Scheme 1. General scheme of the mechanism for regulating labor behavior

Need

Activity

Result of activity

Fundamentally, two forms of motivation are distinguished - external and internal.

External motivation - it is a means to an end, for example, to earn money, gain recognition, take a higher position. At the same time, it can be used in two directions: as an incentive in anticipation of benefits - the principle of hope; as a means of pressure in anticipation of shortcomings - the principle of fear. External motivation directly affects behavior, but its effectiveness is limited as long as it is perceived as a stimulus or pressure.

Scheme 2. External motivation

intrinsic motivation It is an understanding of meaning, conviction. It arises if the idea, goals and objectives, the activity itself are perceived as worthy and expedient. In this case, a specific state is created that determines the direction of actions, and behavior will be the result of an appropriate internal setting, and this is true not only for a person. Many organizations began to create a quality system because of external motivation: hopes for competitive advantages and strengthening of the market position, fear of non-compliance of products with future quality standards and loss of the market formed its basis. Other companies decide to implement a quality philosophy based on the conviction that the prevention of defective products should become their principled position in the manufacturing world. This position is true for many areas of life. In this case, we are talking about intrinsic motivation. Intrinsic motivation is present if an idea, task, or activity is perceived as expedient and worthwhile. You need to feel responsible for it and be able to predict the results. Then the behavior will be the result of the appropriate attitude.

The value of external motivation for work is great. Intrinsic motivation in the modern world of production is becoming more and more greater value. It is important because of its long-term impact on performance and attitudes towards work. Its influence is the stronger, the higher and more diverse the requirements for the content of the work, the more it corresponds to the internal state of a person.

Scheme 3. Influence of intrinsic and extrinsic motivation on human behavior

Labor motives are formed if:

at the disposal of society (or the subject of management) there is a necessary set of benefits that corresponds to the socially determined needs of a person;

to obtain these benefits, the personal labor efforts of the employee are necessary;

labor activity allows the employee to receive these benefits with less material and moral costs than any other type of activity.

Of great importance for the formation of labor motives is the assessment of the probability of achieving goals. It is also necessary to explore the notion of strength of motive , which is determined by the degree of relevance of a particular need for the employee. The more urgent the need for this or that good, the stronger the desire to receive it, the more actively the worker acts.

Labor motivation is formed even before the start of professional labor activity, in the process of socialization of the individual through the assimilation of the values ​​and norms of labor morality and ethics, as well as through personal participation in labor activity within the framework of the family and school. At this time, the foundations of the attitude to work as a value are laid, and the system of values ​​of labor itself is formed, the labor qualities of the individual develop: diligence, responsibility, discipline, initiative, etc., initial labor skills are acquired.

Scheme 4. Pmotivation process

As can be seen from the figure, the process of motivation begins with some felt unsatisfied need, need. Then a goal is defined, which suggests that in order to satisfy the need, some course of action is required, through which the goal can be achieved and the satisfaction of the need can begin.

The difference in the motivation of workers in the production and non-production spheres lies in the differences in the content of the labor structure. The production sector initially assumes the presence of clearer results of labor, which in itself is the strongest motivation for workers in the production sector. In the non-productive sphere, the result of labor is vague, more blurred, maximally individualized and close to the consumer, while it often corrects or cannot correct the shortcomings of workers in the production sector. In the non-production sphere, there is a wider choice of the place of application of labor, it is possible to combine professional skills, change the place of work, social circle, and use personal labor skills more effectively. Under these conditions, objective prerequisites are created for the systematic use of the motivational characteristics of the individual. In addition, the set of motivating factors in the non-productive sphere has its own specifics, due to the fact that the work of workers in the non-productive sphere, as a rule, implies the presence of creativity.

The main levers of motivation are interests, motives and incentives.

Interest - a form of manifestation of the cognitive needs of the individual, aimed at a particular object that causes positive emotions.

motive - internal motivating force associated with the satisfaction of the needs of the individual.

Stimulus - a narrower concept than the motive, implying the material interest of the individual in the results of his work. Accordingly, labor stimulation, which is an integral part of the motivational process at the enterprise, implies material incentives for employees and is implemented through the wage system, as well as various bonuses and bonuses.

Stimulation of labor - a method of remuneration of employees for participation in production, based on a comparison of labor efficiency and technology requirements.

A significant problem in the field of production management is a significant outpacing of wage growth rates over labor productivity growth rates, which leads to a decrease in the stimulating power of wages. The payment system should create a sense of confidence and security among people, include effective means of stimulation and motivation, and ensure the process of reproducing the expended energy (restoring workers).

Stimulation of labor - this is, first of all, an external motivation, an element of the labor situation that affects a person's behavior in the world of work, the material shell of staff motivation. At the same time, it also carries an intangible burden that allows the employee to realize himself as a person and an employee at the same time. It performs economic, social, moral functions.

economic function It is expressed, first of all, in the fact that the stimulation of labor contributes to an increase in the efficiency of production, which is expressed in an increase in labor productivity and product quality.

moral function is determined by the fact that incentives to work form an active life position, a highly moral social climate in society.

social function is ensured by the formation of the social structure of society through a different level of income, which largely depends on the impact of incentives on different people.

Incentives can be material And intangible

Scheme 5. Types of labor incentives

The combination of material and moral incentives. By their nature, material and moral factors are equally strong. It all depends on the place, time and subject of influence of these factors. This refers to the level of development of the economy, the traditions of a particular state, as well as the financial situation, age and gender of the employee. Taking into account this circumstance, it is necessary to reasonably combine these types of incentives, taking into account their purposeful effect on each employee. It is known, for example, that at a young age, material incentives are a higher priority for an employee. But this does not mean the complete absence of the impact of moral incentives. This is evidenced, in particular, by the experience of our country. Tens of thousands of Soviet athletes achieved outstanding success, which were based on moral incentives, since there was no question of serious material incentives at that time.

To use such a motivation factor as moral stimulation, you need to know the team well. Only then will moral incentives have a tangible effect. This requires an individual approach to each person and a wide range of various incentive measures that can satisfy any spiritual and moral needs; and the material costs for the implementation of this factor may be low, compared, for example, with the costs of material incentives.

Hello! In this article, we will tell you all about staff motivation.

Today you will learn:

1. What is motivation and why to stimulate employees.
2. What types of motivation exist.
3. The most effective ways to encourage employees to perform their duties efficiently.

The concept of staff motivation

It is rare to find a person who is completely and completely satisfied with his work. This is because often people occupy positions not by vocation. But it is up to the manager to make sure that the work process is comfortable for everyone, and the employees perform their duties with pleasure.

Successful businessmen know firsthand that their employees need to be stimulated and encouraged in every possible way, that is, motivated. Labor productivity, the quality of the work performed, the prospects for the development of the company, etc. depend on this.

Motivation of personnel in the organization – these are activities aimed at the subconscious of a person, when he has a desire to work effectively and perform his job duties in a quality manner.

For example, imagine a team where the boss does not care about his subordinates. It is important for him that the work is done in full. If an employee fails to do something, he will be fined, reprimanded or otherwise punished. In such a team there will be an unhealthy atmosphere. All workers will work not at will, but under compulsion, with a goal.

And now let's consider another option, where the employer motivates the staff in every possible way. In such an organization, all employees probably have friendly relations, they know what they work for, constantly develop, benefit the company and receive moral satisfaction from this.

A good leader simply must be able to stimulate staff. Everyone benefits from this, from ordinary employees to the highest management of the company.

Goals of staff motivation

Motivation is carried out in order to combine the interests of the enterprise and the employee. That is, the company needs high-quality work, and the staff needs a decent salary.

But this is not the only goal pursued by the stimulation of workers.

When motivating employees, managers strive to:

• To interest and attract valuable personnel;
• Minimize the number of people leaving (eliminate "staff turnover");
• Reveal and deservedly reward the best employees;
• Manage payments.

Theories of staff motivation

Many novice businessmen thoughtlessly approach the solution of motivation issues. But in order to achieve the desired results, it is not enough just. It is necessary to analyze the problem and proceed to its competent resolution.

To do this, it is necessary to study the theory of motivation famous people. We will now consider them.

Maslow's theory

Abraham Maslow argued that in order to effectively stimulate your employees, you need to study their needs.

He divided them into 5 categories:

1. physical needs- this is the desire of a person to satisfy his needs at the physiological level (drink, eat, rest, have a house, etc.).
2. The need to be safe- all people strive to be confident in the future. They need to feel physically and emotionally safe.
3. Needs of a social nature Every person wants to be a part of society. He seeks to acquire a family, friends, etc.
4. The need for recognition and respect- people strive to be independent, recognized, have status and authority.
5. The need to express yourself- a person always strives to conquer peaks, develop as a person, realize his potential.

The list of needs is compiled in such a way that the first item is the most important, and the last one is less significant. It is not necessary for a manager to do everything 100%, but it is important to try to address every need.

McGregor's "X and Y" Theory

Douglas McGregor's theory is based on the fact that people can be controlled in 2 ways.

Using theory X, management is carried out with the help of an authoritarian regime. It is assumed that the team of people is unorganized, people hate their work, dodge their duties in every possible way, and need strict control from the management.

In this case, in order to establish work, it is necessary to constantly monitor employees, encourage them to conscientious implementation official duties, develop and implement a system of punishments.

TheoryY fundamentally different from the previous one. It is based on the fact that the team works with full dedication, all employees approach their duties responsibly, people organize themselves, show interest in work, and strive to develop. Therefore, the management of such employees requires a different, more loyal approach.

Herzberg's theory (Motivational-hygienic)

This theory is based on the fact that the performance of work brings a person satisfaction or dissatisfaction for various reasons.

The employee will be satisfied with the work if it contributes to his self-expression. The development of personnel depends on the possibility of career growth, the emergence of a sense of responsibility, recognition of the achievements of employees.

Personnel motivation factors that lead to dissatisfaction associated with poor working conditions and shortcomings in the organizational process of the company. This may be low wages, poor working conditions, an unhealthy atmosphere within the team, etc.

McClelland's theory

This theory is based on the fact that the needs of people can be divided into 3 groups.

1. The need for employees to manage and influence others. People with this need can be divided into 2 groups. The former simply want to control the others. The second tend to solve group problems.
2. Need for Success. People with this need strive to do their job better every time than the last time. They love to work alone.
3. The need to be involved in some process. These are employees who want recognition and respect. They like to work in organized groups.

Based precisely on the needs of people, it is necessary to introduce the necessary stimulating measures.

Process Theory of Worker Incentives

This theory is based on the fact that a person wants to achieve pleasure by avoiding pain. The manager, acting according to this theory, should encourage employees more often and apply punishment less often.

Vroom Theory (Expectancy Theory)

According to Vroom, the peculiarities of staff motivation are the fact that a person performs the work with the highest quality that, in his opinion, will satisfy his needs.

Adams theory

The meaning of this theory is as follows: human labor should be rewarded accordingly. If an employee is underpaid, then he works worse, and if he is overpaid, then he works at the same level. The work done must be fairly paid.

Types of staff motivation

There are many ways to motivate employees.

Depending on how you will influence subordinates, motivation can be:

Straight- when the employee knows that in case of fast and high-quality work, he will be additionally rewarded.

Direct motivation, in turn, is divided into:

• Material motivation of staff- when an employee is stimulated, bonuses, cash rewards, vouchers to sanatoriums, etc .;
• Non-material motivation of staff- when the work of employees is recognized by management, they are given certificates, memorable gifts, working conditions are improved, work time etc.

Indirect- in the course of the stimulating activities carried out, the employee regains interest in work, he feels satisfaction after completing any task. In this case, employees have a heightened sense of responsibility, and control by management becomes optional.

Social- a person understands that he is part of a team and an integral part of the team. He is afraid to let his colleagues down and does everything to fulfill the tasks assigned to him as efficiently as possible.

Psychological- a good and friendly atmosphere is created for the employee within the team and the company itself. A person should want to go to work, participating in the production process, he should receive psychological satisfaction.

Labor- methods of stimulation aimed at self-realization of a person.

Career when the motivation is career advancement.

Gender- the employee is motivated by the opportunity to show off his successes to other people.

educational- the desire to work arises when an employee wants to develop, learn something, be educated.

In order for the methods of staff motivation to bring the desired result, it is necessary to use all types of employee incentives in a complex.

Basic levels of staff motivation

All people are unique and individual. Some careerists and the prospect of career growth are very important for them, others like stability and the absence of change. Based on these considerations, managers must understand that the methods of stimulating employees must be selected individually for each employee.

There are 3 levels of motivation:

1. Individual motivation- the work of the employee should be paid adequately. When calculating the amount of payments, the knowledge, skills and abilities that the employee possesses should be taken into account. It is important to make it clear to the subordinate that in case of high-quality performance of his duties, he will receive a promotion.
2. Team motivation- a group of people united by one cause and purpose works more efficiently. Each member of the team understands that the success of the entire team depends on the effectiveness of his work. When motivating a group of people, it is very important that the atmosphere within the team is friendly.
3. Organizational motivation- the entire team of the enterprise must be combined into one system. People should understand that their organization is a single mechanism and a positive result depends on the actions of everyone. For a leader, this is one of the most difficult tasks.

A systematic approach to staff motivation

In order to competently conduct stimulating events, it must be remembered that motivation is a system consisting of 5 stages.

Stage 1. Identification of the problem of staff motivation.

The manager, in order to understand what kind of motivational activities to carry out, it is necessary to analyze the motivation of the staff. To do this, you need to conduct a survey (it can be anonymous) and identify what the subordinates are dissatisfied with.

Stage 2. The implementation of management, taking into account the data of the analysis of motivation, its goals.

When motivating employees, management must work closely with the staff. Based on the research data, implement those methods that will benefit your enterprise.

For example If the majority of employees are not satisfied with the length of the working day at the enterprise, then it is necessary to make changes in this direction.

Stage 3. Impact on employee behavior.

Carrying out activities to motivate the work of staff, it is necessary to monitor changes in the behavior of employees.

Employees will change it if:

• Management will accept constructive criticism;
• Timely reward employees;
• Demonstrate correct behavior by example;
• They will be taught the right behavior.

Stage 4. Improving the personnel motivation system.

At this stage, it is necessary to introduce non-material methods of stimulating employees. Workers need to be convinced of the need to increase their productivity. The leader must “ignite” the subordinate, find an individual approach to everyone.

Stage 5 Well-deserved reward.

The company should develop a system of bonuses and incentives. When employees see that their efforts are rewarded, they begin to work better and more productively.

Methods and examples of staff motivation

There are many ways to motivate employees. But before putting them into practice, think about what incentive methods are right for your production.

We made TOP-20 better ways motivation, from which, each leader will choose a method that is suitable for his production.

1. Salary . This is a powerful motivator that makes an employee perform their work efficiently. If wages are low, it is unlikely that this will inspire workers to give 100% to the production process.
2. Praise . Every person who conscientiously performs his work is pleased to hear that his work has not gone unnoticed. The manager needs to periodically analyze the work of employees and not neglect praise. Using this method, you do not spend a penny, but at times increase labor productivity.
3. Address employees by name . For the authority of the director of the company, it is very important to learn the names of all employees. Referring to a person by name, the leader shows his respect for the subordinate. The employee understands that he is not just a faceless secretary or cleaner, but a person who is valued.
4. Extra rest . Some enterprises encourage employees to do their work faster and better by offering additional rest. For example, an employee who showed the best result at the end of the week may leave work a few hours earlier on Friday. Thus, the excitement and desire to be a winner wakes up in the team.
5. Rewarding with memorable gifts . On the occasion of any memorable dates, you can present memorable gifts to your employees. It can be trinkets, but if engraved on it, then for sure the employee will show off such a sign of attention to his friends for the rest of his life.
6. Upgrade prospect . All employees should understand that for the quality performance of their work, they will be promoted. The prospect of promotion career ladder motivates no worse than material rewards.
7. Opportunity to speak your mind and be heard . In any team, it is important to give all employees the opportunity to express their opinion. But it is not enough just to listen, the management must also listen to the advice and wishes of its employees. Thus, employees will understand that their opinion is considered and listened to.
8. The opportunity for each employee to personally communicate with the company's management . All leaders, first of all, must understand that they are the same people as their subordinates. Directors only organize the production process, and the execution of work depends on their subordinates. Therefore, regular face-to-face meetings should be organized with employees where they may be affected. important questions on a variety of topics.
9. Hall of Fame . This is a non-material method of motivation that perfectly increases productivity. To implement it, it is necessary to create a board of honor, where portraits of the best employees will be placed. Thus, production competitions are created that stimulate workers to improve their production performance.
10. Provide an opportunity to fulfill your . This method is only suitable for individual companies. If an office employee has routine work that he can do without leaving home, he can be asked not to come to the workplace on certain days. But the main condition will be the quality performance of official duties.
11. nice job title . Each profession and position is good in its own way. But if a nurse in a medical institution is designated as a junior nurse, then it will not be shameful for a person to say who he works for.
12. corporate events . At many enterprises on the occasion of big holidays, parties are arranged. At these celebrations, people communicate in an informal setting, relax, make new acquaintances. Corporate events help distract employees and demonstrate that the company cares about them.
13. public gratitude . You can praise an employee not only personally. It's best to do this in public. There are several ways to implement this idea. For example, to announce the best worker on the radio, through the media or loudspeakers at the enterprise. This will encourage others to work better so that everyone knows about their results.
14. Providing discounts . If a company produces a product or provides services, then a discount can be provided for employees of this company.
15. Premium accrual . Financial incentives are an effective method of motivating staff. Employees need to set a goal, upon reaching which they will receive certain additional payments to the basic salary in the form of bonuses.
16. Motivational board . Simple but effective method incentives for employees. To implement the idea, it is enough to draw a graph of the productivity of each participant in the production process on a demonstration board. Employees will see who performs better and will strive to become a leader.
17. Company sponsored training . It is important for many employees to improve and. By sending employees to seminars, conferences, trainings, etc., the manager shows his interest in the professional growth of the subordinate.
18. Payment for a subscription to a sports club . From time to time, teams can organize production competitions, as a result of which, the best employee will receive a subscription to a fitness club.
19. Coverage of transport costs, payment for communication services . Large companies often motivate their employees by paying for their travel expenses or cell phone services.
20. Creation of an idea bank . At the enterprise, you can create a bank of ideas in the form of an electronic box. Everyone will send letters to it with their proposals. Thanks to this, each employee will feel their importance.

Increasing the motivation of personnel of certain professions

When developing motivational activities, it is important to take into account the profession of employees and the type of employment.

Consider an example of the motivation of workers in certain professions:

Non-standard methods of modern staff motivation

In the Russian Federation, non-standard methods of stimulating labor are rarely used. Nevertheless, they bring good results.

Not so long ago, a survey was conducted, in which office workers from different parts of Russia took part. They answered questions: what bonuses would they be happy with and what would they like to see in the workplace.

Most people preferred:

• office kitchen;
• An automatic machine where everyone can make coffee for free;
• soul;
• Lounge, bedroom, smoking room;
• simulators;
• massage chair;
• tennis table;
• cinema hall;
• Scooters.

The fair sex preferred massage chairs and gyms, and the representatives of the stronger sex - entertainment (tennis table, scooters, etc.).

Professional assistance in motivating employees

If you are a young leader and doubt the correctness of developing staff motivation, you have 2 options for getting out of this situation.

1. You can contact special organizations that, for a fee, will develop a motivation system and successfully implement it in your company.
2. Or enroll in a business school where you will be taught the basics of management.

What will competently motivate employees

If the manager properly stimulates his employees, then in a few weeks a positive result will be noticeable.

Namely:

• Employees begin to take a more responsible approach to the performance of their duties;
• Improving the quality and productivity of labor;
• Production figures are improving;
• Employees have a team spirit;
• Reduced staff turnover;
• The company begins to develop rapidly, etc.

If you are a beginner entrepreneur, you must properly motivate your employees:

• First, always positively set up subordinates to do the job;
• Second, ensure that the basic needs of employees are met;
• Thirdly, create comfortable working conditions;
• Fourth, be loyal to your employees.

In addition, use the following tips:

• Be interested in the lives of subordinates, ask about their needs;
• Do not scold employees with or without reason. It is better to help to do the work that the employee cannot cope with. After all, the failures of workers are the failures of managers;
• Analyze periodically. Conduct surveys, questionnaires, draw up work diaries and internal reporting;
• Pay unscheduled bonuses and incentives.

Conclusion

The role of staff motivation in any enterprise is quite large. It is in the power of the employer to create such working conditions where the employee wants to work with full dedication. The main thing is to competently approach the development and implementation of stimulating methods.

The most important tool for increasing the efficiency of the company, achieving the set goals and objectives. The coincidence of the personal goals of the employee and the tasks facing the organization gives the most significant economic effect for both parties.

Usually, the task of developing a personnel incentive system is handled by the HR department, which not only selects the appropriate methods of motivating personnel, but also carefully calculates financial side question: how much will it cost to motivate staff in an organization to perform urgent tasks?

According to the classical definition, labor motivation is an incentive to action. Those. the company-employer seeks to manage human behavior, set the direction of his actions to achieve their own goals. At the same time, the motivation of work at the enterprise increases the involvement of the employee, increases his interest in the success of the common cause. To improve the effectiveness of ways to motivate employees, a systematic approach should be introduced, including different forms and types of staff motivation.

There are several ways of dividing into types of staff motivation, the first and most global - external and internal. The external motivation of employees in the organization is an administrative impact that is exerted by the manager to encourage the employee to perform work efficiently (order, threat of a fine, encouragement with a bonus).

Intrinsic motivation of employees belongs to the category psychological state person, when the worker himself has personal qualities allowing him to work effectively without administrative influence. inner shape staff motivation can and should be developed. To do this, the manager requires considerable effort, experience and deep knowledge in the field of personnel management theory.

In order to get sustainable internal motivation of the employees of an enterprise, it is often necessary to apply whole complexes of various types of motivation, from simple verbal praise to an offer of career growth for the successful implementation of a project.

Typical labor activity- this is a close interaction of internal and external motivation of labor, which allows to obtain the maximum economic effect.

What else is the motivation of the staff? Specialists distinguish two main types of staff incentives in management theory: material and non-material.

Free catalog of policies and procedures for remuneration and motivation of staff

Material types of staff motivation

In many companies and organizations, managers from the bottom to the top level put the material motivation of employees as the basis for stimulating subordinate personnel. Managers who have a special education in the field of personnel management know that the material motivation of employees to work or encouragement with money (salary) does not bring the necessary improvement, especially in the long run. But this type of staff incentive is the most common.

At the lower levels, team leaders encourage good workers by raising salaries and increasing bonuses. More and better you work - you get more. The salary of top managers is often directly dependent on the results of their work. For example, often when hiring top-level managers, a direct dependence of bonuses and bonuses on the level of profit received by the company or organization they manage is stipulated.

At the disposal of modern management there are several different methods of motivating an employee, including:

1. Salary. Increasing earnings perfectly motivates employees: the news of a salary increase is always perceived with enthusiasm. But the effectiveness of this type of staff motivation is far from 100%: an employee who no longer wants to work in this position due to monotony and lack of development is unlikely to agree to continue working if he is raised wages. Pay raises work great when used across an enterprise, service team, or department.
2. Prizes. Rewards for achieving goals are a powerful motivator. This HR tool is most actively used in the field of sales. The bonus for the implementation of the plan often makes up a tangible part of the earnings and morally stimulates the staff to be active and initiative.
3. Percentage of sales or company performance. The most striking example is the same area of ​​sales, where the earnings of employees are often offered as the sum of the rate and percentage of sales for the month, and sometimes even accrued only as a percentage without a base salary. So a percentage of sales becomes an effective motivation sales staff with minimal financial outlay.

TO material types motivations include monetary fines in case of violation by the employee of the conditions agreed in advance: being late for work, failure to fulfill the plan, all kinds of administrative violations. The system of fines is most often used in enterprises specializing in the production of products and associated with hazardous production, where discipline and order are important factors. normal operation. Penalties apply to unified system with bonus payments, forming an effective system of motivation.

This category of personnel motivation and incentive system should also include indirect material motivation, which includes incentives for employees in the form of vouchers, tickets for cultural events, tuition fees, paid time off, etc.

Types of non-material motivation of personnel

Material methods of stimulating the work of personnel are not only quite costly for the enterprise, but sometimes turn out to be ineffective. Cash incentives may not be enough for employees to give 100%. In this case, material tools should be combined with non-material types of effective motivation for staff, which include:

• promotion opportunities;
• recognition of the success of employees, public expression of gratitude;
• creating a friendly, welcoming atmosphere in the team;
• improving the working conditions of employees (opening canteens, gyms, organizing corporate lunches);
• engaging employees in meetings;
• congratulations on significant dates;
• professional competitions;
• corporate events;
• opportunity to participate in important decision making.

Modern management innovative companies sometimes practices such methods of staff motivation and stimulation as corporate quests, various competitions, rating tables that stimulate the activity of specialists and professional growth. Employees have a healthy passion, a desire to stand out in the team. Winners in such gaming events receive valuable prizes or cash rewards.

Types of personnel motivation in the enterprise

At enterprises, labor motivation and labor stimulation can be implemented in the form of a well-established system or in the competence of immediate supervisors - middle managers. In any of these cases, the types of staff motivation described above can be applied.

1. Direct monetary motivation paid in the form of a bonus for exceeding the plan, a percentage of sales, a bonus for working without violations, or achieving some indicators.
2. Indirect monetary motivation, which is often singled out in the social package. This includes additional medical insurance, company-sponsored training or internships, flexible hours, paid travel or company transport, overalls, mobile communications, Internet, and extra leave.
3. moral motivation. It can be expressed in the form of written gratitude, verbal praise, the presentation of a certificate of the best employee, the provision of additional time off, the organization of the honor roll.

The formation of a personnel motivation mechanism that will be used at the enterprise largely depends on financial capabilities. A profitable company without financial problems often relies on material incentives, corporate parties, and a powerful social package.

Small companies or organizations try to rely on moral motivation and incentives for staff (non-material), and offer inexpensive options for indirect monetary. Most often this is due to the inability to motivate employees with large bonuses.

All types of personnel motivation used at the enterprise must demonstrate an acceptable ratio of remuneration and the result obtained. Also, HR specialists must constantly monitor the level of employee satisfaction. This indicator is the most objective assessment of the value of the rewards offered. High performance is the reason for the high degree of satisfaction, because employees not only receive decent pay for their work, but also feel in demand and fulfilled.

The main types of personnel motivation systems in the organization

The system of motivation and incentives for personnel in an organization is based on the types of motivation that are used to encourage employees to complete their tasks. The system includes material and non-material types of personnel motivation. At the same time, monetary rewards are clearly stated in the terms and conditions. collective agreement or contract, and non-material types of motivation are used by managers based on their management style, the characteristics of the team and the current situation.

IN foreign practice specialists are faced with the use of various theories of motivation based on the dominance of a certain group of factors in labor relations and on the performance of employees. The most prominent place here is occupied by the theory of needs, when their basic satisfaction entails the need to reach a new level. Also, the choice of types of incentives for the organization's personnel can be based on the theory of labor enrichment, fair remuneration, and expectations of results.

Such theories represent human labor behavior in terms of various psychological or physiological concepts.

The use of an employee motivation system in an enterprise is the basis of result-oriented management. The transition to it with a competent approach is accompanied by a noticeable increase in labor productivity. This confirms one of the basic truths on which the economy is based: the personal contribution of each employee of the organization plays a critical role in the success of the entire enterprise. In other words, competent motivation is the basis for the effectiveness of all categories of personnel.

Another system of staff motivation is by status (it is called motivation by rank). This strategy is based on integral assessments of employees' success. It includes data on the level of qualifications of personnel, the quality of their work, and their attitude to the duties performed.

The indicators used allow us to find out the main types of motivation to work, which will have the greatest effect when used in a particular team or for an individual employee. The choice of staff incentive strategy is determined by the current management style in the company, adopted by the corporate culture, national traditions.

Generally speaking, motivation is a process motivating oneself and others to work towards certain goals.

There are various personnel motivation factors that determine what is most valuable and important for a person. As a rule, this is not one factor, but several, and together they make up a map or set of staff motivational factors. Staff motivation factors are divided into external and internal.

Internal personnel motivation factors:

• Dream, self-realization
• Ideas, creativity
• self-affirmation
• Conviction
• Curiosity
• Health
• personal growth
• The need for communication

External personnel motivation factors:

• Money
• Career
• Status
• prestigious things
• Aesthetics of life
• The ability to travel

In addition, the motives of human behavior also differ in nature: they can be positive(purchase, save) or negative(get rid of, avoid). So, a positive external motive for behavior is a bonus that a person can receive for Good work, and negative - punishment for its non-fulfillment; a positive internal motive is the fascination of the business in which he is engaged, and a negative one is its routine nature, as a result of which a person, on the contrary, seeks to get rid of the occupation.

It is possible to divide all possible tools of motivation into two large groups: these are tangible and intangible motivators.

Material motivators of staff

The remuneration received by an employee depends on individual and group differences in the performance of activities. This is specifically expressed in flexible pay system, variable pay system.

1. Commission. This is perhaps the simplest and at the same time the oldest motivational scheme. The essence of this motivational scheme is that the employee receives a certain percentage of the amounts that customers pay him when buying goods from him. Commissions can be used in combination with the base salary, or independently of it, making up the entire salary of the employee. Although commissions are the most "direct" motivational scheme, the peak of their popularity is certainly in the past.

2. Cash payments for the achievement of goals. This is the most common type of motivational plans. Such payments (it would be appropriate to call them bonuses) are generally made if the employee meets certain predetermined criteria. Among them may be economic indicators, quality indicators, evaluation of the employee by other persons. Each company sets its own goals of this kind, and sometimes they are quite unusual.

3. Special individual rewards as a recognition of the value of a particular employee. Firstly, these may be special bonuses paid to employees for mastering skills that are acutely required by the company at present. Secondly, it can be bonuses for loyalty to the company, which are received by employees who have worked in the organization for a certain amount of time. Such bonuses can also be paid to specialists whose departure is very undesirable for the company. Thirdly, it can be awards to the "stars" of the company.

Non-material staff motivators

By non-material, or rather, non-financial motivation of personnel, we mean all methods that are not directly related to remuneration, which companies use to reward their employees for good work and increase their motivation and commitment to the company.

1. Benefits related with work schedule. First of all, these are measures related to the payment of non-working time of an employee. In addition, this is the provision of a flexible work schedule for the employee.

2. Material non-financial motivation of personnel. This block includes all the material motivators that the company uses. First of all, these are various gifts that the company makes to its employees. These can be small souvenirs, larger gifts as a symbol of the importance of an employee for the company, family gifts. In addition, this also includes various financial "indulgences" for employees. This is primarily payment for medical insurance, as well as loans under a preferential program and discounts on the purchase of the company's products.

3. Various corporate events that are not directly related to work. These are intra-company holidays dedicated to significant events. In addition, various events to which employees are entitled to invite their families, out-of-town and sightseeing trips arranged by the company. We would include paid centralized lunches in the same category.

4. "Award-Acknowledgements". This category of non-material motivation of personnel is the most significant. These are elementary compliments to employees for their work, photographs of the best employees in prominent places, a mention of achievements in the company's newspaper.

5. Rewards related to change in employee status. This block includes not only a promotion, but also training an employee at the expense of the company, inviting an employee as a speaker or lecturer, an offer to participate in a more interesting or financially profitable project, as well as the possibility of using the company's equipment to implement their own projects.

6. Staff motivation related to workplace change. This block includes all those measures that lead to a change in the technical equipment of the employee’s workplace and its ergonomics, as well as the provision of a company car to the employee.

Motivation of staff directly affects the increase in income of the enterprise. Therefore, the motivation of personnel in the company should be regularly analyzed. A successful manager for effective business management needs to be aware of the symptoms and weak signals of the lack of motivational management in enterprises, a comprehensive system of staff motivation and be able to correctly apply staff motivators.

Presentation of the training STAFF MOTIVATION

10.09.2011

INTERNAL AND EXTERNAL MOTIVATION OF STAFF: ESSENCE AND DIAGNOSIS

Vadim Subbotin, director of Antropos-consulting company

I have already touched on the issue of internal and external motivation of staff in the articles:

(points 4 and 5);
; .

In this case, I will dwell on these types of motivation in more detail.

intrinsic motivation (intrinsic motivation ) takes place when a person is interested in the business in which he is engaged, in itself, its content; when a person experiences pleasure from the process of work; when the work draws in, captivates and is done not for the sake of something external (remuneration, honors, etc.), but for its own sake.

External motivation (extrinsic motivation ) takes place when a person is motivated by something “located” outside the content of the work, which is external in relation to it: money, recognition, prestige, etc. In this case, work is only a means of obtaining some result external to its content.

Studies show (see, for example, Amabile, et al., 1994; Watanabe & Kanazawa , 2009 ), that people with a predominance of intrinsic motivation are characterized by the following features.

They are prone to independence and autonomy in setting goals, they are willing and able to work without external pressure (without "carrot and stick"). They tend to strive to achieve mastery in the business to which they have dedicated themselves. They are not only not afraid, but also eager to solve difficult problems, because they see them as an opportunity for their professional growth. They are immersed in work. They are curious and inquisitive.

On the other hand, people with strong extrinsic motivation

attach great importance to how other people evaluate them. Externally motivated inherent competitiveness, the desire to compete, win, win. Externally motivated highly value material incentives (money, property). It is extremely important for them to win respect, prestige, fame and recognition.

intrinsically motivated compared to externally motivated, they are more productive in acquiring new knowledge(McCullers & Martin, 1971; Bahrick, Fitts, & Rankin, 1952), in solving complex intellectual problems(Glucksberg, 1962 ), have a higher level of intelligence and creativity (creativity)(Amabile, 1979, 1982, 1985, 1987; Amabile & Gitomer, 1984; Amabile, Goldfarb, & Brackfield, 1990; Amabile, Hennessey, & Grossman, 1986; Bartis, Szymanski, & Harkins, 1988; Koestner, Ryan, Bernieri, & Holt, 1984; Kruglanski, Friedman, & Zeevi, 1971 ), they are more likely to receive a high level of education, more gravitate towards research-type professions, they are more inclined towards literary and fine arts: love to write, interested in poetry, draw ( Amabile, et al., 1994).

On the other hand, externally motivated tend to work with clearly defined rules, prefer an orderly social environment, follow established procedures, and like it when someone else sets goals for them, not themselves.

How are extrinsic and intrinsic motivation related? ?

These are two poles of the same scale: the greater one is, the less the other, and it is impossible to have high external and internal motivation at the same time?

Or are these independent types of motivation, and all combinations are possible: it is possible to have a high level of both motivations, a low level of both, as well as a low level of one and a high level of the other?

There is an answer to this question. Research shows(Amabile, et al., 1994), that there is no statistically significant correlation between the indicated types of motivation, and therefore, the second of the assumptions is true: external and internal motivation are independent.

To assess the level and ratio of internal and external motivation, I can offer ( Work Preference Inventory - WPI, Amabile, Hill, Hennessey, Tighe, 1994).

Literature:

Amabile, T. M. (1979). Effects of external evaluation on artistic creativity. Journal of Personality and Social Psychology, 37, 221-233.

Amabile, T. M. (1982). Children's artistic: Detrimental effects of competition in a field setting. Personality and Social Psychology Bulletin, 8, 573-578.

Amabile, T.M., Hill, K.G., Hennessey, B.A., Tighe, E.M. (1994). The Work Preference Inventory: Assessing Intrinsic and Extrinsic Motivational Orientations. Journal of Personality and Social Psychology , Vol. 66, no. 5, 950-967.

Amabile, T. M. (1985). Motivation and creativity: Effects of motivational orientation on creative writers. Journal of Personality and Social psychology, 48, 393-399.

Amabile, T. M. (1987). The motivation to be creative. In S. Isaksen (Ed.), Frontiers in creativity: Beyond the basics(pp. 223-254). Buffalo, NY: Bearly Limited.

Amabile, T. M., & Gitomer, J. (1984). Children's artistic creativity: Effects of choice in task materials. Personality and Social Psychology Bulletin, 10,209-215.

Amabile, T. M., Goldfarb, P., & Brackfield, S. (1990). Social influences on creativity: Evaluation, coaction, and surveillance. Creativity Research Journal, 3, 6-21.

Amabile, T. M., Hennessey, B., & Grossman, B. (1986). Social influences on creativity: The effects of contracted-for reward. Journal of Personality and Social Psychology, 50, 14-23.

Bahrick, H., Fitts, P., & Rankin, R. (1952). Effects of incentive upon reactions to peripheral stimuli. Journal of Experimental Psychology, 44, 400-406.

Bartis, S., Szymanski, K.., & Harkins, S. (1988). Evaluation of performance: A two-edged knife. Personality and Social Psychology Bulletin, 14, 242-251.

Glucksberg, S. (1962). The influence of strength of drive on functional fixedness and perceptual recognition. Journal of Experimental Psychology, 63, 36-41.

Koestner, R., Ryan, R., Bernieri, F, & Holt, K. (1984). Setting limits on children "s behavior: The differential effects of controlling vs. informational styles on intrinsic motivation and creativity. Journal of Personality, 52, 233-248.

Kruglanski, A., Friedman, I., & Zeevi, G. (1971). The effects of extrinsic incentive on some qualitative aspects of task performance. Journal of Personality, 39, 606-617.

McCullers, J. C, & Martin, J. A. G. (1971). A reexamination of the role of incentive in children's discrimination learning. Child Development, 42, 827-837.

Watanabe, S., Kanazawa, Y. (2009).A Test of a Personality-Based View of Intrinsic Motivation.Japanese Journal of Administrative Science, Vol. 22, No.2, 117-130.

When quoting this material, reference to the author, Antropos-consulting company and website www. anthropos. en required.