Download issue "Safety and labor protection" No. 3,2017

YES. Melnikova,

Associate Professor of the Department of Life Safety, Ph.D.,

G.N. Yagovkin,

Professor of the Department of Life Safety, Doctor of Technical Sciences, Professor,

The paper presents a mechanism for the formation of personnel motivation for safe activities. A generalized model of theories of motivation is presented and it is shown that the motivation of personnel to safe activities is one of the important professional characteristics of personnel.

Key words: motivation, personnel, activity, safety, mechanism, theory.

Formation of staff motivation for safe operation

The senior lecturer, Cand. of Sci. (Chem.)

The senior lecturer, Cand. of Sci. (Tech.)

Dr. of Sci. (Tech.), Professor

Department “Health and Safety”, Samara State Technical University

“Safety of ability to live” faculty

The mechanism of motivation formation for the personnel to safe activity is considered. The generalized model of motivation theories is presented. It is shown that motivation of the personnel for safe activity is one of the important professional characteristics of the personnel.

Keywords: motivation, personnel, activity, safety, mechanism, theory.

The modern approach to the problem of motivation consists, on the one hand, in identifying and compiling a system of coercive factors, and on the other hand, a system of motives and incentives. It depends on the correct combination of these systems whether a particular goal for an employee becomes internally significant, valuable and consciously necessary. The purpose of incentives is not so much to encourage a person to ensure the safety of work, but to encourage him to safe and quality work.

The mechanism of motivation is formed not only with the help of purely economic factors, but also social factors.

Consistency in stimulation is also necessary from a production point of view. The main goal is to build an incentive system at the enterprise in such a way as to achieve efficiency with its help. Thus, in order to create an effective system, it is necessary to achieve a balance between the level of requirements and incentives. However, a decrease in the level of material (or lack of) incentives leads to a decrease in the possibilities of using material incentives in the motivational complex. This decrease in opportunities for material incentives must be compensated by the activation of moral incentives, internal motivation and the involvement of employees in solving safety problems.

Rice. 1. Generalized model of known theories of motivation

To date, there are a number of approaches to the definition of the concept of motivation. Key in the process of motivation are the concepts of need, motive, incentive. Based on them, the most famous theories of motivation have been developed. On the basis of their complex theory of motivation can be represented schematically (Fig. 1).

The logic behind this model is:

(1) A person determines for himself the attractiveness, the value of the reward expected for achieving the labor goal, (2) evaluates the likelihood of achieving the goal and receiving reward. (3) This determines his labor effort, the desire to do the job. |4) The achievement of the goal is influenced by the individual abilities of the employee, as well as (5) role requirements, i.e. perception of their job responsibilities. (6) Achievement of the goal, i.e. the result obtained entails intrinsic rewards: pride, self-respect (7a) and extrinsic rewards (76). (8) The remuneration is assessed as fair or unfair. (9) Intrinsic and extrinsic rewards, as well as the assessment of their fairness, determine performance satisfaction, which in turn has an inverse effect on the assessment of the value of the new reward (indicated by the dotted line). In addition, the results achieved (6) influence the subsequent assessment of the likelihood of future rewards (2).

When analyzing this model, several main conclusions can be formulated.

1. The value of the expected reward is determined by both internal, arising from the work process itself, and external, in relation to the task, rewards.

2. The effectiveness of the task performance depends on the assessment by the employee of the actions necessary to complete the task and his ability to carry them out, which emphasizes the need for a clear formulation of goals and a preliminary determination of the employee’s compliance with the task assigned to him in order to best perform it and ensure employee satisfaction from the solution process.

3. The sense of fairness of the reward affects the degree of satisfaction from it.

On its basis, a generalized structural model of motivation for safe activities was created (Fig. 2). It contains three building blocks:

Politics, i.e. directions that form the basis of the motivational system;

Mechanisms that create a motivational system;

Tasks solved by the motivational system.

The motivational system for safe activities decides four political directions, presented on the left side of the model:

alignment;

Competitiveness;

Employee contributions;

Management of the motivation system.

Leveling refers to comparisons, in terms of the scope and danger of work to ensure a safe activity.

It includes several stages:

Analysis of the performance of each unit to ensure safe activities;

Evaluation of the effectiveness of this work;

Development of measures to improve efficiency.

The types of activities and skills of people are compared in terms of their relative contribution to the solution of the task of ensuring safe activities.

Rice. 2. Structural model of personnel motivation for safe activities (DB)

Competitiveness refers to compensatory relationships.

This primarily applies to working conditions at workplaces, which must be not only safe, but also attractive. They are determined by the program for ensuring safety during the operation of equipment, methods for improving the preparation of workers for ensuring safe activities, teaching them how to work safely, professional selection, taking into account the influence of the working environment, the quality of protective equipment for workers, and many other indicators. It is favorable working conditions that make the staff attentive to their own safety and the safety of others. Competitiveness is assessed in three stages: the first determines the characteristics of working conditions, the second is their assessment, the third determines the policy (measures) to improve them.

One of the main elements of the system of motivation for safe activities is the contribution of employees. The structure of the personnel of the enterprise contains a number of categories from managers to direct performers of work. They solve different tasks in the field of ensuring safe activities: the upper echelon of personnel organizes it, and the lower echelon fulfills safety requirements. Due to the difference in the tasks performed, the contribution of employees to ensuring safe activities differs significantly from each other in terms of volume, efficiency, and individual merits.

While it is possible to design an incentive system based on employee alignment, competitiveness and contribution, it will never serve its purpose if it is not managed properly.

Management means understanding how the system works. It is necessary to answer the following questions: are the employees of the enterprise able to ensure safe activities? What needs to be done to improve its effectiveness? Do employees have confidence in the established safety pay system? Do they understand their tasks? Do they understand how payment is made for personal contributions to security?

This is necessary in order to tune or redesign the system, adapt it to change and highlight the area for further improvement. Ultimately, it is necessary to determine the costs of its operation, evaluate its effectiveness and determine directions for cost optimization.

Motivation mechanisms link the four main policy directions to the objectives of the enterprise. Alignment is usually established through a sequence of mechanisms that begins with an analysis of the work done and the qualifications of the people doing it. This information is collected, systematized and evaluated. On the basis of these assessments, the structure of motivation is designed.

The main objectives of motivation include consistency, fairness and efficiency.

Consistency means compliance with federal and state laws and regulations on compensation payments. If they change, then changes to the motivation system may be required to ensure continued consistency.

Fairness is a fundamental task of any motivation system. It is understood as the absence of privileges associated with the subjective attitude of management towards a particular team or employee. This does not mean that everyone is treated equally, but fairly, based on the respective situation. Therefore, the objective of fairness requires that all employees be treated “equally” by recognizing their contribution to ensuring personal safety and the safety of others.

Efficiency is expressed in the provision of safe activities and the costs of its provision. The model serves as the basis for developing a motivation system.

The level of motivation is determined as follows.

Based on the results of the research and analysis of foreign and Russian experience, it can be concluded that a reasonable combination of administrative and material incentives plays a leading role in the formation of the optimal motivational complex of personnel. But without assessing the attitude of each employee, it is impossible to realize the effectiveness of the influence of motivational factors. Naturally, the evaluation system should be multifactorial, i.e. it is necessary to evaluate the totality of not only professional knowledge, but also the entire labor and motivational potential of the employee.

The most acceptable and satisfactory stimulation requirements is a system of comprehensive assessment of the results of safe activities.

Considering the variety of indicators characterizing the safe activity of workers, it is possible to propose the construction of an assessment based on the following indicators:

Motivational potential of the employee for safe work;

Fulfillment of security requirements;

Creative activity of the employee to improve the activities to ensure labor safety.

Each indicator covers a specific area of ​​personnel activity. The totality of the presented evaluation criteria will most fully correspond to the safe activities of a particular employee. This set is multifactorial and therefore can only be used for motivation for a long interval (annual). It is the annual interval that is most convenient not only in terms of psychological perception, but also economic feasibility.

Experts set the maximum score for each indicator.

Actual assessments are made on a ten-point scale:

Low level and there is a tendency of deterioration of activity in comparison with the previous year - 1 point;

Low level and there is a tendency to improve performance compared to the previous year - 2 points;

Satisfactory level and there is a tendency of deterioration of activity in comparison with the previous year - 3 points;

Satisfactory level and there is no trend of deterioration in performance or improvement compared to the previous year - 4 points;

Satisfactory level and there is a tendency to improve performance compared to the previous year - 5 points;

The average level is the trend of worsening activity compared to the previous year - 6 points;

The average level and there is no tendency for deterioration or improvement of activity compared to the previous year - 7 points;

The average level is the tendency to improve performance compared to the previous year - 8 points;

High level and there is a tendency of deterioration of activity in comparison with the previous year - 9 points;

High level and there is no tendency for deterioration or improvement of activity compared to the previous year - 10 points.

For each indicator, you can determine the coefficient as the arithmetic average of the points scored:

To i= A fact / A max , i = 1, 2, 3,

where K i- coefficient, respectively, of motivational potential, fulfillment of requirements, creative activity to safe activities;

A fact - the actual number of points scored;

A max - the maximum amount of points.

An assessment of the motivational potential of an employee can be considered on the basis of an integral indicator of motivational activity:

K Σ \u003d K m K t K a,

where K m is the coefficient of motivational potential to ensure safe activities;

K t is the coefficient of fulfillment of safety requirements;

K a - coefficient of creative activity to safe activity.

By the value of the integral indicator, it is possible to determine the amount of moral and material rewards. In order to develop the effectiveness of employee motivation in the future, it is important to differentiate the assessment taking into account the length of service of the employee in the enterprise.

Motivation management causes a response from the safety management system, which imposes a whole set of requirements on the characteristics of personnel, which are shown in Fig. 3.

Rice. 3. Influence of the system of motivation for safe activities on the professional characteristics of personnel

Thus, the motivation of the personnel for safe activities is one of the important professional characteristics of the personnel.

Literature:

1. H. Hekhauzen Motivation and activity: T.1 / Under. Ed. B.M. Velichevsky. - M: Pedagogy, 1986. - 406 p.
2. K.B. Malyshev Psychology of management. - M: Per Se, 2000. - 140 p.
3. E.A. Utkin Motivational management. - M: EKMOS, 1999. - 256 p.
4. W. Braddick Management in the organization. - M: INFRA-M, 1997. - 342 p.
5. K. Zamfir Satisfaction with work. - M: Politizdat, 1983. - 142 p.
6. V.P. Pugachev Personnel management of the organization. - M: Aspect Press, 1998. - 279 p.
7. A.A. Pen, N.A. Sakada Stimulation and motivation of labor at an industrial enterprise. - Kyiv: Nauk. Dumka, 1998. - 221 p.

Stages and methods for identifying motivation, types of motivators

As a rule, in an established team, while everything is relatively good and stable in the company, the issue of staff motivation is not paramount. Problems begin when strong competitors appear, employees change, including managers, and the ambitions of the founders increase.

In the new team, “grinding in” begins, the new management is trying to find an approach to long-working personnel, competitors are pulling personnel over to themselves, the owner is demanding to increase plans, fulfill and exceed them.

Work on staff motivation becomes more sophisticated, the less finance the company has, then we start talking about non-material methods of stimulating labor productivity.

And everything would be fine, but the departure of effective employees from the company and high turnover practically squeeze the juice out of companies, hinder their development, and throw them back from their achieved positions in the market.

It is much easier and smarter to collect all the necessary information about an employee in advance and try to recognize the motivation at the stage of hiring than at the stage of dismissal.

At the same time, at the stage of dismissal, the motivation of employees also needs to be clarified. There are three steps in determining motivation:

at the stage of hiring during the interview;

during work activities (at intervals of six months / a year);

upon dismissal - in order to take into account the mistakes of the previous stages, to assess the degree of sincerity of the employee, to retain the employee if possible and necessary.

Motivation changes throughout the professional development of a person or with a change in life circumstances, under the influence of changes in his value orientations.

A person may be more or less self-motivated or more inclined to accept outside influences.

If we talk about what can give the right motivational impact for a company, these are:

• increase in labor productivity / quality of labor;
• retention of personnel by increasing their satisfaction with the workplace (position, significance in the team, etc.).

Not all factors motivate to create a good result. Some motivate them to actually work (for the sake of earning money and satisfying other needs), but not to create a good result.

Motivation is based on satisfaction of needs. That is, by satisfying the needs of the employee, the employer motivates him. Different workers may have different needs. An enterprise may have limited capacity to meet these needs. Accordingly, it is easier for enterprises to assess in advance the arsenal of opportunities, tools for motivating employees. Provided appropriate conditions, benefits, and workers are working. Did not provide - you have to work on the problem.

Here the question arises - what to do with those individuals who work "under pressure" (a well-known subtype X in the theory of D. McGregor)? These individuals, like many others, have material needs and the need for security (or the absence of punishment), but there are no needs for self-realization, self-improvement, usefulness and service. Therefore, the prospect of working without administrative punishment and working in principle (to meet primary needs) for such personnel is an excellent motivation.

In order to determine the motivators (motives, motivating needs) of a candidate at the interview stage, it is convenient to use ready-made forms, tables, questionnaires containing a list of motivators.

In order for the interviewer to identify the presence of a motivator and determine its significance for the employee, as well as for the company (retention in the company and / or increase in labor productivity), all factors (motivators) should be identified in the same way, that is, a single classifier and a number of symbols should be developed for motivators.

For example, I prefer to use the following list. It does not contain any motivational theory in its purest form, but uses some of them (Riess, Herzberg) and is adapted for a modern interview in a Russian company.

In the first group of needs (motives), I include those that encourage you to actually work (work at home, get up from the couch and go to work in an office, factory, government agency, television, open a business):

• material wealth (earnings, benefits);
• self-realization through creativity, interesting work, technical developments and devices;
• self-realization through work;
• self-realization through significance and usefulness, help;
• self-realization through leadership;
• self-realization through communications;
• self-affirmation through status and prestige, career.

This group influences the choice of a certain Company. Also, this group of motives, with a stimulating effect or self-motivation of an employee, can contribute to the growth of labor productivity and improve the quality of work.

In the second group, I include needs that do not force you to go to work or perform labor feats, but they are significant for the staff already when performing work tasks and the choice of not just a job (labor function), but only a certain Company depends on them:

• favorable living conditions (sanitary, lunch, etc.);
• developed social policy;
• compliance with labor laws;
• convenient work schedule;
• convenient location of work;
• respect for the individual and a favorable climate in the team, the attitude of the leader;
• clarity and sequence of tasks, order;
• fairness of labor assessment;
• the ratio of invested effort and reward;
• recognition, public evaluation, approval;
• independence;
• balance of working time and rest time;
• ethical working methods;
• physical activity (moderate, intense, etc.);
• change of tasks;
• pace and volume of work;
• emotional calmness (the presence of noise, the flow of visitors, games at work, etc.);
• the absence or small number of fines and punishments;
• opportunity to make job offers;
• the quality of the technical equipment of the workplace;
• the need for friends, like-minded people and/or ineffective communication (gossip), corporate events;
• the need to avoid criticism;
• the need for feasible responsibility (high or low);
• the need to avoid risks or the desire for risk;
• need for freedom, avoidance of external restrictions.

The listed motives, the needs of the second group are able to keep the staff in the company. Some (but not all) of the needs of the second group can contribute to improving the quality and productivity of labor.

The presence of motives and their significance can be identified through an interview with a candidate or employee, as well as a written survey.

Motives and needs are definitely significant for a candidate if he caused dissatisfaction at the previous workplace, and also led to his dismissal, transfer to another job.

The following are examples of questions that can be used to express the needs of applicants.

• Why do you need a job?
• What motivates you to work better?
• Give examples when the company has created conditions for you so that you can work effectively.
• How did your manager influence you in order to get a good result of work?
• If you were offered a job at the same time in different companies with the same salary, then by what parameters would you choose a job?
• Would you agree to a managerial position if the company has a very tough leadership style, a lot of sanctions, reprimands in relation to employees?
• Would you be able to work in a company where extraneous conversations between employees are completely prohibited, except for a lunch break?
• Would you be able to work in a position with a high salary, where a small amount of simple work, you need to occasionally fill out paperwork, periodically shift from folder to folder, or other small-volume functionality?
• Would you be able to work in the Company all the time in one position? With slightly changing wages?

Labor occupies at least a third of adult independent life. A number of stages of a person's working life captures earlier and later periods of his life (education, choice of profession, labor and vocational training, type of pension depending on working life, life of a pensioner-veteran of labor associated with his native organization, etc.). Therefore, work, and, consequently, all issues related to it, are of great importance for any person and are always in the field of his attention.

The results achieved by people in the process of work depend not only on the knowledge, skills and abilities of these people. Effective activity is possible only if employees have the appropriate motivation, i.e. desire to work. Positive motivation activates a person's abilities, negative motivation inhibits their manifestation.

Motivation includes an internal state of a person, called a need, and external factors that affect motivation, called a stimulus. Human behavior is determined by the needs and incentives that dominate at a given time.

Physiological needs are fundamental to humans. They demand their satisfaction first. The organization of labor and the workplace must take this circumstance into account.

After satisfying physiological needs, the need for security comes to the fore. However, this does not mean that the employee thereby seeks to work safely. Often, his fear of losing his job (the need for social security) due to low productivity pushes him to violate the elementary methods of safe work in order to quickly complete the assigned work.

The next need is the need to be in a group, to enjoy love and respect there. If this group (often referred to as the reference group) neglects security measures, then each of its members will do “like everyone else”. It is known that the tone in the group is set by its leader, formal or informal. It is necessary to ensure that the formal head (leader) of the group (unit, brigade) is its informal (true) leader with internal motivation to comply with safety requirements. In such working groups (teams, shifts) everything is always in order.

Any person seeks to improve his position in the group, he wants to feel his own significance, confirmed by the recognition of others. In the struggle for this recognition, he is ready to draw attention to himself at any cost, and therefore he can often violate safety rules, trying to quickly do something very important and difficult and thereby distinguish himself.

And finally, many people experience a desire for self-expression, for leadership. They want to realize themselves, to fulfill their destiny.

As the needs at one level are partially satisfied, the needs of the next level become dominant. At the same time, it is important to keep in mind that only those incentives that satisfy the dominant need are motivating.

For example, it is widely believed that the main factor in effective work is money: the more a person receives, the better he works. Such a belief is not true: if a person is dominated, for example, by the need for close relationships or the need for self-realization, then he will prefer a place where he can satisfy this need to money.

2.2.2. Management of internal motivation of employees to comply with labor protection requirements.

Motivation management for maintaining a high level of labor safety is aimed at developing personal and group long-term interests and relevant attitudes for unconditional and interested compliance with labor protection requirements, as well as appropriate behavior in hazardous production situations.

It is necessary to distinguish between incentive management, associated with the promotion of the employee, and punishing management, associated with the responsibility of the employee for his actions / inaction.

Note that the establishment of personal responsibility of employees allows: together with other forms of preventive work, to bring into a single system the activities of managers and specialists, as well as supervisory persons to ensure safe working conditions; evaluate the level of preventive work in the field of labor protection; regularly receive information about the state of machines, equipment, tools and workplaces in terms of their safety (safe operation) and take measures to eliminate deficiencies; receive data on the fulfillment by employees of labor protection requirements, take disciplinary measures against violators.

To form a sustainable corporate-oriented positive motivation in all departments and labor groups (teams), various methods should be used to encourage employees to acquire knowledge and experience in ensuring labor and production safety, to reduce accident rates, incidence rates, occupational injuries and occupational morbidity.

Managers must constantly think about possible ways to improve the performance and intrinsic motivation of employees. It is important to highlight possible simple changes in work that could lead to stimulation of the internal motivation of subordinates, to cause cooperation and enthusiasm on their part.

Since the lack of skills and abilities often leads to injuries, the development of new safe work skills by employees is only a blessing.

The most common and proven method of stimulating work on labor protection in Russia is the organization of a competition “For safe work and production” (tentative name). The review competition is regulated by the relevant Regulations. It is advisable to establish several so-called nominations and combine moral encouragement with material.

The strategic task of such a review-competition is to develop a system of incentives (methods of moral and material incentives) for employees who know and comply with the requirements and norms of labor protection, while maintaining a system of disciplinary actions against insufficiently trained and undisciplined employees.

The main objectives of such a review-competition are: 1) the formation of a sustainable motivation of employees to know and comply with the rules and regulations on labor protection; 2) increasing the interest of employees in improving the state of conditions and labor protection at workplaces and in departments; 3) increasing the diligence of employees to comply with the requirements of labor protection, instructions for the safe conduct of work; 4) strengthening the labor and technological discipline of employees.

All this, in turn, leads to a decrease in occupational injuries and occupational morbidity.

The review competition is held between individual employees and between separate units of the same type.

The review competition between individual employees is carried out both within each unit, and for the same type of job duties or professions.

Summing up the results of the review-competition is carried out regularly in accordance with the regulation on the review-competition. Summing up the results of the review competition is carried out, as a rule, at a meeting of the labor collective of a unit, a group of units, the entire organization or at an extended meeting of the heads of units participating in the competition. If an organization has a holiday associated with the day of science, the birthday of the organization, etc. - a kind of “Company Day”, then it is better to sum up the results by this day.

If the organization celebrates any industry holiday, for example, Miner's Day, then the awarding of the winners of the review competition can be timed to coincide with this holiday. Information about the winners of the review competition, about the nature and amount of incentives are drawn up in writing in the form of an organization order. A prize place is not awarded to divisions in which accidents, incidents and/or accidents occurred due to the fault of division employees during the reporting quarter.

Managers and specialists who are actively involved in improving the performance of divisions in the review-competition are encouraged additionally, subject to the award of prizes to their divisions.

Separate (the best in the institution) employees actively involved in improving the performance of the division in the review-competition are encouraged additionally, individually.

Incentives are also established for the best authorized (trusted) persons for labor protection in each group of subdivisions. An employee of any division, including those who did not win a prize, can be recognized as the best authorized (trusted) person for labor protection.

As an exception, individual employees may be encouraged without awarding prizes to their unit.

In subdivisions that have been awarded a prize, employees who have received a disciplinary sanction for violating labor protection requirements are not encouraged.

Incentive measures are chosen in order to create a real interest of employees in ensuring the safety of each workplace and all industries, develop and consolidate incentives to comply with safety requirements, realize individual and group interests, employee responsibility for the state of injuries in the work team, correct subjective ideas about the dangers with their real significance for the sustainable development of the organization.

Practice shows the expediency of the following measures of moral encouragement: for an employee - announcing gratitude in an organization order with the presentation of a Certificate of Honor, placing a portrait on a special stand; for the unit - assignment of the title “The best unit for labor protection of such and such a period” with the award of an honorary pennant. Other forms of moral encouragement are also possible.

Practice shows the expediency of the following measures of material incentives for an individual employee: 1) a one-time monetary reward (bonus); 2) establishment of an increase in salary for the period until the next review competition; 3) a voucher (for rest or treatment) to prestigious resorts, including foreign ones; 4) a business trip to Russian or foreign exhibitions on labor protection; 5) internship in labor protection in Russia or abroad;

The same measures of material incentives can be applied to the subdivision, taking into account the number of people working there, the prize-winning place, and the nomination of the competition.

2.2.3. Celebration of World Day for Safety at Work.

Historically, World Day for Safety at Work is associated with the initiative of American and Canadian workers who proposed to celebrate since 1989 the Day of Remembrance for workers who died or were injured at work. The International Confederation of Free Trade Unions (ICFTU) has taken this initiative around the world and incorporated the concept of sustainable work and sustainable jobs into its content. Now the International Day of Remembrance for Workers Killed or Injured at Work is celebrated in more than a hundred countries around the world on April 28 every year.

The ILO joined this initiative in 2001 and 2002. With the possibility of organizing a tripartite discussion as well as promoting occupational health and safety within the framework of common values, in 2003 the ILO proposed to change the concept of the Day of Remembrance of the Dead and to focus on what can be done to prevent occupational accidents and diseases around the world.

World Day for Safety at Work has been celebrated in Russia since 2003. It is advisable to use it for a wide explanatory work and rewarding the best employees who are actively involved in ensuring labor protection in the institution.

2.2.4. Promoting best practices in labor protection.

In accordance with Art. 210 of the Labor Code of the Russian Federation, one of the main directions of the state policy in the field of labor protection is the implementation of measures to disseminate (propaganda) the best domestic and foreign experience in improving working conditions and labor protection.

The coordination and organization of work on the promotion of labor protection is carried out by labor protection services and specialists, as well as the immediate heads of departments (heads of workshops, services, their deputies, foremen).

The methods of promoting security issues are varied, but the ultimate goal is the same - to educate workers in the conscious need to comply with the requirements for the safe performance of work.

This is achieved by all forms of education and instruction; analysis of accidents; giving lectures; conversations; visual propaganda; organization of visits to exhibitions; excursions; exchange of experience; organization of the competition; watching movies and videos, involving psychologists and sociologists in the formation of a normal psychological climate in teams (shifts, teams, etc.), etc.

It is very effective to encourage employees who do not allow violations of safety requirements at meetings specially organized for this purpose with the invitation of family members.

For the continuous implementation of measures, it is advisable to organize an office for labor protection, equipped with technical training aids, regularly updated visual agitation, layouts, necessary reference, methodological and periodical literature.

When organizing an office, it is necessary to be guided by the “Recommendations for organizing the work of an office for labor protection and a corner for labor protection” (Decree of the Ministry of Labor of Russia dated January 17, 2001 No. 7).

Each of the leaders must come up with such motives for the work of their subordinates, having learned about which, the employee would immediately want to become the best. But, creating motivation is hard work, which can later yield many positive results.

If you properly organize the activities of your employees, you can achieve a lot in the development of your business, and bring your company to the role of a leader. But, you need to approach this correctly, and correctly set your priorities. First of all, in order to soberly assess the data on the KPI of managers, you need to consider how it affects its subordinates and in what ways it stimulates them to perform their duties.

Among the many ways to motivate, there are two of the most basic:

1. Motivation by material means.

It is natural that any person, when applying for a job, learns about the amount of wages, which will stimulate him to better perform his duties, in compliance with all deadlines. The higher his earnings, the more willingly he will come to work. In this way, due to bonuses and allowances, managers achieve an increase in the KPI of employees.

However, it does not always happen that the employee is satisfied with the increase in salary. It is enough to recall the famous Maslow's pyramid to understand that the development of oneself and the achievement of any goals is the main occupation for each person. All employees holding managerial positions, for the most part, strive for this.

2. Non-material way to motivate an employee.

This type of motivation is developed in each individual organization individually. It depends on the material capabilities of the company, as well as on the needs and preferences of its employees. Although this type of motivation does not involve the use of money, managers still have to invest some money here.

For example, the motivation may be the purchase of new furniture or equipment for the office of the best employee. Or a gift from the leaders, in the form of a trip abroad for training. Or maybe it is the organization of some common holiday for all specialists.

But, of course, the most effective non-material means of motivating employees is promotion. But only those people who actually put a lot of effort into it can achieve this.

Thus, in order to increase the KPI of the enterprise as a whole, managers need to properly coordinate the actions of employees, and by all means try to increase their efficiency.

Therefore, in the future, under motivational regulation we will understand a system of measures that encourage and stimulate a person to certain actions in order to achieve the corresponding individual or collective goals and solve problems. With regard to labor protection, this is the stimulation of safe actions and the creation of conditions for the safe production of work. Accordingly, the mechanism of motivational regulation of labor protection is understood as the procedure for stimulating positive results and active assistance in solving labor protection problems, as well as taking action for failure to comply with regulatory requirements, job duties, etc.

The task of motivation in the field of labor protection, first of all, is to increase the interest of personnel in strict observance of established regulations, as well as in the organization and improvement of labor protection processes. However, motivation can be directed not only to the formation of safe behavior, but also to such categories of safety as:

• development of creative initiative;
• Improving the quality, discipline, culture of labor processes;
• · growth of responsibility of workers not only for individual, but also for group results;
• development of competitiveness, both between employees and between departments (ultimately, the reliability of the enterprise’s functioning increases)

The initial premise of motivational regulation is to oppose the motive of momentary gain (increased productivity, wages, etc.), as is often the case, to oppose the motive of security. For this, it is necessary that security be elevated to the rank of a need in our minds, only then will this become a driving motive.

Motivational regulation as a function of OT management is to stimulate individual employees, specialists, heads of departments for their contribution to:

• Implementation of the company's policy;
• solving target problems;
• · active participation and creative initiative in the development and maintenance of the effective functioning of the OSMS;
• introduction of labor protection measures;
• Creation of jobs with safe working conditions, etc.

Equalizing incentives, when everyone receives equally little (the so-called “bean soup” principle), should be replaced by a system of incentives, when material and non-material types of rewards are linked to the contribution of the employee (department) to the final result. It has been proven that nothing can be so unfair as the same promotion of unequal workers.

The motivational complex in general and safe human behavior in particular is multi-motivated, includes a wide range of motivational regulators, both material and non-material, and has a certain hierarchy. On a personal level, working productively and safely is beneficial to the person himself; the success of his unit depends on it; and finally - it is necessary for the enterprise (company). That is, in order to solve labor protection problems, it is necessary to motivate employees to work safely not only for themselves, but also for others.

At the same time, they proceed from the recognition that almost any employee can be interested in any motive, since there are absolutely no motivated people!

Violation of established norms and rules, and as a result - injuries, indicates that a person, performing labor and production processes, is guided by other priorities. That is, the gradient of momentary interest dominates the gradient of danger (risk). This gives rise to difficulties and tasks: what to oppose to momentary interests, how to generate motivation in employees to work safely, what forms of motivational influence can be used for this purpose, how to form an opinion (attitude) in society about the need to be guided by the rules of safe behavior? Apparently, only calls, appeals, declarations, propaganda can hardly solve these problems. It is necessary to find ways to influence people so that they realize the need to work safely, to create such “rules of the game” within which it would be beneficial for a person to comply with the established regulations. And he should feel this impact directly in the process of all labor activity.

That's only then the promotion of a safe lifestyle can lead to success. In fact, we are talking about the formation of a new culture of labor protection management.

We will talk about this below, but first we will make a digression.

Conventionally, the gradations of states that characterize the professional level, personal characteristics and the attitude of employees to the performance of their functions are presented in two coordinate axes: “want - do not want”, “can - cannot” work productively:

However, it should be noted that being able and willing to work, first of all, means working not only productively, but also safely, with high quality and work culture. Based on this, the task is to transfer employees (a) from the categories “do not want” and “cannot” to the category “want” and “can” (1st quadrant) based on appropriate motives. How to do this depends on the quadrant in which certain employees are positioned in terms of their professional and personal qualities. This is quite clearly shown in the figure and can be done only for those categories of workers that belong to the second and fourth quadrants. Carrying out any measures for workers of the third quadrant, apparently, is inexpedient, professional reorientation should be recommended to them.

In order to determine the main directions in which the activities of management and labor protection services at the enterprise should be carried out, to offer a person certain incentives, it is necessary to understand what motives or system of motives underlie his activities and interests.

At the same time, there cannot be an incentive system that motivates all employees equally. The incentive system must be personalized, carefully dosed and developed for each person or a specific group of people with similar dominant needs, or the overall system must be individualized. Therefore, monitoring the dominant needs of the staff is a necessary condition for the functioning of the motivational mechanism. Based on this, it is possible to determine the types of incentive rewards. They can be material, moral, socially significant, moral and psychological.

As a rule, all types of motives are divided into internal and external. Internal reward is the satisfaction that a person receives as a result of performing certain actions (from the very process of work, self-realization). External rewards are benefits that include an increase in salary, promotion, etc. motivation labor protection professional

The strength of a motive is determined by the degree of significance corresponding to a person's need; in turn, the intensity and result of activity depend on the strength of the motive. Activity without a motive or with a weak motive is either not carried out at all, or it turns out to be extremely unstable. The actualization of a certain motive leads to the setting of a specific goal.

In this regard, the results of a survey conducted by the author among the workers of the Ilyichevsk port about the significance of various types of motives for them in order to diagnose the motivation for professional activity in general and labor protection in particular are of interest. We interviewed 116 employees of various professional orientations, age qualifications (average age is about 46 years) and work experience that make up the category of work organizers (foremen, foremen, mechanics, warehouse workers, stevedoring staff).

The survey was conducted according to the methodology of K. Zemfir in the modification of A. A. Rean, which is based on the concept of external and internal motivation of personnel. The indicator of severity (significance) of each of the seven types of motives was assessed on a 5-point scale.

The following types of motives were included for analysis and evaluation in the survey:

• 1) money earnings;
• 2) desire for promotion;
• 3) the desire to avoid criticism from managers or colleagues;
• 4) the desire to avoid possible punishments or troubles;
• 5) the need to achieve social prestige and respect from others;
• 6) satisfaction from the process itself and the result of the work;
• 7) the possibility of the most complete self-realization in this particular activity.

The following categories were adopted for assessing the importance (significance) of motives:

• In a very small way (1 point);
• To a small extent (2 points);
• In a small, but also to a large extent (3 points);
• To a greater extent (4 points);
• to a very large extent (5 points)

If we compare the obtained estimates of a separate motive - monetary earnings in terms of its importance, then it turns out that the workers for whom it matters are almost twice as many as those for whom it does not matter.

And yet, a comparison of the significance of motives in terms of the absolute values ​​of the number of ratings received indicates that for employees the greatest role is played by the motives of satisfaction from the process and result of work - 86 ratings and the possibility of self-realization - 72 ratings. Apparently, for the working staff, this alignment will be different.

Based on the obtained results, indicators of intrinsic motivation (IM), extrinsic positive motivation (EPM) and extrinsic negative motivation (VOM) were determined.

They make up:

• · the indicator of VM, when the activity itself is important for the individual, is 3.82 points;
• · the indicator of VPM is 3.25 points, that is, when motivation is based on the desire to satisfy other needs that are external in relation to the content of the activity itself (motives of social prestige, wages, etc.);
• · PTO indicator - 3.35 points, that is, when motivation is based on the desire to avoid criticism or punishment from colleagues and managers.

The following two types of combinations are considered the best, optimal, motivational complex:

VM > VPM > PTO and VM = VPM > PTO.

The worst motivational complex is the type:

PTO > VPM > VM.

In our case, the indicator of internal motivation turned out to be greater than the indicator of external negative motivation, which, in turn, is greater than the indicator of external positive motivation:

VM > PTO > VPM.

This indicates that the categories of intrinsic motivation dominate over other motives, and the determining factor is not always wages (although it is quite important for some categories of workers), but other social incentives, but not the desire to avoid criticism or punishment.

In addition, another survey was conducted, in which 56 people participated in order to rank almost the same motives (the only difference is that positions 3 and 4 were combined).

Judging by the highest value (24 ratings), the first place among the most important motives is still occupied by money earnings.

Comparing the first and second surveys, we can conclude that in the process of activity people are guided not only by material interests, but also by non-material incentives. The obtained conclusions allow to target the motivational mechanism.

Based on these principles, the Regulations on the mechanism of motivational regulation of labor protection were developed, which, on the one hand, established the procedure for incentives (encouragement) for positive results and active assistance in solving labor protection problems, and on the other hand, the adoption of measures to influence non-compliance with regulatory requirements , work duties and activities, for the unsatisfactory state of labor protection.

Various incentives of a social, material and non-material nature, as well as disciplinary measures and material sanctions for violations of legal or other regulatory requirements, were used as methods of motivational regulation.

List of sources used

• 1. Bychin V.B., Malinin S.V. Labor rationing: Textbook./ Ed. Odegova Yu.G. - M.: Publishing house "Exam", 2003.
• 2. Google.

Hello friends! Do you need an occupational safety program? Our colleague Anatoly Konstantinovich Yudin, who has pleased us more than once with his materials, figured out the Access program (supplied with the office from Microsoft) and, taking into account his professional experience, developed a free labor protection program to automate the work of managers and labor protection specialists. For those who are interested, see below.

Access Based Occupational Health and Safety Program

Important! The program requires MS Office (2013-2019) 64 bits. If you do not know what it is, then consult with a knowledgeable person (for example, an IT specialist at work).

If the conditions described above are met, then download the program and enjoy 😉

The proposed information system of a labor protection specialist (IS SOT) in the initial version provides:

Accounting for the data of the organization's personnel and ease of entering information;
- selection from the list of personnel upon request and preparation of lists for periodic medical examinations;
- accounting of attestations for health and safety and labor protection for the contingent: AUP with the calculation of the dates of the next attestations;
- taking into account the dates of testing knowledge on labor protection for contingents: (engineers and specialists, workers) with the calculation of the dates of the next tests of knowledge of labor protection requirements;
- formation of lists by categories of personnel;
- quick access to the required documents from the organization's document database;
- quick access to information sites on health, safety and civil defense;
- display of information in the form of information entry in accordance with the data of SOUT cards and other NTD:

• badge about the need for a medical examination;
• a list of PPE (item number by order of the Ministry of Labor of Russia dated December 09, 2014 No. 997n);
• the name of the washing substances;
• paragraphs of the order of the Ministry of Health and Social Development of Russia dated April 12, 2011 No. 302n;
• the name of the harmful factors present in the workplace;
• class of working conditions;
• the frequency of the medical examination;
• year of the next medical examination;
• dates of the next certification of the category of personnel (APC) for labor protection and PTM;
• dates of the next examination of personnel knowledge of labor protection requirements.

The program applies:

In the work of an HSE specialist.
- When preparing lists of employees for periodic medical examinations.
- When planning certification and testing of knowledge of labor protection requirements of employees of the organization.
- When conducting an introductory briefing of employees and familiarizing them with working conditions at the workplace.

You will find a detailed description of the occupational safety program with pictures, as well as instructions for use, in the ZIP archive. If you have any questions about working in the program, then write comments (form below). Anatoly Konstantinovich promised to support users.

ATTENTION! History of IS SOT program updates

Version 2.0

1. Optimized for importing existing data on personnel in the organization into IS tables.

2. In the data entry form, logical fields are used to simplify the entry of information, the creation of requests and reports on the personnel of the organization.

3. Added forms of registration of certifications for industrial, environmental safety and civil defense.

4. Reporting documents on all sections of the information system are presented.

5. Implemented in the program some documents and hyperlinks to download documents.

6. Added a section on personal protective equipment for workers.

7. A possibility has been created to add new SOUT cards when new jobs appear and the next special assessment of working conditions is carried out.

8. Instructions for setting up the IS and transferring the existing personnel data to the program have been prepared.

Version 3.0

9. Personal accounting cards for the issuance of PPE - generated automatically.

10. Protocols for testing knowledge of labor protection and certificates for labor protection - generated automatically.

11. Checklist for conducting briefings (training) when hiring employees.

12. Accounting for personnel numbers of employees.

13. Calculation of the remaining days until the next certification and testing of knowledge of labor protection.

14. Indication of the year of the next SATS and a request for a list of SATS cards to be revised for the specified year.

15. Ability to add new SOUT cards when new jobs appear and the next special assessment of working conditions is carried out (the counter is replaced by a numeric field).

Version 4.0

16. IS SOT is optimized for entering information on personnel (the method of substitutions from the list for positions and departments was returned when entering data).

17. Accounting for psychiatric examinations has been introduced.

18. In the checklist when hiring a new employee, the field "Familiarization of the employee with working conditions at the workplace on the SOUT card and obtaining a personal PPE card" was added.

19. Training hours (16 or 20) have been introduced into the "Training protocol" and "Labor safety certificates" for the category of personnel "Workers". The names of occupational safety training programs are inserted automatically.

20. The form "Organizer of the main tasks (events)" for health, safety, civil defense, industrial safety and ecology has been created.

21. Introduced diagrams that work in automatic mode. In the "Organizer" form (for Office 2016), the list of tasks is represented by a picture from the COT IS created in Office 2019.

22. The form "Instructions on labor protection, fire safety and ecology" has been created. A logical field has been added to the form for the possibility of adding instructions to the register of specific departments.

23. The Logbook for recording instructions has been introduced in accordance with the form of Appendix No. 9 to the Methodological Recommendations for the Development of State Regulatory Requirements for Occupational Safety, approved by the Decree of the Ministry of Labor of Russia No. 80 dated December 17, 2002 - is generated automatically.

24. Registers of instructions for subdivisions are generated automatically.

DOWNLOAD IS COT SOFTWARE

Information system of a labor protection specialist from A.K. Yudina (version 4.0)

Instructions for using the IS SOT program

You can find other materials by Anatoly Yudin using the All-Seeking Search.

That's all. If you liked the program, then do not skimp on rating stars and thanks in the comments 😉 Thank you for your support and participation!

To be continued...

Occupational safety largely depends on the motivation of employees. Among the directions for improving the safety situation related to the human factor, the following can be noted:
− development of technological discipline control systems to eliminate the human factor;
− development of a fundamentally new system for managing occupational safety and health protection based on risk management, taking into account the human factor;
− development of innovative training complexes and personnel training methods in order to reduce the impact of the human factor on reliability and safety.
According to a broad interpretation, the human factor determines the limitations of opportunities or errors that occur due to the fact that the psychophysiological characteristics of a person do not always correspond to the level of complexity of the tasks being solved. The human factor includes states arising from the interaction of a person and technical systems. The unwillingness of an employee to comply with safety regulations that may or may result in injury can also be attributed to human error. The research results given in the article determine the main causes of industrial injuries in the structural divisions of Russian Railways:
− organizational (52.2%);
− human factor (31.5%);
− impact of the external environment (6.0%);
− technical (5.9%);
− educational (4.4%).
The data indicates a significant predominance of organizational causes in injuries, followed by the impact of the human factor, which together account for 83.7%. The influence of organizational causes on industrial injuries is indirectly related to the human factor, as it is determined by the activities of managers and performers of work. At present, it is generally recognized both in the scientific literature and in practice that the effectiveness of labor activity (including the employee's orientation towards safe work) is predetermined by the level of professional and behavioral competence (Fig. 1). In turn, behavioral competence is determined by the state of motivation of employees. Depending on the ratio of the level of professional and behavioral competence, the following groups of workers are distinguished (see Fig. 1).
1. Full compliance - an ideal case when a specialist has the necessary level of functional competence and is motivated to work, which is expressed in behavioral competence.
2. Formal correspondence exists when the functional competence of the individual coincides with the requirements of the position and the low behavioral competence of the employee.
3. Complete non-compliance means a low level of both functional and behavioral competence.
4. Compensatory compliance suggests that a low level of functional competence an employee can compensate for with a high level of behavioral competence (because in this case
motivation can effectively compensate for the lack of, for example, knowledge and experience, such employees demonstrate a willingness to perform unfamiliar work, learn new things, and overcome difficulties that a specialist with high professional competence would not have encountered). The considered variants of the relationship between the professional and behavioral competence of an employee have a direct impact on the state of labor safety.

Rice. 1. The ratio of the level of professional and behavioral competence of an employee

Safety Motivation Management

The study of the problems of motivation for safe labor activity of employees while complying with the requirements of labor protection was carried out at the Department of "Management in social and economic systems" of USTU as part of the advanced training program for various categories of managers and specialists of railway transport enterprises "Psychology of labor safety and management of employee motivation for safe work" . Motivation management to maintain a high level of labor safety is aimed at forming employees' personal and group long-term interests and relevant attitudes towards unconditional and interested compliance with labor protection requirements, as well as appropriate behavior in hazardous production situations.
In the Methodology for assessing the impact of the human factor on the occurrence of an injury case, three main categories of causes of violations of labor protection requirements are identified:
- category M - violations of the motivational part of the actions are manifested in the unwillingness to comply with the requirements of labor protection, deliberate violation of the rules, instructions and technology for performing work;
- category O - violations of the indicative part of the actions are manifested in ignorance of the rules, instructions, norms and methods for their implementation, including due to the lack of the necessary information on the organization of work and changes in the conditions for the implementation of work;
- category I - violations of the executive part is manifested in the failure to comply with the rules, instructions, norms due to the mental and physical capabilities of a person's work.
The initial stage of reducing the level of occupational injuries is the analysis of the existing causes of dangerous actions of employees, which allows further specifying measures to minimize the impact on the employee of the identified causes. Table 1 summarizes the most common causes of dangerous actions of an employee (identified by us in the course of seminars and discussions with students of advanced training programs), which are grouped in accordance with the Methodology.

Table 1 Main groups of causes of dangerous actions of workers and proposed management tools

The level of motivation of employees is most strongly manifested in group B - “Does not want”. As is known, the initial attribute of the motivational state of a person is the awareness by him and the leaders of the needs of the employee, which can be satisfied in labor activity. Among the reasons we have identified for the presence of problems in the motivational sphere, we indicate the following.
1. The lack of comprehensive scientific research to study the real needs of various categories and groups of employees of the organization, the degree of their satisfaction, etc.
2. The motivation system is not adapted to the specific needs of workers of specific groups. All employees of Russian Railways know the system of corporate values ​​(what the organization expects from them). However, the needs of specific people (what people expect from the organization) are not always taken into account in the motivation system.
3. Employees are not sufficiently informed about the elements of the motivation system in the organization and do not use all its possibilities. To study the needs of employees of the organization, various methods can be used, the choice of which depends on the purpose of the study.
The basis of the methodology of K. Zamfir in the modification of A.A. Rean put the concept of the relationship of internal and external motivation. The desire for active action, participation in certain work arises as a result of either internal personal motives (determination to achieve something, activity, initiative, etc.), or on the basis of external factors (the impact of leadership). At the same time, the positive effect of external
factors is achieved if it is aimed at meeting the internal needs of a person.
Intrinsic motivation (intrinsic) is associated with the very content of the activity or the internal motives of the subject (for example, a person enjoys this activity). Internal motivation can also include the performance of work without much desire, but under the influence of personal qualities of character: willpower and understanding that this work is so necessary on the path to success. Such an activity may be unpleasant, but a person will try to perform it, since internal high-level motives dominate in him. External motivation (extrinsic) is due to circumstances external to the subject. The main task of external motives is to induce an employee to certain actions or certain behavior. External motives are divided into external positive and external negative. Positive motivation is based on positive incentives, such as increasing productivity or sales volumes, and in relation to the topic of our study, ensuring the safety of activities and the fulfillment of labor protection requirements. In the case of negative motivation, a person is restrained from undesirable actions, in particular, violations of labor protection requirements. In this case, a person's behavior is guided by fear of possible troubles or punishment and the desire to avoid them. Motivation of the leaders of the Sverdlovsk Railway Within the framework of advanced training programs, we used the indicated methodology to identify the main motives for the labor activity of the leaders of the Sverdlovsk Railway. According to the methodology, it is possible to determine the level of expression of three components of the motivation of professional activity: internal, external positive and external negative. The ideal ratio of elements of the motivational complex:
intrinsic motivation > extrinsic positive motivation > extrinsic negative motivation.
Table 2 presents the quantitatively expressed values ​​of the main motives for the labor activity of senior and middle managers of the Sverdlovsk Railway, obtained on the basis of a survey of 50 people.

Table 2 The main motives of the leaders of the Sverdlovsk Railway

In the first and third places among the identified motives for the work of managers are elements of internal motivation (satisfaction with the process itself and the result of work, the possibility of the most complete self-realization in this particular activity). At the same time, the desire to avoid criticism and punishment is in fifth and sixth place, which indicates their low significance. Thus, approximately half (40–60%, here the indicator varies depending on the group of students) of the managers of the Sverdlovsk Railway in terms of motivation fit into the ideal ratio of the elements of the motivational complex (intrinsic motivation > external positive motivation > external negative motivation), which indicates good motivational potential of managers of the transport industry.
An unfavorable ratio of elements of the motivational complex (external negative motivation > external positive motivation > internal motivation) is rare (5–10%). Ensuring the necessary connection between external and internal motivation is implemented with the help of such tools of motivational influence that allow you to use the internal motives of managers, for example, instructing an employee to perform more complex, responsible or creative tasks. After determining the priority motives for the work of workers, it is necessary to carry out a creative rethinking of the existing system of motivation in relation to the needs of specific groups of workers. The results obtained allow us to conclude that attention should be paid to expanding the use of positive motivation tools. The results of the teamwork of railway transport managers within the framework of the professional development programs “Labor safety psychology and management of employee motivation for safe work” determined measures to increase employee motivation, dividing them into elements of moral motivation, material motivation and elements of punishment. Among the first group, we note:
- the presence of feedback from employees with managers, support by the head of his subordinates;
− discussion of the positive results of the work of the team in the field of ensuring the safety of production processes;
− installation of a box of remarks, wishes and ideas in the field of safe work;
− conferment of the title “The best site for labor protection”;
- the right to use the leave at a convenient time;
− involvement of specialists-psychologists and sociologists in the teams;
− The second group includes activities:
− bonus remuneration for accident-free work;
− encouragement of mentors based on the results of the work of the employees assigned to them;
− additional paid vacation days for employees who did not commit violations;
− ensuring comfortable conditions for delivery to the place of work and back;
− life and health insurance;
− allocation of sanatorium-resort vouchers;
− training in second professions or advanced training of employees at the expense of the company;
− expansion of the corporate social package.
The elements of punishment include de-bonding for violation of labor protection requirements, establishing a clear dependence of the degree of punishment on the severity of the misconduct, reducing the lump-sum reward for loyalty to the company, etc.
According to the obtained preliminary results, it is further supposed to identify the elements of the motivation system to ensure the safe labor activity of employees, which should be integrated into the overall system of motivation of employees of the organization. Each direction requires a more detailed study, taking into account the specifics of the organization's activities and the priority of the motives of specific groups of employees.

V.S. PARSHINA, Doctor of Economics Sciences, Professor, Ural State University of Communications,
T.B. MARUSHCHAK, Ph.D. economy Sciences, Associate Professor, Ural State University of Communications

• What methods of involving employees in the process of labor protection can be used at the enterprise?
• In what cases can employee bonuses be reduced?
• How to use moral and psychological methods to involve employees?

To ensure preventive measures to reduce occupational injuries, occupational diseases, accidents, incidents, fires, it is important to motivate employees to:

• creating and maintaining safe and healthy working conditions at every workplace;
• maintenance of tools and fixtures, equipment, buildings, structures and facilities in proper condition,
• compliance with the requirements for the safe performance of work;

In order to foster conscious responsibility among employees for compliance with all labor protection requirements applicable to their production activities and ensuring industrial safety, Gazprom Dobycha Nadym LLC (Further - company) developed the “Regulations on the system of motivation of employees of LLC Gazprom Dobycha Nadym” to address issues of industrial safety

Methods for involving workers in the process of creating healthy and safe working conditions

Methods for involving employees can be divided into administrative, economic, sociological, organizational and moral-psychological.

Administrative Methods

Administrative methods are based on authority, discipline and penalties and are known in history as the “whip method”.

Administrative methods are a way of implementing managerial influences on personnel and are based on power, discipline and penalties. There are five main ways of administrative influence: organizational, administrative, liability and penalties, disciplinary liability and penalties, administrative responsibility.

Organizational impacts are based on the preparation and approval of internal regulations governing the activities of the personnel of a particular organization. These include the Charter of an enterprise or organization, a collective agreement between the administration and the workforce, the Internal Labor Regulations, the organizational structure of management, the organization's staffing table, regulations on structural divisions, job descriptions of employees, tariff and qualification instructions for workers and employees, and the organization of workplaces. . These documents (except for the Charter) can be drawn up in the form of the Regulations of the organization and must be put into effect by order of the head of the organization. Moreover, they are mandatory for all employees, and their non-compliance entails the application of disciplinary sanctions.

Regulatory influences are aimed at achieving the goals of management, compliance with internal regulations or maintaining the organization's management system in the specified parameters through direct administrative regulation. The well-known methods of administrative influence include orders, instructions, instructions, instructions, target planning, labor rationing, coordination of work and control of execution.

The material liability of employees is expressed in their obligation to compensate for the damage caused by the guilty action or inaction to the enterprise where they work.

IMPORTANT!
Material liability is imposed on employees for damage caused to the enterprise with which they have labor relations, as well as for damage incurred in connection with compensation for damage caused by its employees to third parties, if this damage is compensated by the enterprise.

In this case, according to the declared claim, the employee may, by way of recourse, be obliged to compensate this damage to the enterprise within the limits provided for by civil law. Labor legislation provides for material liability not only of employees to the enterprise, but also of the enterprise to employees.

Disciplinary liability and penalties are applied in case of violation of labor legislation, when there is a disciplinary offense, which is understood as an unlawful guilty failure to perform or improper performance of labor duties by an employee. Non-fulfillment of labor duties by an employee exists when his personal guilt is proven and he acted intentionally and recklessly. If the employee violated his labor duties due to a reason beyond his control (lack of normal working conditions, insufficient qualifications to perform the assigned work, etc.), then he cannot be held disciplinary liable.

Administrative liability and penalties are applied in cases of committing administrative offenses regulated by the Code of Administrative Offenses. Administrative penalties are imposed by state or municipal authorities on officials of enterprises that have committed offenses. The fact of bringing to administrative responsibility does not entail a criminal record and dismissal from work.

Positive and negative impacts of management practices

Economic Methods

Economic methods are based on the correct use of the economic laws of production and are known as the "carrot method" by the methods of influence. Economic methods are a way to implement control actions on personnel based on the use of economic laws and categories.

Economic methods act as different ways of influencing managers on staff to achieve their goals. With the positive use of such methods, the end result is manifested in good product quality and high profits. And if economic laws are applied incorrectly, ignored or neglected, low or negative results (losses, overstocking, non-payments, strikes, bankruptcy) can be expected.

Positive and negative impact of economic management practices

IMPORTANT!
Remuneration of labor is the main motive for labor activity and a monetary measure of the cost of labor. It provides a link between the results of labor and its process and reflects the quantity and complexity of the work of workers of various qualifications.

Economic methods are developed in accordance with the wage management policy for employees of PJSC Gazprom organizations (hereinafter referred to as the wage management policy).

In accordance with Clause 2.5.1 of the Remuneration Management Policy, organizations included in PJSC Gazprom's budgeting system develop regulations on remuneration of employees not exceeding uniform corporate standards, taking into account financial and economic opportunities.

The wage management policy provides for the possibility of using various tools to increase the interest of employees in compliance with safety requirements.

Encouragement of the company's employees is carried out by bonuses based on the results of work for the month, taking into account participation and personal contribution to strengthening labor discipline and improving the state of labor protection and industrial safety.

So, for active work to improve the state of industrial safety, based on the results of each month, subject to the fulfillment of production indicators, accident-free operation, and the absence of violations of technological and labor discipline, an increase in the amount of payments is carried out, including for:

• work without accidents at work, accidents and fires;
• active work on the prevention of industrial injuries and occupational diseases;
• active participation in measures to improve labor protection conditions and sanitary and recreational activities;
• active participation in competitions and competitions on labor protection;
• introduction of rationalization proposals aimed at improving working conditions;
• active work on conducting a special assessment of working conditions;
• active work to prevent violations of labor and production discipline.

Bonuses for employees, managers, specialists and employees of the administration and structural divisions under the administration, as well as administrative and managerial personnel of the company's branches, can be made monthly, provided that the Company ensures gas production in the amount of the planned target and upon reaching the established performance indicators of each branch (separately for each indicator) taking into account the fulfillment of the conditions of the bonus.

IMPORTANT!
If the employee has omissions, including for violating the rules and instructions for labor protection, industrial and fire safety, industrial sanitation, it is possible to reduce the amount:
‒ remuneration based on the results of work for the year;
‒ monthly bonuses for the results of production and economic activities.

Reducing the amount of these payments is carried out in accordance with the lists of production omissions.

For committing a disciplinary offense, the employer may deprive the employee of the production bonus in whole or in part, as well as reduce or deprive the employee of remuneration based on the results of the company's annual work in accordance with the Regulations on bonus payments to employees for the main results of production and economic activities and the Regulations on the payment of remuneration based on the results of the work of LLC " Gazprom Dobycha Nadym.

In accordance with paragraph 5.2 of Appendix 3 to the Wage Management Policy, the size of one-time bonuses can be reduced for employees who have an unresolved disciplinary sanction as of the date of publication of the organizational and administrative document on the payment of bonuses.

sociological methods

Sociological methods are based on ways to motivate social impact on people through the "opinion of the team".

I N F O R M A T I A

Sociological methods play an important role in personnel management, they allow:

• establish the appointment and place of employees in the team;
• identify leaders and secure their support;
• link the motivation of people with the final results of production;
• ensure effective communication and conflict resolution in the team;
• provide the necessary data for the selection, evaluation, placement and training of personnel;
• enable informed staffing decisions.

Social planning ensures the setting of social goals and criteria, the development of social standards (wages, the need for housing, working conditions, etc.) and planned indicators, the achievement of final social results. For example, a decrease in the level of morbidity, an increase in the level of education and qualifications of workers, and a reduction in industrial injuries.

In order to introduce a social life support system, Gazprom Dobycha Nadym has organized a medical and sanitary unit that performs the tasks of protecting the health of workers, medical and sanitary support for industrial production, disease prevention and rehabilitation of health status, ensuring the interaction of company divisions in addressing issues of labor protection and health of personnel working in extreme climatic conditions of high northern latitudes.

The priority in the activities of the medical and sanitary department is the implementation of preventive measures aimed at protecting health and preventing diseases, including medical support for labor collectives that is not included in the basic program of compulsory medical insurance of the municipal health care system, which is necessary for the planned operation of the gas production industry and the implementation of a comprehensive health program in the conditions of the Far North.

Taking into account the financial capabilities of the company, as well as in the event that it is impossible for the insured persons to receive medical care of the proper quality and within an acceptable time frame within the framework of the territorial program of state guarantees for the provision of free medical care, the company includes the following types of medical care in the voluntary medical insurance (VHI) programs:
- outpatient care (may additionally include dental care, home care, drug provision for outpatient treatment);
- inpatient care (may additionally include medical transportation);
- rehabilitation and rehabilitation treatment; emergency and emergency medical care; prenatal care for pregnant women; obstetrics.

REFERENCE
In order to ensure an influx of promising young people into the PJSC Gazprom system, graduates of secondary general education and secondary specialized educational institutions are selected to be sent to study at higher educational institutions, with the status of a “target student” assigned to them and personal scholarships from the company's budget. Target career guidance is being carried out, as well as measures for the selection and consolidation, with subsequent employment in the company's divisions, of the best and most promising graduates of educational institutions of higher professional education. Thus, a competent professional reserve is formed in the company.

Organizational Methods

Organizational practices include:

1. setting and monitoring the implementation of goals and objectives aimed at ensuring healthy and safe working conditions;
2. participation of employees in the company's activities in the field of ensuring safe working conditions (involvement of employees in the risk management process, informing about working conditions, incidents that occurred in the company, as well as their consequences, causes and measures taken; about identified hazards and risk level; about existing normative documents containing requirements for health and safety, the real delegation of rights and responsibilities in the field of industrial safety to employees).

The Company guarantees its employees decent and safe working conditions, and complies with the requirements for ensuring industrial safety. Working conditions are constantly monitored, a special assessment of working conditions is carried out, and compulsory social insurance against industrial accidents and occupational diseases is implemented.

The formation of a high level of industrial safety culture is a necessary condition for achieving the strategic goal. One of the main directions for the implementation of strategic goals is the formation of a high level of industrial safety culture: the creation of views, behavior patterns, rules and approaches in the work of personnel, including motivational aspects.

While striving to achieve a high level of industrial safety, the company strives for a culture of industrial safety in which there is a real commitment to safety as a system of values ​​and working methods among all personnel. In the company, a significant part of the employees adheres to the process of continuous improvement of safety and actively participates in it. Such a position contributes to obtaining benefits for the company as a whole, including the improvement of quality and environmental standards, and an increase in technological discipline.

The industrial safety culture is characterized by the awareness of the importance of the tasks of ensuring industrial safety in the system of personal and social values, the prevalence of stereotypes of safe behavior in everyday activities and in dangerous situations.

To form a high industrial safety culture, the company implements the following strategic goals:

• development of the qualities and properties of industrial safety culture objects that contribute to the formation of an internal target setting for its provision;
• formation of the commitment of the management of the company and its branches to the basic principles of ensuring industrial safety (trust, responsibility, communication, focus on practical actions, cooperation);
• formation of personnel knowledge about safe activities in interaction with the surrounding production, social and natural environment;
• formation of sustainable individual and social behavioral complexes in the field of industrial safety: corporate traditions, stereotypes, norms of behavior;
• creation of motivational conditions for individual employees, labor collectives of the company, necessary for the implementation of these tasks.

Moral-psychological methods

Moral-psychological methods are based on knowledge of human psychology, his inner spiritual world and are known as the "method of persuasion".

Moral and psychological methods play a very important role in working with personnel, since they are aimed at the specific personality of the worker or employee and, as a rule, are strictly personalized and individual. Their main feature is an appeal to the inner world of a person, his personality, intellect, feelings, images and behavior in order to direct the inner potential of a person to solve specific problems of the enterprise.

Object of study: principles of motivating employees to comply with labor process safety requirements

The main generally recognized method of labor protection is the use of technical safety equipment. At the same time, two main tasks are solved: a) the creation of machines, tools, technologies, when using which the risk of an accident is reduced to a minimum; b) the creation of special means of protection that protect a person from danger in the process of work. According to statistics, in at least two out of three accidents, they are caused not by a technique or a technological process, but by the worker himself, who, for one reason or another, did not follow safety rules, violated the normal course of the labor process, did not use the prescribed protective equipment etc.

Such cases occur either for reasons beyond the control of a person, or when certain circumstances induce him to violate the rules. To prevent such incidents, these triggers must be identified and, if possible, their impact reduced.

Therefore, the problem of security cannot be solved by one technical way. Moreover, with the improvement of technology, increasing its reliability and safety, the shortcomings of the human factor become more noticeable, since human errors are becoming increasingly important in the total mass of incidents.

The causes of incorrect, erroneous actions of a person by their nature are diverse. These can be subjective factors: a person’s lack of psychological or physiological qualities necessary for this work, lack of knowledge or experience, a violation of the physical or emotional state. Internal factors can also be generated by external circumstances. For example, external physical influences, starting with those arising from working conditions, and up to cosmic phenomena (magnetic storms, phases of the moon), can affect the internal state of a person and be the root cause of accidents. Accidents are influenced by social factors, such as the psychological climate in the team, the adopted system of labor incentives, and living conditions. Thus, identifying and preventing the causes of failures, errors, intentional and accidental dangerous human actions is a task of high uncertainty and complexity.

The psychological attitude towards safe behavior is actually one of the ways to increase motivation for safe work. Another way leading to the same goal is to encourage safe behavior.

To educate safe behavior in the labor process, both positive incentives - rewards for safe work, and negative ones - punishments for violation of safety requirements are usually used.

The incentive system for safe work should contain both moral and material elements. Moral incentives are when the punctual fulfillment of safety requirements is specially evaluated, set as an example to others, and socially encouraged. Material incentives for strengthening the safety motive should be such that safe work becomes more profitable financially. The choice of the type of remuneration for work (time or piecework wages) is usually not associated with security issues, while the connection here turns out to be very significant. Piecework payment is unacceptable for work with increased danger, since here an increase in labor productivity can come at the expense of safe behavior. Piecework payment should be used only if there are reasonable labor standards, there is reliable control not only over the quantity and quality of labor, but also over compliance with safety requirements. In the event of a deliberate (deliberate) violation of safety requirements, the threat of punishment and the punishment itself can be an effective way of psychologically influencing an employee. Therefore, it is very important that each employee has a clear idea of ​​what he is responsible for and what punishment (disciplinary, administrative, criminal, material) may follow for the violations committed by him.

At the same time, for various reasons - due to unstable skills or their destruction, unsatisfactory working conditions, illness and a number of other reasons - involuntary erroneous actions, violations of certain safety requirements are possible. If punishment follows for such violations, then this can lead to undesirable consequences, since punishment is a strong emotional factor.

It is much more expedient and effective to use positive stimulation. The use of incentives for safe work, as evidenced by international experience, is an effective means of improving labor safety. Rewards not only increase the motivation for the exact implementation of the rules and safe behavior, but also contribute to the consolidation of good work results, the selection and fixation in the psyche of the best and safest work methods.

Noting the importance of positive incentives, I emphasize that incentives should be implemented immediately after success is achieved, and the longer the delays are, the lower the effect of such stimulation.

The material was received by the editorial board on 04/18/2017

UDC 621.9.01

E.V. Kolbasova S.A. Orlova, A.V. Tolochko

Scientific supervisor: Professor, Head of the Department of Life Safety and Chemistry, Doctor of Technical Sciences, A.V. Totai