-realize, and is an excellent incentive for the employee to feel satisfied at work.

There is a dialectical relationship between material and non-material incentives. Thus, wages (material incentive) influence the employee’s assessment and self-esteem, thereby satisfying his needs for recognition, respect from others, self-esteem, self-affirmation, i.e. the material incentive acts simultaneously as a social, moral, and psychological one. But if you use only a material incentive without using social, creative, moral incentives, then the entire incentive system will cease to fully perform its inherent functions, which will lead to the predominance of economic incentives to the detriment of social, moral, psychological and ethical ones.

Thus, material and non-material incentives mutually complement and enrich each other.

2.4. The most effective methods of stimulating staff.

The task of modern management is to create conditions under which the potential of personnel will be used in the best possible way. The traditional theory, called the “carrot and stick” method, is no longer valid in many countries even for manual workers. Therefore, modern leading corporations adhere to another theory, according to which the main task of the manager is to achieve employee interest in work and increase the efficiency of their work.

In the summer of 2005, a survey was conducted in 100 companies located in St. Petersburg. The main purpose of the study was to answer the question:“Which incentive methods are most effective?” 1

Among the survey participants were banks, trade purchasing firms, retail enterprises, companies involved in the sale of banking equipment, etc. The questions were answered by managers, HR managers and secretaries who combine the functions of HR managers of these enterprises.

First of all, the question was asked whether How do the management of Russian companies evaluate the organization of the employee motivation system at the enterprise as a whole?. The results were as follows: 24% of respondents said that motivation was high, 43% of respondents rated the level of motivation at the enterprise as low, 9% found it difficult to answer.

The remaining part of the respondents (24%) strongly disagreed with the fact that motivation can be low or high, and stated that it either exists or it does not. Accordingly, the answer from this group was: “There is no motivation at the enterprise.”

In connection with the answers received to the first question, it is interesting to know: Are any actions taken by management to increase employee motivation?

At 59% of surveyed enterprises this does not manifest itself in any way, and only 41% of respondents responded positively. At the same time, 10% of them answered that the actions taken had no effect, and 5% - that the actions of management only reduced the motivation of employees.

The most popular incentive methods in Russian companies were: linking salaries to work results, increasing them, team building activities and creating opportunities for career and professional growth of employees.

Rice. 3. If undertaken, which ones?

It should be noted that the opportunity for career and professional growth refers only to the professional growth of employees. This is explained by the fact that the companies studied have been operating on the market for quite a long time and the team has been formed; there is no rapid expansion of activities and, accordingly, no expansion of staff either. Most of the enterprises are small, in which the team is small, and the opportunities to climb the career ladder are limited, so at these enterprises it is important to improve their own qualifications.

Also, some Russian companies pay their employees for sports activities, trips, recreation centers, take out medical insurance, give valuable gifts, and also provide the opportunity to use the benefits of the company (services, goods that it sells) for free or at a discount. At the same time, the male part of the team at these enterprises advocated for the provision of opportunities for sports, and the female part for the provision of medical insurance and other ways to take care of their health.

Despite the fact that linking salaries to labor results is most often used by management, it has not been evaluated as an effective method of stimulating employees, since it is most often tied to percentages or sales volume, sales or plan implementation and is of small magnitude.

Improving working conditions was, as a rule, given first place by organizations engaged in trade and engineering and design work.

Verbal praise and the presentation of certificates are used, as a rule, in isolation, and according to the respondents, they do not bring the desired result.

In most organizations, in addition to the payment of wages, staff motivation is not manifested in any way, but it should be noted that it has a firmly fixed amount and does not stimulate the employee to increase labor productivity.

To the question about what methods of increasing employee motivation are the most effective?, the following responses were received

Rice. 4. What methods of increasing employee motivation at your enterprise are the most effective?

The leader by a huge margin is the increase in wages. In second place is the creation of opportunities for career and professional growth, followed by improvement of working conditions and team-building activities.

It is important that the most popular methods of stimulating employees coincided with their assessment as the most effective, however, linking labor results to pay did not gain as much popularity as in the previous question. Moreover, linking wages to the results of work is most often found together with the provision of greater freedom and power to employees, and the presentation of certificates and verbal praise - in a complex of various incentives, but not separately.

Suggestions were also made that competitions for the best employee (nominee) in each industry should be supported by a bonus system.

To the question why these methods are the most effective, these answers depended on the area in which the company operates.

Thus, organizations working in the banking sector and with banking equipment responded that the provision of additional powers would not be an effective incentive, because the peculiarity of this area is that all employees act in accordance with job descriptions. Also, improving working conditions is irrelevant for them. And vice versa, for trade organizations and enterprises performing installation work, this condition is extremely important.

Many respondents noted that, despite the fact that the team is small, there is an unfavorable psychological climate at the enterprise. It was proposed to solve this problem using:

Team building activities.

Changes of individual employees.

When asked whether it would be useful to improve the incentive system, the overwhelming majority of respondents answered positively. Many people begin to think about this issue when a company is faced with high staff turnover.

The development of an incentive system is decided individually at each enterprise; a necessary condition for its effectiveness is the proper correspondence of motives and incentives.

It is important that the methods most often used by management to motivate employees are not considered the most effective.

Managers often consider wages to be the main factor that can positively influence performance results. This is explained by the fact that material rewards satisfy not all, but many basic human needs. However, an increase in wages in itself does not improve the quality and productivity of labor. At the same time, its reduction (for example, a system of fines for lateness, errors, etc.) is perceived as unfair and can significantly reduce work efficiency.

In what case is salary a tool for motivating work activity? If a person lacks money, then material reward will be the leading motive for work. In the case where wages satisfy basic needs, higher-order motives become significant. Low wages significantly impoverish the structure of labor motives. Only at a salary level comparable to the average do motives such as job content, advanced training, the possibility of job growth, and relationships in the team and with the administration begin to work. The motives of involvement and self-realization begin to work in a group of highly paid employees.

Material reward is a fairly subtle incentive system and in order for it to fulfill its motivating function, it must be flexible, clearly differentiated and fair, reflect the final result and be understandable to employees.

How to create an optimal labor incentive system in which the company does not go bankrupt and the employees remain satisfied? To build a labor incentive system that best suits your company, you need to take into account that a person has different motives that push him to take certain actions. Managing this process is very difficult, because everyone has their own hierarchy of values and motives. And the main task of the manager is to, when communicating with subordinates, find out the inclinations and motives of each employee and show each person that his excellent work can lead to the fulfillment of his dreams and plans.

For example, professional development is of particular interest to the most promising employees. Most of them have a burning desire to become leaders in a professional environment and are ready to spend their time and energy in order to climb one more step. When the company does nothing to contribute to this desire, they achieve growth themselves, but at the same time loyalty to indifferent management, and at the same time to the company, is lost. The manager’s task is to find out who wants to study and what, then correlate it with the company’s objectives and, if one contributes to the other, pay for the studies.

In addition to the opportunity to gain new knowledge and skills, the employee is also interested in the possibility of realizing his plans and creative ambitions, and subsequently receiving recognition, so he should take a simple and free action that pays off many times over - he should be interested in the ideas of employees and, if successfully implemented, publicly acknowledge their authorship .

The opportunities provided by the company are, first of all, the corporate culture and atmosphere in which a person can vegetate or can fully realize his potential. An employee should have the right to express out loud his ideas and even critical remarks, or the opportunity to participate in the business process and not be “executed” for a possible mistake.

Motivating opportunities also include such a parameter as internal communications - fragmentation or, conversely, communication of departments, well-established relationships between employees of different departments and their external connections. Lock a person within four walls and forbid him to leave during working hours, and there will be no trace of motivation left.

One of the most important conditions for increasing motivation is providing creative freedom and the feeling that within the company you can realize any of your intentions - find like-minded friends, complete an original project, gain socially recognized success. What can be done about this? Provide an opportunity for an employee to move not only up the career ladder, but also to neighboring departments, trying his hand at new things. And it’s best to start with a confidential conversation between a boss and a subordinate, during which the latter’s intentions are clarified.

There are also alternative ways to increase motivation. This is, first of all, the creation of a cohesive team, because nowhere does a person work better than in the company of friendly, like-minded people. There are various events for this: joint projects, training programs with the participation of representatives of different departments, corporate competitions and competitions, corporate events, branded clothing or insignia, corporate symbols.

Establishing a company's name as a progressive leader also impacts performance, so both external and internal PR efforts are important. Having seen an article about his company in a well-known magazine, an employee is ready to be proud of his belonging to it. This impact is especially strong when the company has a constantly declared mission, slogan and image of the leader.

In some companies, the best employees are transferred to the position of “partner” of the business - this is one of the strongest incentives. Of course, this type of incentive applies only to top managers and the best specialists. Today this is a very common type of attracting and retaining the elite in your company.

There are other ways to stimulate work. So, in some companies, employees set their own salaries and then try to justify it. If over the course of several months it turns out that they do not work it out, then the loss is covered from the company’s profit, and the lazy greedy people are punished. Typically, these companies begin to experience significant increases in productivity as workers try their best to earn their high salaries.

Rewarding top employees with options and company shares, as well as selling them shares at below market prices, increases their commitment to the company, even if they initially felt little loyalty. But this type of incentive is not yet widely accepted in our country.

Ideally, it is necessary to involve the employee himself in drawing up the compensation package. At the same time, you can provide promising types of incentives that you want to strive for - what will happen if he adds effort and earns even better. You can also try this method - ask your employees what they would like to receive, evaluate their capabilities and offer them a new payment scheme. And then the employee will not leave his company, trying to get what he believes he deserves to the maximum.

Conclusion.

In order for employees to fulfill the tasks set by the organization, it is necessary to interest them in this; in other words, there must be an incentive for human behavior in her interests.

Economic motives for people's behavior are based on receiving material benefits for performing certain work. Since Russia has a fairly low level of income, most of the needs, at least of the lower order, are satisfied with money, the main source of which is wages. Therefore, choosing the most optimal remuneration system is one of the most important management tasks.

In a market economy, approaches to remuneration change; it is not the costs that are paid, but the results of labor - the market recognition of the product of labor as a commodity. Each manager, from a variety of forms of remuneration (tariff system, contract system, commission system, etc.), chooses the option that best suits the specific production conditions (the nature of the product, a specific technological process, management level, sales market, volume of demand, etc.).

However, the manager must also take into account non-material incentives for work, using them with the highest efficiency.

The management of firms and enterprises can use the entire wide range of modern labor motivation systems. These include promotion, public assessment of the employee’s merits, raising employee morale, increasing business spirit and creating a comfortable climate in the team.

Material and moral incentives mutually complement and enrich each other, making work enjoyable and highly productive.

List of used literature:

Bolshakov A. S. Modern management: theory and practice. 2005

Burmistrov A., Gazenko N. What methods of increasing staff motivation are the most effective? //Personnel Management. 2005. No. 7.

Vachugov D. D. Fundamentals of management. M. 2002

Vesnin V. R. Practical personnel management. M. 2003

Vikhansky O. S. Management. 2004

Gibson J. L. Organization: behavior, structure, processes. M. 2003

Dryakhlov N. I.,

Egorshin A.P. Motivation of work activity. M. 2006

Ivanova S.V. Motivation 100%. M. 2005

Mordovin S.K. Personnel management: modern Russian practice. M. 2005

Revenkov A. Motivation of work activity. //Economist. 2005 No. 7

Tom N. Motivation and retention of promising personnel by the enterprise. //Problems of theory and practice of management. 2006 No. 4

Shapiro S. A. Motivation and stimulation of personnel. M. 2005

Sheremet N. Personnel motivation. //Man and labor. 2004 No. 10.

Yurganova E. Management work: assessment, motivation, stimulation. //Man and labor. 2005. No. 2

1 Vesnin V.R. Practical personnel management. M. 2003, p. 118

1 Shapiro S. A. Motivation and stimulation of personnel. 2005 p. 135

1.1 Concept and principles of financial incentives labor workers enterprises Abstract >> Management

Applications methods stimulation labor using the example of the company "Orlov and Marinetti" The object of the study is the interest employee V labor ...

Social incentives are based on a person’s moral values, the employee’s awareness of his work as a duty to society, and an understanding of the value and usefulness of this work. This category also includes incentives associated with the creative richness and content of work, its relatively favorable conditions, relationships in the work team, relationships between an employee and his manager, the possibility of professional growth, self-improvement and self-expression.

Creative incentives presuppose conditions for the employee to freely choose ways to solve a problem, giving him the opportunity to bring something of his own into the labor process and demonstrate his abilities. Creative incentives come from the employee’s needs for self-realization, self-improvement and self-expression. Opportunities for self-realization depend on the level of education, professional training of workers, on their creative potential and are concentrated in the content of work.

Socio-psychological stimuli are associated with the role that communication plays in a person’s life. It is a fundamental need and a condition for normal life. Involvement in the affairs of the work collective, belonging to it contributes to the satisfaction of a person’s needs for stability and stability of his position.

Moral incentives to work are associated with the need for respect and recognition of the employee from the team. They can also manifest themselves in a wide variety of forms: gratitude verbally or in writing, awarding orders and medals, conferring various titles, providing more interesting work, promotion, etc.

4) Self-affirmation. Internal driving forces of a person that encourage him to achieve his goals without direct external encouragement. For example, writing a dissertation, publishing a book, author's invention, making a film, receiving a second economic education, etc. This is the strongest incentive known in nature, but it manifests itself only in the most developed members of society.

An approximate list of incentive systems in organizations is given in more detail in Appendix No. 1.

The purpose of incentives to work is to develop a system of people’s needs, the structure of their personal interests, to reveal the employee’s abilities, and to increase his economic and social responsibility.

The system of moral and material incentives for labor involves a set of measures aimed at increasing the labor activity of workers and, as a result, increasing the efficiency of labor and its quality. But at the same time, the employee must know what requirements are imposed on him, what reward he will receive if they are strictly observed, and what sanctions will follow if they are violated. Therefore, the incentive system must be based on a certain base (standard level of work activity). The very fact that an employee enters into an employment relationship presupposes that he must perform a certain range of duties for a pre-agreed remuneration. In this situation there is no room for stimulation yet. Here is the sphere of controlled activity, in which motives associated with the fear of punishment for failure to comply with the requirements operate. There can be at least two such punishments associated with the loss of material benefits: partial payment of the stipulated remuneration or severance of the employment relationship.

Thus, all incentives are conventionally divided into material and intangible. Their ratio in different companies differs significantly. In most Western European firms, the share of material rewards is gradually decreasing and the share of non-material incentives is increasing. A significant number of Russian enterprises and firms are characterized by a reduction in the share of public consumption funds in family income and an increase in the share of material remuneration in income.

1.3 Principles of labor incentives and requirements for its organization

The current stage of development of the national economy and society places high demands on the organization of incentives. These requirements are associated both with the complication of social labor itself: its content, tools, means, object, and with the change in the role of the worker in social production, with his needs increasing and becoming more complex.

Labor stimulation can be effective only when its organization meets a number of requirements, the most important of which are complexity, differentiation, transparency, flexibility and efficiency.

The complexity of incentives presupposes the unity of material and intangible, individual and collective, encouraging and negative incentives.

Differentiation of incentives involves the use of different incentives in relation to different groups of workers and individual workers. For some social groups, the size of the remuneration is especially important, for others - public praise, for others - promotion up the career ladder, for others - reward with a tourist voucher.

Differentiation of incentives involves taking into account the perception of certain incentives by different employees. A more favorable perception enhances the effect of the stimuli used.

Incentive fairness means that compensation matches work contribution and creates a sense of equality.

An important requirement is the transparency of incentives. The implementation of this requirement directly contributes to improving the perception of incentives through increasing employee awareness. Transparency in incentives makes it possible to give a public assessment of the work of employees and contributes to the formation and maintenance of a good psychological climate in the team. Therefore, it is necessary that every employee knows why and why this or that team member is rewarded or punished.

Proper organization of incentives requires flexibility and efficiency. Flexibility involves regular revision of existing incentive conditions in accordance with changes in organizational, technical and socio-economic working conditions: changes in the technical base of labor (introduction of new equipment, increasing the level of mechanization, reduction of manual labor, etc.), introduction of new forms of labor organization, changes in the socio-demographic and professional qualification composition of the workforce.

Flexibility also presupposes constant variety in the stimuli used, which does not make it possible to get used to them and thereby reduce the effectiveness of stimulation.

Promptness requires that reward or punishment follow the action as quickly as possible. To do this, the immediate leaders of the team must have at their disposal certain funds provided by law.

Incentives to work organically include the consistent implementation of the principle of social justice in all spheres of life, strengthening the connection between an employee’s income and labor (its costs and results). In practice, this principle is implemented through social guarantees. The most important of them:

Guarantees for the formation, maintenance, and development of human abilities, and primarily the ability to work;

Guarantees for the realization of abilities in the process of work (guarantees of employment, a workplace and the progress of the production process, ensuring the full realization of abilities);

Taking into account the results and costs of labor in the distribution, preserving the role of labor income as the main one that determines the well-being of the worker and his family (in a broad sense - a rational combination of distribution in accordance with cost, the price of labor in the labor market and distribution by labor);

Guarantees in the field of sales and exchange (guarantees of commodity coverage of cash income and the availability of goods in the market of goods and services for the vast majority of the population, not only in terms of assortment, but also in prices and tariffs);

Consumption guarantees (opportunities to achieve higher consumption standards) based on income growth and increases in real wages and real incomes.

A significant role in stimulating work is played by the development of workers’ access to management decision-making, not only directly in production, but also at higher levels of management.

The system of material incentives for labor must be adequate to the interests of both employees and entrepreneurs, objective in nature. When developing a mechanism for stimulating personnel for work results, it is necessary to use an integrated approach that includes the entire set of factors and patterns that reflect the development of production and the features of the transition to market relations. The labor incentive system is designed to reflect the purpose and direction of remuneration in relation to each group, team and individual employee. It must contain indicators of real individual and collective labor results and take into account, along with the contribution, the real needs of each employee.

The criterion for assessing the effectiveness of the incentive system used is the genuine interest of employees in achieving maximum individual and collective labor results, in the fullest use of creative potential. A reflection of real interest is the achievement of strategic and tactical goals of the enterprise and society, be it maximizing profits or developing production, expanding sales markets or reducing product prices.

2. Analysis of the labor incentive system used in the organization

2.1 Characteristics of the organization under study

1.2 Types of incentives to work

Like any set of phenomena, stimuli can be classified on different grounds. Based on the fact that the starting point in the stimulation process is needs, their content serves as the main criterion for classification. The employee's needs are diverse, but all of them can be divided into material and intangible. In accordance with this, incentives are divided into material and intangible. The criterion for material incentives is their inclusion in the system of commodity-money relations.

There are four main forms of incentives.

Compulsion. History shows a wide range of forms of coercion, ranging from execution, torture and physical punishment to deprivation of property, citizenship and rank. In a democratic society, enterprises use administrative methods of coercion: reprimand, reprimand, transfer to another position, severe reprimand, postponement of vacation, dismissal from work.

Material incentive. This includes incentives in material form: wages and tariff rates, remuneration for results, bonuses from income, compensation, vouchers, loans for the purchase of a car or furniture, loans for housing construction, etc.

Material incentives can be expressed in monetary form (wages, bonuses, etc.) and non-monetary (vacations for vacation and treatment, priority in the provision of housing, rights to purchase scarce goods, subsidies to enterprises for food for workers, maintenance of children in kindergartens, pioneer camps, etc.). Material incentives in non-monetary form are more varied. They are associated both with the creation of conditions for high-quality reproduction of the labor force, and with the functioning of the worker in production, i.e. with the organization of labor, improving sanitary and hygienic conditions for work, which indirectly increase the labor activity of workers. Material incentives in non-monetary form largely play the role of social incentives, allowing workers to assert themselves in production, providing social guarantees to the workforce in creating acceptable living conditions for those working at the enterprise.

Additional incentives, which are essentially also material, world practice (as evidenced by the policies of firms in countries with developed market economies) include: payment at the company’s expense for transportation costs, subsidies for food, assistance in paying for education expenses, medical expenses paid for at the company’s expense. examinations, tourist trips on weekends and during vacations, employer expenses for life insurance of employees and their dependents, accident insurance, etc.

To truly stimulate work and maintain normal relations in the workforce, a well-thought-out bonus system is necessary.

Moral encouragement. Incentives aimed at satisfying the spiritual and moral needs of a person: gratitude, certificates of honor, honor boards, honorary titles, academic degrees, diplomas, publications in the press, government awards, etc. Among them are social, moral, creative, socio-psychological.

Self-affirmation. Internal driving forces of a person that encourage him to achieve his goals without direct external encouragement. For example, writing a dissertation, publishing a book, author's invention, making a film, receiving a second economic education, etc. This is the strongest incentive known in nature, but it manifests itself only in the most developed members of society.

An approximate list of incentive systems in organizations is given in more detail in Appendix No. 1.

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Labor incentives - this is the material basis for personnel motivation, which is a set of measures applied by the subject of management to increase the efficiency of workers.

The main function of incentives is economic, which is expressed in the fact that labor stimulation helps to increase production efficiency through an increase in worker productivity and the quality of the products he produces.

An incentive is an external influence on an employee from management in order to encourage him to perform effectively. The stimulus can be characterized from two positions. On the part of the enterprise administration, it is a tool for achieving a goal (increasing the productivity of workers, the quality of the work they perform, etc.). On the part of the employee, the incentive is the opportunity to receive additional benefits (positive incentive) or the possibility of losing them (negative incentive). In this regard, we can distinguish between positive incentives (the possibility of receiving a bonus or bonus) and negative incentives (the possibility of losing a job, or paying a fine or penalty).

When incentives pass through the psychology and consciousness of people and are transformed by them, they become internal incentives or motives for employee behavior. Motives are conscious incentives. Stimulus and motive do not always agree with each other, but there is no “Chinese wall” between them.

These are two systems of influencing an employee, encouraging him to take certain actions that increase labor efficiency.

Motivation and stimulation essentially embody strategy and tactics in the art of war. Motivation or motivational policy is a strategic line aimed at achieving global goals facing the employee and combined with the goals of the enterprise. For example, an employee wants to make a business career, or expand his professional knowledge by undergoing training at the expense of the organization in which he works, while contributing his knowledge and skills to its development.

Incentive, from the point of view of management, is a tactic for solving a problem that satisfies certain employee needs (in most cases, material) and allows him to work more effectively.

Motivation and stimulation as methods of labor management are opposite in direction: the first is aimed at changing the existing situation; the second is to consolidate it, but at the same time they complement each other.

Consider the following situation.

There are two production enterprises with hazardous working conditions. At one enterprise, occupational safety measures are being taken, ventilation and lighting in the workplace are being improved, technological breaks have been established, and preventive medical examinations of workers and workplace assessments are carried out once a month. Such events contribute to improving working conditions and relate to motivational policy, since they are aimed at changing the existing state of affairs for the better.

At another enterprise, such events are not carried out, but employees receive a salary bonus for hazardous working conditions, reaching 25% of the employee’s salary, free medical nutrition (milk), and free trips to a sanatorium. Such measures only consolidate the existing state of affairs, keeping the employee in the workplace, through material compensation, being elements of the personnel incentive policy.

However, both enterprises experience high staff turnover and low labor efficiency. This is due to the fact that the activities carried out at both enterprises are elements of either motivational or incentive policies of management and do not complement each other. And when solving problems of improving staff performance, an integrated approach is required.

The processes of motivation and stimulation can oppose each other. For example, height nominal(the one you receive for your work) wages by 10%, with an inflationary increase in prices in the country by 20% not only does not cause an increase in work motivation, but also reduces it, since real employee wages (what you can buy with the money you earn) decreased by 10%. The incentive mechanism must be adequate to the employee motivation mechanism.

Stimulation is divided into two main types - material And intangible.

Figure 1.2. Types of labor incentives

The first group includes monetary incentives (salaries, bonuses, bonuses, etc.) and non-monetary incentives (vouchers, free treatment, compensation for travel expenses, etc.). The second group of incentives includes: social (prestige of work, opportunity for professional and career growth), moral (respect from others, rewards) and creative (opportunity for self-improvement and self-realization, in the form of training, internships and business trips).

There are certain requirements for organizing labor incentives.

1. Complexity implies the unity of moral and material, collective and individual incentives, the meaning of which depends on the system of approaches to personnel management, the experience and traditions of the enterprise.

2. Differentiation means an individual approach to stimulating different layers and groups of workers. There should be significantly different approaches to incentives for wealthy and low-income workers. Approaches to older workers and, accordingly, more qualified and younger workers should also be different.

3. Flexibility and efficiency manifest themselves in the constant revision of incentives depending on changes occurring in society and the team, for example, the amount of material incentives should be revised taking into account changes in the level of inflation in the country.

In order for labor incentives to be effective, its basic principles must be observed. These include:

1. Availability. Each incentive must be available to all employees. The conditions for labor incentives must be clear and democratic.

2. Tangibility. There is a certain threshold for the effectiveness of the incentive, which varies significantly in different teams. Managers need to take this into account when determining the lower incentive threshold. For example, if your salary is 20 thousand rubles, then the bonus offered to you should be at least 10-15% of the salary level. You simply won’t feel a bonus of 500 rubles, and perhaps you will perceive it as a mockery of yourself.

3. Gradualism. Material incentives are subject to constant upward adjustment, which must be taken into account, however, sharply inflated remuneration, which is not subsequently confirmed, will negatively affect the employee’s motivation due to the formation of an expectation of increased remuneration and the emergence of a new lower threshold of incentive that would suit the employee. Thus, if you were paid a cash bonus in the amount of your official salary, then the next bonus should not be lower, but preferably higher, otherwise the motivational impact of this reward will disappear.

4. Minimizing the Gap between the result of labor and its payment. For example, the transition to weekly wages. Compliance with this principle allows you to reduce the level of remuneration, because The principle “Less is better, but faster” applies. Increasing remuneration and its clear connection with the result of work is a strong motivational factor.

5. A combination of moral and material incentives. Both factors are equally strong in their impact. It all depends on the place, time and subject to whom the influence of these factors is directed. Therefore, it is necessary to intelligently combine these types of incentives, taking into account their targeted effect on each employee.

6. A combination of positive and negative incentives. In economically developed countries, the transition from negative incentives (fear of losing a job, paying fines) to positive incentives (bonuses, payment of remuneration) prevails. It depends on the traditions that have developed in a society or team, views, morals, as well as leadership style and methods.

Material incentives are provided in the following forms.

First of all this wage, acting as an important part of the system of remuneration and labor incentives, one of the main tools for influencing the employee’s labor efficiency. This is the tip of the iceberg of the company’s personnel incentive system, but wages in most cases do not exceed 70% of the employee’s income.

Among the forms of material incentives, in addition to wages, one can distinguish a system of bonuses - one-time rewards, bonuses or additional remunerations. The bonus is paid based on performance results and can serve as an interim remuneration. In some organizations, bonuses amount to up to 20% of an employee's annual income.

This type of incentive is well known as remuneration based on the results of work for the year, the so-called “thirteenth salary”, accrued and paid at the end of the calendar year and is a good help during the New Year holidays.

Other forms of additional financial incentives include long-service awards, quarterly bonuses and other types of incentives. There are benefits and compensation that are not formally related to the results of work - travel compensation, additional vacations, company cars provided to top managers, as well as bonuses and other payments related to retirement or dismissal. These are the so-called “Golden Parachutes”, which are intended for managers or highly qualified workers and include salary, bonuses, long-term compensation, mandatory pension payments, etc. The provision of these payments emphasizes the high status of the employee. In particular, at the Moscow Metro, retiring managers and highly qualified specialists are paid six official salaries.

Gradually in our country the importance of such incentives as participation in company profits and share capital is increasing.

Of great importance are also non-monetary incentives, not only because they lead to social harmony, but also because they provide the opportunity to legally reduce the tax base of workers while increasing the level of well-being.

Non-monetary incentives include such basic forms as payment of transportation costs, discounts on the purchase of goods produced by the organization, medical care, life insurance, payment for temporary disability, vacation pay, corporate pensions and others, which are elements of the social policy of the enterprise.

Intangible incentives that regulate employee behavior based on the expression of social recognition are carried out by awarding certificates, badges, placing photographs on the Board of Honor and other events aimed at influencing the need for self-esteem of a certain category of workers and thereby encouraging them to work more efficiently.

let's consider examples financial incentives in various domestic companies. ( According to the Vedomosti newspaper No. 9/6 - 04).

In company "Renaissance Insurance" until 2004, employees received a fixed salary and an annual bonus (with the exception of sales managers, who were awarded quarterly bonuses, depending on the implementation of the plan). In most cases, the annual bonus was chosen subjectively, and the staff could only guess where such and such an amount came from. Based on the results of 2004, the company introduced a flexible reward system. At the beginning of the year, each manager drew up a work plan for his subordinates, upon completion of which the employees will receive a very specific bonus. The plan consists of both quantitative and qualitative indicators, and each indicator is assigned a certain amount of remuneration. For example, for some HR managers, three quantitative criteria have been selected:

Implementation of the plan for hiring employees;

Implementation of the plan to attract freelance insurance agents;

The need to stay within the budget allocated for hiring employees (the bonus will increase if savings are made).

There are also three qualitative criteria:

Forming a pool of recruitment agencies ready to work according to company standards;

Improving the hiring process;

Development of an effective system of motivation for recruiters supplying insurance agents.

At the beginning of 2004, the personnel department Alfa Bank invited department heads to independently determine the size of salaries and the number of employees. If it is possible to reduce costs in this way, part of the saved money will be returned to the departments, and they will be able to use it as they wish. According to Alfa Bank HR Director Ruslan Ilyasov, despite the fact that the year is not over yet, the real effect of saving money is already evident.

In company " Komus" the amount of remuneration previously depended solely on the profit received. In connection with the formulation of the task of reducing staff turnover, the permanent part of salaries began to depend on the length of service and qualifications of employees. The variable part of salaries (bonuses and bonuses) began to depend on the influence of such factors as increased customer loyalty, an increase in the proportion of customers making repeat transactions, the introduction of new technologies, etc. Each goal has its own significance coefficient depending on the company’s priorities. Now the company is focusing on the following indicators: achieving the sales volume plan is estimated at 10% of wages, attracting new customers - 30%, increasing net profit (by 30%) - 40%, customer retention - 20%. If all goals are achieved, the division's bonus ratio will reach 100% of the level of its total payroll.

Example. The structure of labor incentives for employees of a commercial enterprise.

As an example, let us cite elements of a study of staff motivation conducted in 2007 by S.A. Shapiro in one of the Moscow companies related to the telecommunications business, and had the goal of developing a material system of personnel motivation in several departments of the company.

The study was conducted by surveying company employees, for whom it was necessary to develop a system of material motivation to encourage them to work effectively.

Here are the elements of a questionnaire aimed at studying the material needs of workers.

1 What financial incentives encourage you to work (underline all the options that suit you or those that you would like to have, or enter your own)

a) monetary

The need to constantly receive wages;

Remuneration for long service, based on the results of work for the year;

Commissions and bonuses;

Wage indexation;

Other _______________________________________________________;

b) non-monetary

Payment of transportation costs;

Medical insurance;

Mobile phone payment;

Payment for vacation packages;

Other _____________________________________________________;

The survey results are shown in Figure 1.3, which represents the structure of material incentives for the organization’s employees.

Figure 1.3 Structure of material incentives for employees of the organization

When organizing an incentive policy, it is very important to study the expectations and preferences of employees, discussed below, and carry out explanatory work with staff, explaining on what basis incentives for their work are based, since material incentives should increase the efficiency of the company, and not introduce additional financial costs. This work should be carried out in close cooperation between management and employees of the organization.

Thus, employees in their work activities are guided by certain motives that determine the line of their behavior. Motivation to work is a long process that begins from the moment you start working in a specific organization. From the very beginning, an employee sets himself various goals - to adapt to a team, master a chosen specialty,, as a rule, make a professional or official career, improve his qualifications, achieve recognition of his merits and respect from the people around him. Moreover, each employee belongs to some motivational type, although not necessarily to only one. People can belong to several motivational types at the same time, but in each person the features of one largest type of motivation are manifested to a greater extent. In accordance with it, employees make a choice between their needs, which they try to satisfy through work activity. The goals and objectives they face to one degree or another correspond to the goals and objectives of the enterprise management. The main task of the employee is to choose such a line of behavior so that the manager understands that if he is properly motivated, he will bring great benefit to the company and will increase labor efficiency.

As for labor stimulation, this is a short-term, repeating process in the activities of any employee, when in order to intensify his activities, for example, to fulfill a production plan, or increase sales, he is offered material or other rewards (and, sometimes, the threat of punishment - “If you don’t complete it on time, you’ll be fired”). Stimulation is a very important element of work motivation, although not the only one. Throughout their career, managers offer employees a wide variety of incentives that temporarily (for a week, a month, a quarter) intensify their activities, increasing labor productivity. The preferences of individual employees determine which types of incentives are most important to them in order to satisfy their motivational needs. When collaborating with management, it is necessary to bring to their attention your needs, the satisfaction of which on their part will increase the efficiency of work.

In relation to work, the concept of motives and motivation reflects the subjective factors that motivate work activity and activity in it.

On the one hand, motives are factors of activity, on the other hand, activity itself, its measure and stability, which are evidence of the presence of these motives.

There is a fundamental interdependence between such phenomena as work motivation and job satisfaction, which is as follows. The presence of some sufficient and positive motives for work creates the effect of meaning, reasonable necessity, correspondence with interests and, thus, brings satisfaction. The presence of satisfaction also makes this work activity attractive and, thus, creates motivation to participate in it. In economics, the principle “everything that makes sense is attractive, and everything that is attractive has meaning” is also implemented.

When studying people's attitudes toward work, some sociologists pay more attention to satisfaction, others to motivation. In reality, both phenomena are equally significant and should be considered as independent goals of socio-economic development.

One of the contradictions in labor motivation is as follows. Motives are real factors of work activity, i.e. labor activity reacts to them, is regulated by them, and is subordinate to them. At the same time, they are not always adequately recognized by the person himself. Sociological research makes it possible to verify that not all people as workers are able to analyze and express in precise judgments their attitude towards work, accurately formulate answers to various questions about why they work, work better or worse, what is the reason for their good or bad work. Few are able to express their attitude towards work with a single, generalizing philosophical concept, which they themselves came to in the process of their own work activity, which they can call their own “experience”.

People's expressed opinions about their motives for work are often determined not so much by personal beliefs as by various fashion factors. For example, in society there are many stereotypical and attractive versions of work morality that provide simple, accessible answers to questions such as “how one should treat work in general”, “how one should treat work in modern conditions”, “how a person should treat work our social status, our profession,” “how a real person should approach work.”

Different aspects of work motivation have different indexes of awareness and expressibility in general or for a given social category of people. However, there are always aspects that are accessible and close to the majority.

They are reflected by the following common and popular judgments, for example:

Work is the most important thing for me; making money is the best goal you can set for yourself in life;

Work is the most important thing for me; only work, activity, career give real meaning to existence; I would like to put all my strength into work;

Work is important, but it should not deny and replace other values and fill the whole life;

Work is a task, it must be done, but not exaggerated or overestimated; the work must be taken seriously, but simply;

Work is an unpleasant necessity; I would gladly not work if I had a means of subsistence and if it were not condemned by others.

In sociological science, there is a long tradition of dividing needs into primary and secondary. The primary ones include natural and material needs, the secondary ones include social and moral needs. In accordance with this, primary and secondary motives are distinguished.

The relationship between them is complex and has its own variations, which is the reason for the emergence of different theories and applied methods of social technology:

Firstly, if primary needs are more significant than secondary ones, then only the initial satisfaction of the primary ones gives the secondary ones the strength of motives for activity. In other words, various social and moral needs can perform motivational functions only when the job is paid well enough and the employee’s needs for housing, food, etc. are satisfied. So much after paying an employee well, you can think about his moral motivation.

Secondly, if primary and secondary needs are equivalent, equally weighty, then only their simultaneous implementation provides effective and acceptable motives for work. This is natural for a person who is both a physical and spiritual being (only simultaneous reliance on material and moral motives for work is the true art of economics and management).

Thirdly, if for some reason there is no possibility and conditions for the fulfillment of primary needs, then their motivational functions are transferred to secondary ones, since without motives, activity is generally impossible. Social and moral forms of labor motivation can compensate for the lack of material reward for work (in the absence of opportunities for expected monetary reward for work, use moral incentives, learn to see them and explain them to employees; a poor economy is always a factor in the active development of moral ideology).

Fourthly, in the real mechanism of motivation for work activity, primary and secondary needs are often difficult to distinguish, mixed, and coincide with each other. For example, an employee is focused on high pay because it gives positive moral well-being and respect from society. - this is a condition not only for material, but also for spiritual consumption. At the same time, an orientation towards authority and a career can only be a transformed form of striving for material prospects (attribute moral significance to all material goals, and reinforce all moral goals with material meaning).

Fifthly, secondary ones are more significant than primary ones. There are cases when the material cannot replace and compensate for the moral. In addition, the material incentive is significantly refracted through the moral nature of a person (only knowledge of a specific work collective and the psychology of the employee in general will effectively stimulate work through wages).

It is advisable to distinguish between such types of motives for work as dominant and background. A person has many needs and strives for many different values. Therefore, in the real activity of one and the same subject (individual or group), a whole set of motives operates. Only together they provide a sufficient, strong motivational effect and are socially acceptable for a person. At the same time, the totality of motives for the activity of one and the same subject represents precisely a hierarchy in which some motives are superior to others in importance and relevance.

A person is focused on choice, strives to “see” the main thing, therefore some motives are only a background, although in reality they are also significant:

Firstly, the dominant motive is one that corresponds to either a particularly strong need or a need that can be better satisfied under given conditions.

Secondly, some workers, according to their psychology, strive to achieve “comprehensively” many goals, others are characterized by a selective strategy of labor behavior, i.e. focus on one thing as a reward for work.

Another type of motive is the so-called rank motive. The general logic of this type is as follows: the motive is determined by the ratio of satisfied and unsatisfied needs, i.e. already achieved and still desired. Motives to work are largely formed according to the rank principle. The ranks here are mainly socio-economic status, working conditions and job status.

Manifestations of the ranking principle in labor motivation are diverse. For example, in practical sociological research the following scheme has been established and repeatedly studied: for low-skilled workers, the strongest motive is the opportunity to get a more interesting job and better working conditions; For semi-skilled workers, the most significant increase in pay in this regard is; Highly qualified workers are especially distinguished by their desire for excellence in management; lower-level managers are characterized by an orientation toward further advancement; Top-level managers are especially keenly “experienced” by such motives for work as responsibility and creativity, and maintaining their position.

In any case, at the sociological level, we can study various motivational shifts in people’s attitudes towards work at moments of rank movements, in cases of increased pay, promotion, improved working conditions, and positive changes in the content of work.

Finally, one should distinguish between such types of motives as real, demonstrative and protective. Real motives are the actual reasons that motivate activity. Demonstrative ones are proclaimed as such, called officially, publicly. A person may explain his work behavior inappropriately to real motives. For example, he does not admit his desire for a career or position, does not reveal his moral principles if they are not in fashion, allegedly focuses on the interests of the team, etc. Demonstrative motives are based on generally accepted values. Protective motives are various kinds of self-hypnosis. If work activity is carried out forcedly, and there is no sufficient and positive motivation, then it is compensated by imagination. This is done in order to maintain mood and better experience an unpleasant need.

Very many people are “hypocrites” in their psychology: in economic life they either hide their intentions or formally strive for goals in which they subconsciously do not believe. This circumstance creates both difficulties in management and the possibility of manipulating the workforce and the employee’s labor behavior.

The attitude towards work of an individual or group changes over time. In this case, either the motives themselves, or their hierarchy, or their strength are subject to change.

Let us highlight the following mechanisms of the dynamics of labor motivation:

1. Since labor motivation is based on needs, it is characterized by the phenomenon of substitution, i.e. a kind of interchangeability of needs. If a need cannot be satisfied for some reason under given conditions, then it is replaced by another, the satisfaction of which is possible and which is therefore more rational.

For example, having not realized his hope for promotion, the employee refocuses on wages as the meaning of work; in case of dissatisfaction with wages, the employee seeks this meaning in respect from the team; if the latter is also difficult, then he tries to be creative in his work, etc. The sequence of the listed motives may be reversed, but in any case, the employee’s behavior is based on the principle “if you’re going to work, it’s not in vain, for the sake of something,” while the specificity of the value achieved through work is not of paramount importance. Substitution may not apply to all, but to some part of the needs.

2. Another real mechanism for changing the labor motivation of individuals and groups is the satisfaction of needs. Typically, needs are viewed as a person’s desires and goals that must be realized and achieved constantly. Human needs are indeed constant, but their satisfaction can be periodic and one-time in nature. From this point of view, we can say that some need has already been satisfied, generally satisfied, while satisfied, completely satisfied, satisfied for a certain period of time.

The temporary nature of need satisfaction affects motivation.

The general logic of the satisfaction factor is as follows: if the need is satisfied, then it ceases to be a motive. Therefore, it is possible to observe and study changes in the motivation of a person’s work in cases of his various achievements, if, for example, he solved the housing problem, earned the desired amount, moved to a higher paid class of workers, or advanced in position.

In all cases of satisfaction of needs and its influence on work motivation, it is necessary to take into account that there are two types of achievements. In some cases, they seem to be final; in others, continued activity is required to maintain achievements, otherwise they may be lost.

In addition, the laws of inertia and elevation apply to needs, i.e. when a need is satisfied, the latter either continues to be subjectively experienced as relevant, or:

a) multiplies;

b) intensifies. Inertia and increased needs are phenomena that sometimes create great difficulties in predicting labor behavior.

3. There is a constant struggle between the physical and spiritual in needs and value orientations. Each side periodically dominates, but cannot completely win. A person is constantly looking for the correct relationship between the physical and the spiritual, and often rushes “from one extreme to another,” because he cannot, does not know how to combine them.

The struggle between the physical and the spiritual in a person is a particular and simplest variant of fluctuations in needs and value orientations, especially clearly manifested in relation to work. It is common for almost every person, as a worker, to focus primarily on social and moral values during certain periods of their working life, and to look for a spiritual “beginning” in their work. However, the period of spiritual enthusiasm cannot be long if there are no factors of material interest. Work motivation based only on material interest is not absolutely acceptable for a person. Working only for money ultimately tires a person and traumatizes his personality. Many people approve of such work and such an attitude towards work only as temporary phenomena. For example, a sociological survey was carried out on workers who managed to get a highly paid job, but this work was not entirely easy and normal in terms of working conditions. After a certain interval of time, it turned out that only a few considered it as long-term and, especially, permanent for themselves; in general, none of them wanted their children to have such work.

Along with the conflict between the material and spiritual in a person, there are other forms of fluctuations in needs that determine the dynamics of labor motivation. The very need for activity and the predisposition to activity fluctuates, i.e. are not the same at different times. This is explained by the laws of physical well-being and mood. In work activity, one can observe peculiar periods of recession and recovery, despite strict labor discipline.

Sociological studies were carried out, within the framework of which a monitoring picture of people’s labor motivation was established at all main points - at the beginning, middle, end of the working day, working week, working month. At the same time, specific indicators were taken into account: production and quality, timely attendance at work, absenteeism, disciplinary violations. As a result, two specific types of working time were identified and explained from the point of view of labor motivation - “work time of choice” and “work time of necessity”.

The unevenness of activity in labor activity, according to some sociological theories, is a law that primarily explains downturns and upswings in macroeconomic development.

4. Another important mechanism for the dynamics of labor motivation is the development of needs. The point is that people's needs can change over time due to experience, education, cultural growth and greater awareness, which significantly affects their attitude to work.

The motivation of the work of an individual employee and an entire team can be changed by such circumstances as a revaluation of the values of life, awareness of the state of production and the difficulties of its organization, a better understanding of the cost of one’s own labor and the price of one’s labor force, the formation of views on the role of human relations, and independence in work activity. The period of change in labor motivation may be longer or shorter.

5. Work motivation would be a more stable structure if it were influenced only by factors directly related to work. In reality, work activity depends on many phenomena outside of work and working time. Here, not only the general social situation matters, but also the individual living conditions of the worker. According to research, significant losses in the quantity and quality of work occur from a person’s awareness and experience of the problems of personal and social life, while well-being in this regard has a very positive effect on work.

The state of personal and social life significantly determines such phenomena of labor behavior as “subjective absence” and “subjective presence”, which express the degree of concentration on work and the influence of moods on it. These phenomena and their periodic changes also explain changes in labor motivation over time.

Knowledge of the dynamics of labor motivation is a condition for the correct requirements for an employee and the correct expectations from him at different times, and the correct choice of incentive methods at the moment.

Basic social and moral needs and their motivational and labor implications

There are many social and moral needs that are studied and taken into account in sociology from different points of view.

A certain part of them is directly related to the problem of labor motivation, and have specific motivational and labor meanings:

The need for self-esteem (conscientious work activity regardless of control and remuneration for the sake of a positive opinion of oneself as a person and an employee);

The need for self-affirmation (high quantitative and qualitative indicators in work for the sake of approval and authority, praise, positive attitude towards oneself from the team, management, family and even acquaintances);

The need for recognition (the focus of work behavior on proving one’s professional suitability and abilities in general or under conditions of strict control of the quality of work, during the probationary period);

The values of solidarity and self-affirmation in a person’s work life can relate not only to the organization, but also to the wider community. For example, through good work a person shows solidarity with his socio-professional group and protects and asserts the dignity and prestige of his profession. Good work is also a possible way to demonstrate the work morale and labor traditions of one’s people and maintain a positive image of one’s nation. The stronger the national self-awareness of people, the more likely it is as a factor in regulating labor behavior. Motivation for work can also be based on general civic ideas, considerations of maintaining order, traditions, state and peace in society. Such motivation is quite real. For example, even the owner of industrial capital, who is far from religiosity and socialist views, claims that the goal of his activity is not to increase personal wealth, but to produce material goods for people, promote prosperity and peace in society, and care for the prosperity of the nation.

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