Modern methods of motivation and stimulation. Modern technologies of motivation Modern technologies and tools of personnel motivation policy

02.06.2020

Russian State Trade and Economic University

Abstract on General and Customs Management

On the topic: Modern methods of staff motivation.

Completed by: Khokhlova Ksenia

Faculty: MEIT

Specialty: "Customs"

Group: 27

Accepted by: Staroverova K.O.

INTRODUCTION 3

1. System of personnel motivation. 6

2. Staff incentives. eleven

3. Model modern system material motivation. fourteen

4. The procedure for the development and implementation of a system of material and non-material incentives. twenty

CONCLUSION 25

REFERENCES 28

INTRODUCTION

Studies of labor motivation in recent years have shown that it, as a system, has undergone negative structural changes. This means that higher needs have receded far into the background, and the behavior of most workers is controlled by lower needs (according to Maslow's hierarchy) 1 , which is both a consequence and a reason for the formation of a specific mentality of the modern Russian worker. In addition, motivation has also undergone typological changes - in general, it has been reduced to the motivation of choosing and maintaining a job, and not to the motivation of high activity and the return of labor with sufficient pay.

An analysis of the importance of the external environment for motivation showed the complete inefficiency of traditional labor incentive systems. This is due to the fact that the old incentive systems have been destroyed, while new ones are still being formed. Such conclusions give grounds to speak of a crisis of motivation in present stage and the need to create a new approach to the development and satisfaction of workers' higher needs 2 .

The difficulty of finding new ways to motivate lies, firstly, in the growing differentiation of society, in a sharp division into rich and poor, resulting in a large difference in needs. Secondly, the growing impoverishment of the lower social strata leads to a decrease in the level of needs to purely physiological ones, which often leads to lack of spirituality and a desire to live one day at a time.

In addition, the currently existing variety of forms of ownership leaves its mark on the choice of tools and methods of motivation in each individual organization.

Motivation is directly related to performance. And now it plays a more important role in the life of every manager than ever before. The days when leaders simply told their subordinates what to do are long gone. Employees are now more demanding of their employers than ever before. They want to know what is happening in the organization, to participate in its life, they want to be consulted with them.

In addition, in order to enjoy work and, of course, satisfaction, they need to feel that everything they do has real value. When people are happy with a job, they do it well. If employees are not sufficiently motivated, this can manifest itself in different ways: the number of absenteeism increases, employees spend more time on personal phone calls and solving personal problems, they linger on breaks. At the same time, bureaucracy becomes part of everyday activities. In addition, due to a lack of interest and attention, the quality of work performance decreases, its pace slows down, and employees do not have a desire to take responsibility.

In general, considering these symptoms, we can conclude that the results of work in all their aspects are closely related to motivation. Sufficiently motivated employees are productive people who are willing and able to do what is required of them and in such a way that tasks are completed and work results are consistently improved.

Creating the conditions for motivation means “making people enjoy their work every time”, so that there are fewer factors that cause negative feelings, and more factors that give rise to positive ones. Obviously, motivation requires honesty and sincerity from the leader. It is very difficult to count on effective motivation if you treat people indifferently.

In this regard, the leader should remember that each person needs his own incentive to achieve success. This is one of the factors without which motivation becomes standard and less effective. Most employees look for security first and foremost at work. This includes aspects such as a clear job description and favorable working conditions, a clear understanding of the requirements and evaluation criteria, recognition and respect, working with an effective manager and a leader who knows how to make decisions.

1. System of personnel motivation.

Motivation (as a process) is a process of emotional-sensory comparison of the image of one's need with the image of an external object (a candidate for the object of need). Or, motivation (as a mechanism) is an internal mental mechanism of a person that provides recognition of an object corresponding to a need and launches directed behavior for the appropriation of this object (if it corresponds to a need). Scheme 1 shows that motivation can flow in a person without outside help 3 .

Motivation

Recall the main driving motives of employees:

The motive of remuneration - the employee works for the sake of money and other benefits.

Social motive - the approval of the management and the team is important for the employee.

Process motive - the employee works for the pleasure of the process of work.

Achievement motive - the employee strives for self-affirmation and self-realization.

Ideological motive - it is important for an employee to achieve high goals jointly with the company.

The labor motivation system should include as part of the mechanism of optimal labor stimulation (Scheme 2) 4 .

The mechanism of optimal labor stimulation

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

The motivation system encourages such work of the employee, which is valuable for the organization. In this regard, it should be aimed at: maintaining the required performance; productivity increase; maintaining organizational standards; improvement of organizational norms.

At the heart of the motivational policy in accordance with the nature of the activity is the need to encourage the compliance of the employees of the organization with the five main groups regulatory requirements(scheme 3) 5 .

Main groups of regulatory requirements

General regulatory requirements for all employees of the organization (requirements of discipline and corporate culture). This is a normative framework common to all members of the organization, including management. Moreover, it is desirable for management to emphasize compliance with corporate norms, since this can set the desired model for less conscientious members of the organization. On the contrary, the violation by managerial employees of the norms common to all very quickly leads to the decomposition of discipline in the entire organization. Regulatory requirements for managerial (for managers) and performing (for performers) activities. It is known that performance discipline is a guarantee of organization in the activities of any enterprise, and its absence is a source of collapse. Therefore, the motivational conditions in the organization must support the performance discipline.

Experience shows that an authoritarian management style is usually quite effective in maintaining performance discipline 6 . However, often such performance organization is only an “external screen” and, with directive “excesses”, can become so formal that it leads to destructiveness. But the opposite of directiveness - a conniving style further contributes to a decrease in performance discipline, especially among the unconscious part of the workers. To strike a balance between these extremes is one of the critical tasks leader. A competent system of motivation can render him an invaluable service in this through conditions that encourage performing order.

Professional and functional standards. Each employee at his work should have a strictly defined range of typical tasks, and each employee must comply with the requirements arising from the logic of solving these tasks. Motivational conditions within the organization should contribute to the cultivation of the professional and functional spirit of employees, their understanding of the integration of their part of the tasks into the overall task of the company. The motivational system serving this normative emphasis should exclude any professional discrimination, creating equal moral and material opportunities for representatives of different functions.

Positional norms (or norms of interfunctional interactions). The presence in the company of high professionals in their field is a necessary but not sufficient condition for the effective operation of the company as a whole. Equally important is the well-established mechanism of interaction between employees of different departments.

In turn, the well-functioning of the mechanism is possible only if there is a normative certainty of business relationships and the willingness of employees to comply with these standards. Consequently, one of the directions of the motivational orientation should serve constructive relationships between employees, departments, etc. 7 .

Some psychologists and conflictologists, when analyzing practical activities, see the causes of most conflicts in an organization solely in the interpersonal disharmony of conflicting employees. Without disputing the existence of such types of conflicts, we want to emphasize the presence of conflicts arising on business grounds. In particular, due to the absence or ignorance by employees of the norms of interfunctional interaction. This is expressed in the desire to impose "frontier" work, for example, on the transfer of one's product to one's "neighbor", etc. The business nature of the mutual claims of employees quickly turns into interpersonal antipathies.

Rules of interpersonal relations. In contrast to the previous paragraph, the importance of maintaining “warm” interpersonal relationships by the motivational system is emphasized here. The importance of this motivational layer will be confirmed by anyone who has experienced the failure of a business due to interpersonal antipathies, interindividual conflicts on non-principled (everyday) grounds, etc. In general, very, very few employees manage not to transfer personal antipathies into the business sphere of relations. The best means of maintaining normal interpersonal relationships:

inclusion in the corporate culture of values related to the sphere of interindividual relations within the organization;

maintenance of motivational conditions that generate the interest of employees in conflict-free interaction.

So, we can conclude that the optimal system of motivation and incentives for a company must meet the following requirements:

wages must be sufficient, that is, the employee must earn enough to ensure that his basic needs are met. Otherwise, the employee will look for additional ways to make money or another company. To ensure the adequacy of payment, the development and implementation of a system of payment "by category" of employees with the introduction of minimum size, below which salaries in this company do not fall;

the level of wages with a variable component must be competitive in the labor market. The fact of a salary increase motivates employees to a loyal attitude towards the company, the fact of an increase in the variable component - to productive work, achieving better results;

wages should be perceived by the employee as fair. Criteria for evaluation employees' activities, the achievement of results should be recorded in local regulations of the company, known to the staff and easily measured. If an employee does not have the ability to accurately determine the amount of his payment, he will consider that it is underestimated.

A complex pay system does not allow an employee to plan his budget, which will lead to additional costs and, therefore, will cause dissatisfaction with his salary.

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Ministry of Education and Science of the Russian Federation

federal state budgetary educational institution higher vocational education"Ryazan State University named after S.A. Yesenin"

Faculty of History and International Relations

majoring in Fundamentals of Management

on the topic " Modern technologies motivation labor activity In the organisation"

Completed:

2nd year student

Departments of correspondence and part-time education

Ivanova T.N.

Ryazan 2013

1. The concept of motivation

Motivation, in an organizational context, is the process by which a manager encourages other people to work towards organizational goals, thereby satisfying their personal wants and needs. Even if it seems that employees work only to achieve the overall goals of the organization, they still behave this way because they are sure that this is the best way to achieve their own goals.

Motivation, as one of the methods of the personnel management function, is an integral part of the management process.

Modern theories of motivation, based on the results of psychological research, prove that the true reasons that encourage a person to give all his strength to work are extremely complex and diverse. According to some scientists, the action of a person is determined by his needs.

Those who hold a different position proceed from the fact that a person's behavior is also a function of his perceptions and expectations.

When considering motivation, one should focus on the factors that make a person act and reinforce his actions. The main ones are: needs, interests, motives and incentives.

Needs can be met by reward by giving a person what he considers valuable to himself. But in the concept of "value" different people put a different meaning, and, consequently, their assessments of remuneration also differ. For example, a wealthy person may consider a few hours of family time more meaningful to himself than the money he receives for overtime work for the good of the organization. For a person working in a scientific institution, the respect of colleagues and interesting job, and not the material benefits that he would receive by performing the duties of, say, a salesman in a prestigious supermarket.

A person receives “internal” reward from work, feeling the significance of his work, feeling for a certain team, satisfaction from communication, friendly relations with colleagues.

"External" remuneration is a salary, promotion, symbols of official status and prestige.

For labor management based on motivation, such prerequisites are necessary as identifying the inclinations and interests of the employee, taking into account his personal and professional abilities, identifying motivational opportunities and alternatives in the team and for a particular person. It is necessary to make fuller use of the personal goals of the participants in the labor process and the goals of the organization.

No goals set from outside arouse a person's interest in intensifying his efforts until they turn into his "internal" goal and further into his "internal" plan of action. Therefore, for the ultimate success, the coincidence of the goals of the employee and the enterprise is of great importance.

To solve this problem, it is necessary to create a mechanism to motivate the increase in labor efficiency. This implies a set of methods and techniques for influencing employees from the enterprise management system, encouraging them to certain behavior in the labor process in order to achieve the goals of the organization, based on the need to satisfy personal needs.

Thus, the task of the manager, who must motivate workers, is to provide them with the opportunity to satisfy their personal needs in exchange for quality work. The term "need satisfaction" reflects the positive feelings of relief and well-being that a person feels when their desire is fulfilled.

Practical management is based on certain theories of motivation, which can be divided into two groups. Content theories try to find out the reasons for this or that behavior of a person. Often they are called

"needs theory". Process theories put at the forefront the question of how this or that type of behavior arises, what guides, maintains and stops it.

2. Motivational process

Motivation, analyzed as a process, can be represented as a series of successive stages.

The first is the emergence of needs. The person feels that something is missing. He decides to take some action. Needs are very different, in particular: physiological; psychological; social.

The second stage is the search for ways to satisfy a need that can be satisfied, suppressed or simply ignored.

The third stage is the definition of goals (directions) of action. It is determined what exactly and by what means needs to be done to meet the need. Here it is revealed what needs to be obtained in order to eliminate the need, in order to get what is desirable, to what extent it is possible to achieve what is necessary and what is actually obtained, can eliminate the need.

The fourth stage is the implementation of the action. A person expends efforts to carry out actions that open up to him the possibility of acquiring what is necessary to eliminate the need. Since the work process affects motivation, goals can be adjusted at this stage.

The fifth stage is receiving a reward for the implementation of the action. Having done necessary work, a person receives what he can use to eliminate the need, or what he can exchange for what he wants. It reveals how the implementation of actions provided the desired result. Depending on this, there is a change in motivation for action.

The sixth stage is the elimination of need. A person either stops activities before a new need arises, or continues to look for opportunities and take actions to eliminate the need.

Before us is a diagram of the motivational process:

Emergence of needs

Finding ways to eliminate needs

Determining the direction of action

Action Implementation

Taking action to receive

Rewards

Eliminate Needs

Scheme 2.1 - motivational process

It is very difficult to identify which motives are leading in the motivational process of a particular person in specific conditions. Knowledge of the logic of the motivation process does not provide decisive advantages in managing this process. There are many an important factor is not evidence of motives.

One can guess which motives prevail, but in concrete form it is quite difficult to isolate them.

3. MOTIVATION OF WORK AS AN ELEMENT OF THE PROCESS OF PERSONNEL MANAGEMENT

3.1 Human resource management strategy of the firm

One of the main tasks for enterprises of various forms of ownership is the search for effective methods of labor management that ensure the activation human factor. The decisive causal factor in the effectiveness of people's activities is their motivation.

Motivational aspects of labor management are widely used in countries with developed market economies /3, 4, 7, 14, 16, 18/. In our country, the concept of labor motivation in the economic sense appeared relatively recently in connection with the democratization of production /24/. Previously, it was used mainly in industrial economic sociology, pedagogy, and psychology. This was due to a number of reasons. Firstly, the economic sciences did not seek to analyze the relationship of their subjects with these sciences, and, secondly, in a purely economic sense, until recently, the concept of "motivation" was replaced by the concept of "stimulation".

Labor motivation is the process of stimulating an individual performer or a group of people to work, aimed at achieving the goals of the organization, to productive performance decisions taken or scheduled work.

This definition shows the close relationship between the managerial and individual psychological content of motivation, based on the fact that the management of a social system and a person, in contrast to the management of technical systems, contains, as a necessary element, the coordination of the chains of the object and subject of management. Its result will be the labor behavior of the object of management and, ultimately, a certain result of labor activity.

Douglas McGregor /12/ analyzed the activities of the performer in the workplace and found that the manager can control the following parameters that determine the actions of the performer:

Tasks that the subordinate receives;

The quality of the task;

Time of receipt of the task;

Estimated time to complete the task;

The funds available to complete the task;

The team in which the subordinate works;

Instructions received by subordinates;

Persuasion of the subordinate in the feasibility of the task;

Persuading a subordinate to be rewarded for successful work;

The amount of remuneration for the work performed;

The level of involvement of the subordinate in the range of work-related problems.

All these factors depend on the manager and, at the same time, in one way or another affect the employee, determine the quality and intensity of his work. Douglas MacGregor came to the conclusion that based on these factors, it is possible to apply two different approaches to management, which he called "Theory X" and "Theory Y".

"Theory Y" corresponds to the democratic style of management and involves the delegation of authority, improving relationships in the team, taking into account the corresponding motivation of the performers and their psychological needs, enriching the content of the work.

Both theories have an equal right to exist, but, due to their polarity, they do not occur in practice in their pure form. As a rule, in real life there is a combination of different management styles.

McGregor's theories were developed in relation to a single person. Further improvement of approaches to management was associated with the development of the organization as a system open type, and also considered the work of a person in a team. This led to the concept of a holistic approach to management, i.e. to the need to take into account the totality of production and social problems.

So William Ouchi proposed his understanding of this issue, called "Theory Z" and "Theory A", which was greatly facilitated by differences in management, respectively, in the Japanese and American economies.

Table 2.1

The difference between the concepts of management theory in the USA and Japan

Concept Factor
"Human capital"	Small investment in education	Large investment in training
	Specific skills training	General training
	Formalized assessment	informal assessment
"Labor market"	In the first place - external factors	In the first place - internal factors
	Short term hire	Long term hire
	Specialized Promotion Ladder	Non-Specialized Promotion Ladder
“Loyalty to the organization”	Direct employment contracts	Implied employment contracts
	External Incentives	Domestic incentives
	Individual tasks	group orientation

Ouchi notes a disproportionate focus on engineering and technology to the detriment of the human factor. Therefore, “Theory Z” was based on the principles of trust, lifelong employment (like attention to a person) and a group decision-making method, which also gives a strong connection between people, their more stable position.

In general, Japanese and American approaches are in different directions (Table 2.1).

However, it can be seen that management has developed mostly in the direction of the ideas embodied in "Theory Y", a democratic style of management.

Thus, with certain assumptions, "Theory Z" can be called a developed and improved "Theory Y", adapted primarily to Japan. “Theory A” is more typical for the USA. However, some companies in Western countries successfully apply the principles of Theory Z, including IBM Corporation.

3.2 Stages of the motivation process

The strategic theories of human resource management discussed above are adapted by each company to the specific features of its functioning. It depends on the success of the solution of this issue whether subordinates will strive to work well or simply serve their attendance hours.

According to Theory Y, any employee, coming to a new place of work, would like to prove himself, and is interested in his new activity. In addition, management is interested in employees being creative and enthusiastic about their duties. However, due to a number of factors, an employee may experience disappointment in his work.

This is usually caused by the following reasons:

Excessive interference from the immediate supervisor;

Lack of psychological and organizational support;

Lack of necessary information;

Excessive dryness and lack of attention of the leader to the requests of the subordinate;

Absence feedback, i.e. ignorance by the employee of the results of his work;

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

Incorrect evaluation of the employee by the manager.

These factors cause the average worker to feel inferior.

The feeling of pride, self-confidence, the stability of one's official position and the possibility of further advancement are undermined.

The process of losing interest in work can be seen as consisting of six stages.

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

The nervous efforts of the worker do not yet affect productivity.

He easily contacts with colleagues, and sometimes even tries to cope with difficulties through more intensive work, which in turn can only increase stress.

The conflicting instructions of the manager, the uncertainty of the situation soon cause irritation of the employee, associated with a sense of his own powerlessness. The employee's behavior becomes demonstrative. He emphasizes his dissatisfaction coupled with increased performance. Here he pursues two goals - to prove himself with better side, as well as emphasize the inactivity of the leadership against its background.

At the third stage, the subordinate ceases to doubt who is to blame for the difficulties that have arisen for him. Now he hopes for a boss's mistake, after which he can reasonably prove the correctness of his point of view. This is expressed in the withholding of official information necessary to solve the tasks of this unit. The subordinate begins to avoid the boss. Productivity and quality of work remain normal.

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

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

A symptom of the stage of loss of readiness for cooperation is the emphasizing by the employee of the boundaries of his duties, narrowing them to a minimum. Some begin to defiantly neglect work, and even take out their bad mood on colleagues, finding satisfaction in humiliating others. The essence of this stage is not a struggle to maintain interest in work, but an attempt to maintain self-respect.

Finally disillusioned with his work (stage 6), the employee will move to another place, or will treat work as hard labor.

One such worker can play the role of a catalyst in the group, lead to an outburst of hidden feelings of discontent of the entire team.

Getting a new job, as well as changing the usual conditions of activity, stimulates the employee, makes him want to prove himself from the best side. Not having the opportunity to feel like a necessary, independent worker who is trusted and respected, he is disappointed in his work.

Answering this question “what should be the ideal job for subordinates?” One should not strive for excessive specificity and originality. All the same, it is rarely possible to take into account the difference in tastes and personal opinions of everyone, so the manager, as a rule, strives to increase integral productivity. If the manager takes into account the factors below, he has a chance to get confirmation maximum number their subordinates.

So, the ideal job should:

Have a purpose, i.e. lead to a certain result;

Evaluated by colleagues as important and worthy of being done;

Enable the employee to make the decisions necessary to carry it out, i.e. there must be autonomy (within limits);

Provide feedback to the employee, assessed depending on the effectiveness of his work;

To bring fair remuneration from the point of view of the employee.

Designed according to these principles, work provides inner satisfaction. This is a very powerful motivational factor that stimulates the high-quality performance of work, and also, according to the law of the rise of needs, stimulates to perform more complex work. On the basis of these principles, a model of work characteristics in terms of motivation of Heckman and Oldham was developed /27/.

Let's take a look at each of these basic job parameters and define what they mean and how they affect the "psychological state" that determines people's attitudes towards work.

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

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

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

Work integrity. This parameter refers to the completion working operation as a whole and a specific part of the work, i.e. work from start to finish with visible results. Closely related to this concept is the certainty of the task on the part of the manager.

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

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

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

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

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

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

Feedback. Feedback provides employees with information about the quality of their work. The effectiveness of feedback depends on the integrity of the work. It is much easier to provide feedback on the results of a “finished work” than on a single piece of work.

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

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

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

A job that satisfies all the factors described internally motivates employees, provides good quality job done brings satisfaction. It creates a sense of personal contribution to the products or services provided, gives employees a sense of ownership. Only such work enables a person to express himself, inherent in his sociality.

Managers must constantly consider possible ways improving the work and motivation of people working with them. It is important to highlight possible simple changes in work that could lead to stimulation of the internal motivation of subordinates, cause cooperation and enthusiasm on their part. Methods for improving performance parameters are based on the principles outlined above.

Increasing the diversity of skills and abilities. It is important to remember here that it is the diversity of skills, and not just the diversity itself, that is fundamental. If team members use a limited number of skills, then it is necessary to find a way to stimulate the need to increase their number.

However, employees will not always be enthusiastic about the increase in diversity.

So monotonous work allows workers to talk in the process of doing it, but if you add an element of variety, conversations will become difficult, at the same time there will be no compensation from the work itself.

Employees also need to be given a sense of recognition for the skills they use. That is, you need to strive to pay attention to employees in order to publicly announce the exceptional value of this skill in an employee.

This approach usually encourages the employee to improve skills, expand the range of his abilities.

Improving the integrity of work. As already noted, employees experience greater satisfaction from work that has some visible result. Increasing the integrity of a job can be achieved by adding tasks associated with it. These are, as a rule, some preparatory or final operations that are performed different people. Even the process of quality control of work significantly increases the integrity.

It should also be kept in mind that adding lower level work steps that do not make the job more coherent usually reduces the level of motivation and creates a feeling of dislike on the part of workers.

If there are difficulties with providing the “content” of the work, it is better to automate this operation. However, even here some changes are possible. Thus, the work of producing identical parts can be given integrity if the parts are put into a box, and then the box is carried away to its destination. The worker becomes responsible for the preparation of raw materials.

Consolidation of several operations into one completed work will improve many performance indicators - from temporary to stimulating. However, it is important to stop in time and not entrust all the work to one performer.

Increasing the importance of work. If the employee knows exactly how the results of his work will be used, he begins to feel the importance of his own work, which stimulates him to complete the work as soon as possible with its good quality.

The employee always wants to know why he does this or that work. Even if he is asked to collect data for a report, he wants to know what the purpose of this report is. Therefore, when formulating absolutely any task, it is necessary to mention the goals, that will really depend on the speed and quality of the performance of this work, how this work “flows” into the work of the company as a whole. After the work is completed, the performer will wait for the result.

Increasing autonomy. The job of a manager is to solve problems different levels importance. Transfer of some managerial functions low-level subordinates has a double effect - the manager's concentration of efforts on solving problems of a higher level and, at the same time, has positive influence on employee motivation.

Delegating low-level decision-making to subordinates can be seen as a boon, provided they are trained and properly understand all the details of the job, including where to get the necessary information and when to make a decision.

Provided that subordinates know all the requirements and instructions in force in the organization, the manager can provide them with the opportunity to independently set goals for their work. Even if they are partially involved in the decision-making process, they are much more likely to feel responsible for the work and feel a sense of success when it is successfully completed.

This is done through a system of qualified interviews. During such interviews, it is necessary to prevent a situation where a subordinate sets unrealistic goals for himself, which obviously cannot be realized for any reason, depending, among other things, on the current state of affairs of the company.

Tools, materials, and equipment, and how they are used, form another area where autonomy can be increased. Very often, workers do not have the right to refuse even low-quality materials. It is not difficult to imagine what this can lead to if further down the line technological process quality control is provided.

After all, the duty of controllers is to complain to those whose components do not meet the standard.

In the case when the manager determines how and what equipment to use by employees, he will not be able to take into account the individual characteristics of each employee. Experiencing even minor inconveniences, and, at the same time, deprived of freedom of choice, workers will soon lose motivation to perform work. Ideally, they should also be responsible for maintaining and repairing the equipment they use.

Time is an extremely important factor in all types of work. If a person does not have enough time to do quality work, he will consider that it is not worth the effort. Delegating work in advance gives workers considerable autonomy in choosing their work hours. He has the opportunity to prioritize, plan work taking into account his inclinations, and, therefore, get more satisfaction.

The pace of work also has a significant impact on motivation. Therefore, the manager should strive to reduce the monotony of semi-automatic processes, giving workers the freedom to choose the pace. If this is not possible and the pace is entirely set by the machine, it is necessary to introduce a system of buffer drives.

Strengthening feedback. Feedback can be internal - that is, coming from the work itself and external - in the case when the consumer of the results of the work speaks about their quality, as well as in the case of public praise.

Internal feedback is more reliable because acts directly on the employee during the execution of the task. The surest way to stimulate this connection is to set clear and specific goals, without specifying the path to achieve them. Another way is to introduce quality checks into the manufacturing process. This will allow the employee to immediately correct the shortcomings, and accordingly adjust the process of performing work, bringing it closer to the most efficient. So, as a result, such failures will not be repeated in the future.

Very often there is a situation of exclusively negative feedback, that is, when employees learn only about the shortcomings of their work. Thus, they are deprived of the reward for Good work. It is known that people almost do not respond to critical feedback. An employee will not accept negative ratings for more than two or three parameters. However, if the manager alternates between positive and negative criticism, then information about failures will be more fully perceived.

The other extreme is when the boss is not able to criticize his subordinates. In this case, failures seem to be fixed and the employee does not get the opportunity to correct his mistakes, and often does not even know whether it is necessary to do so.

Often people resist the introduction of feedback, because they were not prepared for this, they do not know how to provide it. For external feedback to be effective, it must be truthful, accurate, detailed, and prompt. Reporting poor performance only demotivates the employee. If you point out exactly what was done wrong, why it happened, how to correct the situation, and at the same time remember to touch on the positive aspects of the work, the effectiveness of such feedback will undoubtedly increase. It can be even higher if the employee finds out these questions himself.

According to Theory X, people work primarily to satisfy their economic needs.

The manager's task, in the case of applying economic motivation, is to develop a performance bonus scheme, a piecework system, or labor agreements. This task is by no means easy, since the situation in each firm is unique and, therefore, the bonus system must be unique for each case. It also depends on the specialization of the staff. So it is completely inefficient to introduce a piecework bonus system for production workers in firms with a dynamic production process, focused mainly on work under the order.

Not all methods of economic incentives can have a motivational effect on employees, however, there are several basic provisions on bonuses that do not affect the specifics of the company and are universal.

The manager should be guided by them when introducing methods of economic motivation:

Bonuses should not be too general and widespread, otherwise they will be perceived simply as part of the normal salary under normal circumstances;

The bonus must be related to the employee's personal contribution to production, whether it is individual or group work;

There must be some acceptable method to measure this increase in productivity;

Employees should feel that the bonus is dependent on additional, not normative, effort;

Additional efforts of employees stimulated by the bonus should cover the costs of paying these bonuses.

As already noted, the methods of economic incentives should depend not only on the specifics of the company as a whole, but also vary depending on the specialization of employees (Table 2.2).

The above list is not exhaustive (for the reasons noted above, it is almost impossible to compile such a list). However, it demonstrates the fundamental difference in the approach to the development of economic incentive systems for groups of personnel. It shows that, for example, an overtime pay system is much more versatile than a business equity scheme.

Table 2.2

Ways of economic incentives for various groups of personnel

Staff	Rewards
trade group	Individual commissions on sales volumes
	Individual premium for contribution to the total profit
	Group commissions from increased volumes
	sales last year
	Group Profit Sharing System
	Promotion to more prestigious positions
	higher salary
Production	Group piecework wage system
	Early Completion Bonuses
	Overtime bonuses

Secretary
	General Profit Sharing Scheme
	Promotion to office manager
Manager	Overtime pay
production	Part of the group production bonus
	General Profit Sharing Scheme
	Business equity offer

Methods and means of effective staff motivation (1)

A GUIDE FOR PERSONNEL MANAGEMENT

Sosnovy A.P., Ratnikov P.V.

“Money and a kind word from an employee can achieve much more than just a kind word”

Attributed to G. Ford

Foreword

Obviously, one of the most pressing topics in modern management today is the problem of labor motivation. Indeed, when an organization is trying to achieve its goals and objectives, it is not enough to create a modern technology for the production of goods and services, recruit qualified personnel and develop efficient structure their interactions. It is necessary to organize work in such a way that each employee makes every effort to fulfill the assigned tasks, works efficiently, with interest, completely devoting himself to work activities.

To solve problems for professional work with the personnel, divisions for personnel management are created and function. Recently, the need for specialists in human resource management has increased significantly, the requirements for their professional level, knowledge, skills and competencies are increasing. Now HR managers must master the technologies and methods of “setting up” the employees of the organization for effective work, i.e. be able to use the entire arsenal of motivation and stimulation of labor.

This manual, devoted to the topic of labor motivation, is focused mainly on methodological and technological aspects in the field of motivating and stimulating the work of personnel. Short review theoretical foundations motivation is the foundation on which specific methods are built for creating systems of remuneration, social benefits and benefits, as well as the use of non-monetary, moral and psychological motivation of employees.

The methods and technologies of motivation described in this manual are a generalization of the author's extensive practical experience in creating and optimizing systems of material and non-financial incentives at enterprises and organizations in various sectors of the economy. Descriptions of the methods are illustrated with case studies - examples from the practice of personnel management and solving problems associated with insufficient motivation of employees.

The manual is intended for specialists and managers not only of personnel departments, but also for managers of any level who are interested in the issues of motivating their employees. However, students and trainees studying personnel management will also find a lot of interesting and useful things in this book.

1. Motivation of labor activity as an element and function of personnel management

Key words of the section: main functions of personnel management, motivation and stimulation of effective work as a strategic task in the practice of personnel management, structure and elements of the motivation system at the enterprise, compensation package: monetary remuneration, benefits, non-material motivation of personnel.

1.1 Tasks and functions of personnel management

A characteristic feature of modern management is the recognition of the growing role of the human factor and the development of new forms and methods of personnel management.

The main potential of an enterprise (organization) lies in its employees. What great ideas the latest technology, the most favorable external conditions did not exist, it is impossible to achieve high efficiency without well-trained personnel. It is the people who do the work, provide the ideas, and allow the enterprise to exist.

Without people, there can be no organization; without qualified personnel, no organization can achieve its goals. Human resource management is concerned with people and their relationships within an organization.

Implementation of both strategic tasks and goals, and short term plans any organization involves the performance of certain actions by its personnel, the totality of which can be called production behavior. The main meaning and purpose of personnel management of an enterprise (organization) is to ensure the behavior of each employee required to achieve organizational goals. The effectiveness of the use of human resources in an organization depends both on the ability or potential of employees, and on their desire to work, i.e. on the level of labor motivation. (See Fig. 1.1.).

In working with human resources, each organization solves the following main tasks in managing its personnel:

1. Each organization attracts required amount employees according to certain quality requirements for them. The methods and methods of personnel search and selection may be different, but the essence remains the same - the conclusion of an agreement between the organization and the individual, according to which a person provides the organization with his physical and intellectual capabilities and professional skills (competencies) for a certain time in exchange for various kinds of remuneration from the organization.

2. All organizations conduct adaptation, training and development of their employees, i.e. align the skills and abilities of employees with the goals and objectives of the organization. The methods and forms of such learning may be different, but they are always present.

3. The organization evaluates the production behavior of its employees, their contribution to the achievement of the organization's goals. The forms of evaluation are varied - from simple praise to complex systems certification.

4. Every organization rewards its employees -- ie. compensates them for the time, energy, intelligence spent by employees to achieve the goals of the organization, motivating them for the "correct" production behavior.

5. Each organization has its own corporate culture, which it strives to develop in one way or another, ensuring the interest of employees in working in this organization.

Thus, the motivation of work activity is a central, strategic function in personnel management, and any head of an organization knows from his own experience that for the long-term success of any enterprise, the most important thing is the desire of the organization's employees to work productively, with full dedication of energy. What do I need to do? What working conditions to create, what monetary remuneration to pay employees? How to encourage and stimulate the effective work of staff? Why do people work? What needs to be done to ensure that employees work better and more efficiently? How can you make your work attractive? What makes a person want to work? - All these issues relate to the system of management of labor motivation of employees.

1.2 Problems associated with low staff motivation

Personnel motivation lies at the crossroads of both problems and achievements of the organization. In a sense, the development of motivation increases the efficiency of work no less than technological re-equipment and financial management. Moreover, there are examples in history when an advantage was achieved not through advanced technology, but just in spite of it - on the basis of an effectively functioning system of moral and material incentives.

On the other hand, the problems of the organization associated with the low motivation of staff to work can be very diverse and manifest themselves as consequences in other, seemingly unrelated areas of the organization. Here is a far from complete list of typical difficulties and problems related to staff motivation.

Violation of work efficiency (quality, volumes, time parameters).

Falling productivity -- stagnation or decline in sales; default production plans and standards, reduction in production volumes, etc.

Decrease in the quality of work - marriage, customer complaints about the quality of service; non-compliance with technological standards.

Violations of the time parameters of work - intentional or habitual slowdown in the pace of work, delaying work; disruption of planned deadlines; increased percentage of overtime and unscheduled work.

Violations of organizational norms and rules.

Labor discipline - absenteeism, lateness; low performance; conflicts between leaders and subordinates;

Laziness of the “second level” is the performance of simpler and psychologically pleasant work.

"Shamanism" - avoiding work by making it more difficult. Typical model of communication: self-justification (explanations why it is difficult or impossible to do ...), abuse of qualifications.

Breaking the rules business communication with clients and colleagues.

Theft (time, material values, equipment resource, etc.).

High staff turnover;

What is wrong with the employee?

Work on improving the motivation system cannot be complete if the moods and wishes of, if not all employees, then at least key specialists, the brightest representatives of the team, and informal leaders are not taken into account. Based on the experience of working with companies, one can single out a typical list of problems that concern employees to one degree or another. So, what does not suit the majority of employees in the field of motivation?

The amount of monetary reward.

Low salary compared to the average market and related companies.

Injustice and irrationality of the wage system.

Unreasonable gap in the level of payment of the upper, middle and lower staff; increased salaries of "particularly close" employees.

Equalization in wages at different levels of employee performance.

Lack of connection between the salary system and the results of the company's work and the profit it receives.

Unilateral revision of the terms of payment and incentives.

Lack of criteria for evaluating the performance of employees, subjective approach to remuneration.

Ignoring professional skills and knowledge, the complexity of the work performed.

Lack of awareness, lack of clear and well-known rules for monetary rewards.

Primitiveness of the motivation system.

Lack of social benefits (benefits), even guaranteed by law.

Inattention to the processes of training and advanced training.

Demotivating management (humiliation of subordinates, rudeness, lack of praise and moral encouragement, rigidly authoritarian leadership style).

It can be concluded that these problems arise when both parties violate the terms of the "psychological contract" - the employee does not carry out the required production behavior (to achieve the goals of the enterprise), the employer, in turn, does not provide the necessary remuneration (both material and psychological) . Simply put - "you pretend to pay us, we pretend to work."

1.3 The main tasks of the motivation system

Let us designate the main tasks facing the HR manager when developing and improving the system of motivation and stimulation of effective production behavior:

Attracting staff to the organization. Organizations compete with each other in the labor market to attract the human resources they need to achieve strategic objectives. In this sense, the motivation system should be competitive in relation to the category of workers that the organization requires.

Retaining employees in the organization and ensuring their loyalty. When an organization's rewards don't match what the market offers, employees may start to leave the organization. To avoid the loss of employees, for the professional training and development of which the organization has spent certain funds and which are a valuable resource, managers must ensure the competitiveness of the motivation system.

Stimulation of productive behavior. Remuneration should orient employees to those actions that are necessary for the organization. Productivity, creativity, experience, dedication to the philosophy of the organization should be encouraged through a system of motivation.

Controlling labor costs. A well-thought-out motivation system allows an organization to control and effectively manage labor costs, while ensuring that the required employees are available.

Administrative efficiency and simplicity. The motivation system should be well understood by each employee and easy to administer, i.e. not require significant financial and labor resources to ensure its smooth operation.

1.4 The main elements of the motivation system at the enterprise

Compensation package. The compensation package or the system of material rewards that are used in the organization consists of a monetary reward or a remuneration system and social benefits (benefits) - a set of additional benefits provided by the organization, both legislatively and voluntarily and usually in kind ( see Figure 1.2.)

Rice. 1.2. The structure of the organization's compensation package

The base salary is a guaranteed compensation to the employee for his work in the organization or for the performance of duties in this position, in this workplace. The base salary (a constant part of the monetary remuneration) consists of the basic official salary (payment for hours worked) and allowances (additional payments).

The official salary of an employee is usually determined by the rank of the position held, its intra-company value, and allowances (surcharges) are introduced to account for individual features employee. The base salary remains constant for a certain sufficiently long period of time and does not directly depend on the current performance of the employee. In fact, this is compensation to the employee for the constant performance of his job duties.

Bonuses or incentive payments are usually associated with additional remuneration for the performance of an employee. These include commission payments, performance bonuses, profit sharing, and so on. Everything that makes up the variable part of the monetary remuneration for work and is used to record the performance of employees, linking the level of monetary remuneration with the overall performance of the company, division or the employee himself.

The ratio of the fixed and variable parts of the monetary remuneration can be different and is determined by the dependence of the result obtained on the labor efforts of the employee himself. For example, for sales managers, the variable (bonus) part of the monetary remuneration can be 60, and 70, and 80 percent of the total monetary remuneration, and for the secretary, the variable part should not be more than 10-15 percent.

Benefits or social benefits are considered as remuneration not related to the quantity and quality of work, remuneration that employees receive for the fact of working in a given organization or enterprise. Benefits include health insurance, vacation pay, free meals, travel expenses and other social benefits defined by law or unique to this organization.

The system of non-financial motivation is a moral and psychological reward that increases the level of satisfaction and loyalty of employees to a particular organization, influencing and shaping a certain organizational culture of the enterprise.

For a personnel management specialist, the development and use of motivational schemes and models allows solving the problems of ensuring the necessary production behavior of employees by constructing a compensation package, social benefits and moral incentives. Many ways of motivation need to change organizational culture that there is a complex and lengthy process that does not guarantee quick success, but is often very effective. So, as an example, we can cite the principles on which the corporate system of remuneration and motivation adopted by the IBM Corporation is based:

“The reward system creates a sense of confidence and security in people. IBM wants its people to focus on getting things done when they interact with and act on behalf of the customer. They should not be distracted by pressing financial problems: how to feed and clothe the family, provide her with a roof over her head. All this they must ensure their wages, provided, of course, that they intelligently solve their problems ...

The remuneration system should not only create a feeling of confidence and security in a person, it should also include effective means of stimulation and motivation. IBM… gives preference to those employees who want something more than a fixed salary… and who seek to increase their income when they have the opportunity… IBM is always ready to reward success and excellence on its own.

In addition to wages and commission IBM tries to "sweeten" the life of its most worthy employees with the help of awards and rewards ... They can act in the form of a sum of money, a valuable gift or a travel package. They are evidence of recognition by the company of a particularly high-quality work of an employee or the achievement of particularly important results by them. Whether pre-planned or spontaneous, the awarding of a reward or reward always remains dual in nature—objective and subjective at the same time.”

When developing a motivational policy, an HR specialist should not follow the myth of the profitability of cheap labor. So-called cheap labor is costly for both the enterprise and society. It is unproductive, reproduces an undeveloped worker, immune to the possibility of earning more by increasing labor productivity, kills initiative, preserves a low level of organization and working conditions. A cheap worker is dangerous to others. Cheap labor, which causes a low standard of living, leads the worker to the loss of responsibility not only to the enterprise, society, but also to himself. Such a person has nothing to lose.

...

Types of motivation

material motivation
Non-material motivation

Let's take a closer look at each type of motivation.

Motivation on a material basis

Remark 1

Motivation on a material basis is associated with financial rewards and punishments. The system of financial punishments encourages the employee to work effectively. In Russian economic practice, this is a fairly common method. Part of the employee's finances is withdrawn in favor of the enterprise if his work is not effective enough in relation to other employees. Most often, this helps to work better and the employee corrects himself.

The financial incentive system works in the opposite way. If an employee shows good results, then the manager encourages him financially. Any employee knows that if he works effectively and achieves his goals, he will be able to count on financial incentives.

Non-material motivation of personnel

Verbal encouragement of the manager - public or personal praise of the manager is very effective in motivating the employee. Based on genetic memory, employees are prone to public promotion. Therefore, on large enterprises still apply the awarding of the best employee of the month and year.
Opportunities for career growth - each employee strives to become part of a young and promising team. The prospect is to eventually take a worthy position among others, to assert your authority
Education and professional training at the expense of the enterprise
Presence of a friendly atmosphere in the enterprise
Formation

slide 2

3 laws of motivation:

The behavior of all people is motivated You cannot motivate other people A person is guided by his own motives, not yours

slide 3

MOTIVATION OF WORK

Labor motivation is the main component of the employee's self-awareness, which determines his attitude and behavior in work, his reactions to specific working conditions Knowing the structure of motivation, it is possible to more accurately predict which forms of incentives will be most effective for a particular category of workers

slide 4

STIMULATION

STIMULUS is an object or phenomenon that in a given situation has a certain meaning for the control object, activating its behavior due to a positively assessed chance and profitability of owning them (or avoiding them) and contributing to the achievement of the goal set by the control subject

slide 5

Typological concept of labor motivation (V.I. Gerchikov)

Active, constructive work behavior Avoidance motivation Achievement motivation Passive, destructive work behavior

slide 6

Typological concept of labor motivation

Active, constructive labor behavior Avoidance motivation Achievement motivation Passive, destructive labor behavior Quadrant I. The growth of the organizational efficiency of labor activity is proportional to the degree of satisfaction of the employee's motivational expectations and is limited only by "natural" limits (the maximum possible efficiency for given organizational and technological conditions)

Slide 7

Active, constructive labor behavior Avoidance motivation Achievement motivation Passive, destructive labor behavior Quadrant II. The growth of labor efficiency of an employee with avoidant motivation is fundamentally limited by: 1) the task (normative value); 2) the ability of the manager to prove the guilt of the employee in case of failure to complete the task.

Slide 8

Active, constructive labor behavior Avoidance motivation Achievement motivation Passive, destructive labor behavior Quadrant III. The level of destructive reactions of the employee is usually limited and most often comes down to passive labor behavior and “working according to the rules” (solid line). However, if a strong leader appears in the group who comes into conflict with the management of the organization (and this can only be a dissatisfied worker from the IV quadrant), he is able to captivate employees with an avoidant type of motivation and “ignite” them to extreme forms of destructive behavior, up to to the complete destruction of the organization (dashed line).

Slide 9

Active, constructive labor behavior Avoidance motivation Achievement motivation Passive, destructive labor behavior Quadrant IV. If the organizational working conditions and the incentive system run counter to the employee's motivational expectations, there is a high probability of receiving destructive labor behavior from him, and in rather sharp forms. However, it will most likely not come to the destruction of the organization.

Slide 10

Achieving types of labor motivation:

Instrumental: Price (the amount of earnings and other benefits) received as a reward for work. Earning money received. Developed social dignity.

slide 11

Professional: Variety, interestingness, creative nature of the work. An opportunity to prove himself and prove that he can cope with a difficult task that not everyone can do. Opportunity for professional development. Independence at work. Developed professional dignity.

slide 12

Patriotic: Belief in one's own relevance to the organization. Participation in the implementation of a common, very important business for the organization. Public recognition of participation in common achievements.

slide 13

Owner: Voluntarily assumed full personal responsibility for the work performed. Striving for maximum independence in work (sovereignty). Dislike for control.

Slide 14

Avoidant type of labor motivation (lumpenized worker):

Basic characteristics: The desire to minimize their labor efforts. Low price of labor force (qualification, responsibility, activity). Calculation on the "freebie" and the favor of the head.

The efficiency of work at the enterprise is largely determined by the quality of the work of the staff. In order for workers to be engaged in labor activity with high quality, it is necessary to create favorable conditions for this. To do this, they need to be stimulated and motivated.

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Concepts, goals and objectives

Stimulus is a call to action.

Stimulation of personnel is the creation of certain conditions due to which labor activity, which gives some results, becomes a necessary and sufficient condition for meeting the needs of an employee.

motive It is what motivates you to take action.

Labor motivation is the desire of an employee to satisfy his needs through labor activity.

The purpose of staff incentives- to encourage the employee to better, productive and creative work.

Tasks:

improving the quality and productivity of labor activity at the enterprise;
increasing the creativity of employees;
increasing the interest of workers in work;
improving relations between employees and the manager;
increase in profit of the enterprise and increase in competitiveness.

Classification of personnel motivation methods

Economic or material

Economic methods are divided into two large groups:

Penalty system involves fines for poor-quality performance of work, which in turn motivates the employee to improve their work activities.
Reward system is the opposite method. That is, the employee is paid additional bonuses or bonuses for quality work. Here, motivation occurs in the following way - each employee will strive to do a better job in order to receive a bonus.

In addition to monetary incentives, economic ones include:

payment of transport costs;
free meals;
free education;
housing programs;
benefits for the upbringing and education of children;
free insurance.

Non-financial

Non-financial motivation has several varieties:

Getting praise from your boss. This method is considered to be the most effective. The praise of the boss, whether it is private or public, always makes the employee perform better. Often, the organization has special boards of honor, where the best employees of the company are placed.
Opportunity for career growth. Any employee knows that with high-quality work, he can be promoted, which in turn will affect his social status and further development of professionalism.
Free training provided by the company. It can be a free refresher course.
Good team and friendly atmosphere. It is believed that in a warm and pleasant atmosphere, employees perform their activities better. In the case of an anxious and stressful environment, labor productivity is significantly reduced.
Company image. Many people want to work in famous company. Due to the fact that the company is well-known, the quality of work is greatly improved.
Participation in various events. It can be collective trips to nature, going to the theater or a concert, joint sports. Only after a good rest, workers will be able to work perfectly.

Each boss independently decides what methods of stimulating staff to use in his company.

Non-standard or non-traditional

There are some of the most popular non-standard methods.

They are quite simple, can be used in any company:

Conducting planning meetings not only for managers, but also for employees. When people know what the company does and can take part in it, they will be more involved in the process.
Celebration of significant dates and events. It can be a joint celebration of birthdays and anniversaries. Further reasons can be a huge number.
Providing a choice. Here you can use the simplest things, for example, choose a place for a corporate party.
Providing feedback. Employees should have the right to make changes in the labor process. To do this, many companies install a box where you can drop notes with wishes.
Rest zone. In any room, there should be a place where employees could relax a little and drink tea or have a snack.
Informing employees. Everyone should know who influences the work in the company how. The merits of employees can be posted on the board of honor. Instead of a board, you can publish a special newspaper of the company, where there will be all the necessary information.
Contests with bonuses. Competition between employees is the best motivation for work.

Socio-psychological

These methods are aimed at the work of the employee to achieve the goals of the organization, as well as the opportunity to develop professionally.

The main tools here are:

Social studies. This is the study of social problems in the enterprise. With their help, you can influence employees directly.
Various kinds of competitions to identify the leader in the team.
Humanization of labor. This is color and music in the classrooms, the presence of creativity in work, and so on.

Moral

The moral incentives are:

Recognition of any achievements of the employee in public;
Personal recognition of an employee by a manager. It can be a simple thank you or a letter sent by mail to your home.

Grading

- this is one of modern methods staff motivation.

By using this method it is possible to build employees according to the hierarchy of business values and, as a result, develop a remuneration system for each employee.

All employees are evaluated according to certain criteria: the level of responsibility, qualification requirements, and so on.

Administrative

These methods are focused on the direct impact of the subject of control on the object. They are aimed at certain methods of behavior: a sense of duty, awareness of the need for work, work culture.

All administrative methods incentives are divided into three groups.

Basically, administrative methods are used in those organizations where people do not want to work, and the manager believes that it is necessary to use the “carrot and stick” technology. But on the other hand, these methods must be used in any company.

innovative

During the crisis, many firms cannot financially stimulate employees, so innovative methods of motivation have been developed. These include a method such as "Construction".

This method is associated with the psychological characteristics of a person, which are based on unconscious imitation. In other words, the boss can set an example of behavior for his employees, thereby motivating them to work actively.

These are all the main methods of stimulating staff.

As an example of one of the methods, we present a similar situation:

"Aleksey is the boss corporate development one large company in Moscow. Since January 2012, our company has developed game program for employees, which became known as the "Olympiad". It was used to motivate workers. As a result, the work was at the level of 83%, which is 20% more than the previous figures.”

The most effective forms of incentives

Of all these methods, one cannot be called the best. They are most effectively used together.

But it is not necessary to use only the motivation associated with cash payments at the enterprise.

There are many effective ways that do not entail high costs - they are considered the most effective:

Punishment in the form of a joke of bad workers. It is not necessary to immediately apply the system of fines. You can, for example, come up with some kind of comic title or title - the title of "Turtle of the Month".
Entertainment. Many foreign firms have game rooms in the office, where employees can take a break from their work routine. After that, they begin to work much more efficiently and the atmosphere in the office is much more favorable.
Unexpected gifts. Any spontaneous gift for an employee motivates him to further work.
P Support for employees' family members. For example, a company may give out New Year's gifts to children or provide vouchers to vacation spots.
Not always the company can afford to give a bonus to the best employee. As a substitute, you can give the employee an extra day off.
If a big company It has cash, then you can provide the best workers the right to choose gifts, such as a gym membership or going to the movies.