7.3. Ways to increase motivation to work.

Economic and non-economic methods of personnel motivation

The essence of economic motives is that people as a result of fulfilling the requirements imposed on them by an organization, receive certain material benefits that increase their well-being. They can be direct (cash income) or indirect, facilitating the receipt of direct (additional free time, allowing you to earn elsewhere).

The main forms of cash income associated with work are wages, entrepreneurial profits, various types of payments and benefits.

Usually the salary depends on the position, qualification, work experience, quantity and quality of the labor expended. In form, it can be time-based, depending on the amount of time spent, and piecework, determined by the amount of work performed. In turn, within the framework of the forms are allocated wage system. The use of one or another form or system of wages for the purpose of stimulation depends on the sphere of activity of workers, the nature of labor operations, technological processes, etc.

In addition to the basic wage, an important role in the system of stimulating productive labor is additional, in the form of various kinds of additional payments for professionalism, qualification, and business skills, which are mainly compensatory in nature.

Often, wages can be implicit, that is, exist in the form of various kinds of benefits, in practice, significantly increasing the income of the subject.

The level of basic and additional wages gives a formal assessment of the employee’s contribution to the final results, performance, professionalism, qualifications, and therefore must increase with them. However, it becomes a more effective stimulant when it adds another, no less important element of economic motivation - a system of final remuneration, or reward. The basis for the award is the saving of resources, the increase in profits, various kinds of scientific achievements, the successful implementation of measures to prevent the occurrence of certain problems, exceptional services to the organization.

In order for the prize to play the role of an effective stimulating factor, its value, as F. Taylor showed at one time, must be at least 30% of the basic earnings. In addition, the effectiveness of bonuses is determined by the correct choice of a system of indicators, their differentiation depending on the role and nature of units, the level of posts; orientation on real contribution to the final results, efficiency and quality of work, general results of the organization’s activities; concreteness, fairness, flexibility of criteria for evaluating employee achievements.

The general principle of awarding is remuneration for any, albeit the smallest success, timeliness, potential unlimited value, regular review of its Criteria due to changes in the conditions of the organization’s activities and its economic status.

Depending on the specific situation and its goals, cash payments used as incentives may be proportional and disproportionate to the results achieved. In the latter case, accented and leveling payments are applied, and sometimes fines. When focusing, they grow faster than the result, and when leveling - slower. In practice, there are a variety of combinations.

In addition to salaries and bonuses, recently for employees of commercial organizations, one more type of monetary remuneration — participation in profits — is becoming increasingly widespread. First of all, this refers to the additional profit, up to 75% of which can go to the staff. Such payments are made monthly so that people can visually see the concrete results of their efforts. For managers, bonuses are practiced - large one-time payments from profits 1-2 times a year, which interest them in making every effort for its growth.

The essence of the "profit sharing" system is that, at the expense of a predetermined share of profits, a bonus fund is formed, from which employees receive regular payments that are not taxable. In many cases, profit sharing provides for the payment of all or part of the premium in the form of shares. Bonuses are calculated in proportion to the wages of each employee, taking into account the personal and labor characteristics of the contractor: production experience, no delays and absenteeism, rationalization activities, as well as a tendency to cooperate, loyalty to the organization, etc.

In general, the cash payment system is designed to provide the majority of workers with the desired level of income, provided that they treat the work and fulfill their duties in good faith. Satisfaction with material remuneration, its fair level stimulates the initiative of people, forms their commitment to the organization, attracts new members to it.

In conclusion, it is necessary to say about indirect economic motivation, that is, free time motivation. Its specific forms are: reduced working day or increased vacation, designed to compensate for the increased physical or neuro-emotional costs of the organism (for example, transport, mining, education, etc.); a moving or flexible schedule that makes the mode of operation more convenient for the person, which allows him to additionally do other things; granting time offs for a part of the time saved in the performance of work, which has not yet received sufficient dissemination in domestic practice. Non-economic motivations include organizational and moral ones.

Organizational methods include motivation by goals, involvement in the organization, enrichment of labor.

On the motivation goals, we have said several times higher. Motivation to participate in the affairs of the organization suggests that employees have the right to vote in solving a number of problems, primarily of a social nature; they are involved in the process of collective creativity, counseling on specific issues; they are delegated rights and responsibilities

Finally, the motivation for the enrichment of labor is to provide people with more meaningful, important, interesting, socially significant work with broad prospects for official and professional growth, making it possible to exercise control over resources and the conditions of their own work.

Moral incentives. Material incentive systems used in the world are not complex or inaccessible, on the contrary, they are simple and understandable. The main advantage is that they are effective. However, great emphasis is placed on moral incentives. In organizations with world-class production, recently, when organizing incentive systems, an indicator of labor productivity, calculated as production per production worker, or per person-hour of working time, is practically not used. There are several reasons for this.

Firstly, an increase in individual labor productivity can adversely affect the increase in productivity as a whole, which is associated with the formation of new bottlenecks in production, an increase in WIP volumes and an increase in stocks. Secondly, a focus on production standards inevitably leads to an increase in production to the detriment of quality. In addition, after completing the norm, the worker often does not seek to find ways to improve work, which, ultimately, leads to restraint of rationalization activity.

Third, direct labor costs in most industries range from 2 to 10% of the cost of finished products, and further orientation of managers towards saving mainly this type of costs results in a general decrease in the efficiency of industrial production as a result of waste of material and energy resources or an increase in other types of losses.

The moral methods of stimulation include, first of all, recognition, which can be personal and public.

The essence of personal recognition is that the most distinguished employees are mentioned in the special reports of the organization’s top management, appear to him, receive the right to sign documents in the development of which they took part, are personally congratulated by the administration on holidays and family dates. In our country, this kind of practice is not yet widespread.

Public recognition is familiar to us much better. It consists in the wide dissemination of information about the achievements of workers in large-circulation newspapers produced by the organization, on special stands (“Boards of Honor”), awarding specially distinguished people with honorary signs, letters, and entering their names in special books. Often, public recognition is accompanied by awarding prizes, valuable gifts and so on.

Specific methods of motivation are praise and criticism.

Praise should follow any worthy actions of the performers and even the most insignificant results obtained by them, but necessarily specific and conducive to the achievement of the goals of the organization. Criticism should be dosed, consistent, regular, contrast (breaks are necessary, because with too frequent use of this method, its effectiveness is weakened). To increase the effectiveness of praise, it is desirable to have objective criteria.

Criticism, that is, a negative assessment of the deficiencies and omissions in the work of others, should be constructive, stimulate the actions of a person aimed at their elimination and indicate their possible options.

The rules for its implementation include: confidentiality, goodwill, reasoning, the absence of categorical demands for admitting the mistakes and correctness of the critic, emphasizing the possibility of eliminating deficiencies and demonstrating readiness to help. Any criticism should be perceived as a form of help from the side in eliminating shortcomings; therefore, the criticized cannot be offended by it.

Another form of motivation, which combines all the above, is promotion, which gives a higher wage (economic motive), interesting substantive work (organizational motive), and also reflects the recognition of the credibility of the personality (moral motive).

At the same time, this method of motivation is internally limited: there are not so many high-ranking positions in the organization, not all people are able to lead and not everyone aspires to this. However, another situation is possible when the worker is to maintain the level.

The complexity of motivation through needs. It is important to note that not all workers have a high need for achievement and independence. An example of this is the case of coal mines in England, when the introduction of technology to develop a long seam in coal mines destroyed independent working groups and deprived the miners of close interpersonal relations. The new technology did not give miners a sense of completeness and meaningfulness of the work being done, because with the new method, each miner performed only a small part of the overall coal mining process. Therefore, people had no opportunity to show all their abilities. As a result, production discipline has deteriorated, the number of absenteeism and labor turnover has increased, and labor productivity has decreased. These problems disappeared on their own when the administration altered the production process so much that technology ceased to conflict with people's needs.

Creating jobs with more complex tasks and greater responsibility has a positive motivational effect for many workers, but not for everyone. The leader must always keep in mind the element of chance. What is effective for the motivation of some people is completely irrelevant for others. In addition, the organization by its nature complicates the practical implementation of theories of motivation, focused on a specific individual.

Problems associated with the applicability of the theory of expectations in the practice of management. Since different people have different needs, they assess the specific remuneration differently. Therefore, the management of the organization should match the proposed remuneration with the needs of the employees and bring them in line. Quite often, remuneration is offered for employee evaluation. In this regard, it is possible to note an interesting case that occurred in one insurance organization. To motivate the agents, the management of the organization announced that those who carry out their plan will travel with their wives to Hawaii for two weeks. The management was shocked when, after the start of this program, some of the best agents stopped fulfilling the plan. It turned out that the prospect of going to Hawaii even for free, but with their wives, was by no means perceived by all as a reward.

For effective motivation, the manager must learn a firm relationship between the result achieved and the remuneration, and it is desirable to ensure that the reward is most acceptable to the employees.

Applicability of the theory of justice in management practice. The main conclusion of the theory of justice for management practice is that until people start to think that they receive a fair remuneration, they will strive to reduce the intensity of labor. Since the productivity of employees who evaluate their remuneration as unfair (due to the fact that another person performing similar work gets more) will fall, they need to be told and explained why there is such a difference. It is necessary to clarify, for example, that a higher paid colleague gains more because he has more experience allowing him to produce even more.

In some organizations, they are trying to solve the problem of employees having a sense of injustice in evaluating their work by keeping payments in secret. Unfortunately, it is not only difficult to do technically, but also makes people suspect injustice and where it is not there. In addition, if employees' salaries are kept secret, the organization risks losing the positive motivational effect of wage growth associated with career advancement.

The expectations of the individual and organization. Separately from other problems, one can pose a problem in the differences between an individual's expectations from an organization and an organization from an individual.

An organization expects a person to manifest himself as:

·       a specialist in a particular field with certain knowledge and qualifications;

·       a member of the organization contributing to the successful functioning and development of the organization;

·       a person with certain personal and moral qualities;

·       a team member able to communicate and maintain good relations with colleagues;

·       member of the organization, sharing its values;

·       employee seeking to improve their performance skills;

·       a person committed to his organization and ready to defend its interests;

·       a performer of a certain work, ready to do it with due dedication and at a proper quality level;

·       a member of the organization who is able to occupy a certain place within the organization and is ready to assume the corresponding obligations and responsibilities;

·       employee, following the organization's adopted standards of conduct, order and management instructions.

The group of the main expectations of the individual are the expectations:

·       the content, meaning and significance of the work;

·       originality and creative nature of the work;

·       fun and intensity of work;

·       degrees of independence, rights and power at work;

·       degrees of independence and risk; and status of work;

·       degree of involvement of work in a wider labor process;

·       safety and comfort conditions at work;

·       recognition and promotion of good work;

·       wages and bonuses;

·       social security and other social benefits provided by the organization;

·       guarantees of growth and development;

·       discipline and other regulatory aspects governing behavior at work;

·       relationships between members of the organization;

·       specific individuals working in the organization.

·       prestige

Naturally, the whole organization will not be rebuilt to the wishes of one employee. In order to dock the expectations of the individual and the organization with respect to each other and thereby eliminate or minimize problems and conflicts that arise between the individual and the organizational environment, it is important to clearly understand what place in the organization a person claims, what roles he can and ready to fulfill and what role does the organization offer him. The organization can achieve from the individual the fulfillment of some of their expectations, motivating him to fulfill these expectations.

Basic rules of motivation, types and types of motives to work

Основной принцип мотивации гласит, что человек лучше всего мотивируется в поле своих ценностных установок и норм. С позиций концепции организационной культуры можно сказать, что наиболее грамотная последовательность действий — выяснение ценностей, присущих группе, и разработка шкалы мотиваций на основе полученных данных. Поощряя или наказывая членов группы в рамках этих ценностей, мы достигаем максимального эффекта.

В целом же научные исследования и практика позволили выработать следующие правила мотивации , соблюдение которых дает возможность повысить эффективность мотивационных мероприятий.

·       Похвала эффективнее порицания и неконструктивной критики.

·       Поощрение должно быть осязаемым и желательно незамедлительным (минимизация разрыва между результатом труда и его поощрением).

·       Unpredictable and irregular rewards motivate more than expected and forecasted.

·       Constant attention to the employee and his family members is the most important motivator.

·       People like victories, so more often let people feel like winners.

·       Encourage the achievement of not only the main goal, but also intermediate.

·       Give employees a sense of freedom of action, the ability to control the situation.

·       Do not hurt the self-esteem of others, give them the opportunity to "save face".

·       Large and rarely anyone who gets awards usually cause
envy, small and frequent - satisfy the majority.

·       Reasonable domestic competition is the engine of progress.

Types of motives to work

·       Мотив социальности (потребность быть в коллективе). Данный мотив особенно характерен для восточного (японского) стиля управления персоналом «групповая мораль». Потребность «работать в хорошем коллективе», по мнению многих социологов, входит в лидирующую группу ориентации работника в России.

·       Мотив самоутверждения характерен для значительного числа работников, преимущественно молодого и зрелого возраста. По мнению Герцберга, он является собственно мотивирующим фактором для сотрудников высокой квалификации.

·       Мотив самостоятельности присущ работникам с «хозяйской» мотивацией, которые готовы жертвовать стабильностью, а иногда и более высокими заработками взамен установки «быть хозяином и самостоятельно вести свой бизнес».

·       Мотив надежности (стабильности) присутствует тогда, когда предпочтение отдается стабильности бытия и деятельности. В силу различных причин (исторических, этнических и т. д.) доля россиян, ориентирующихся на надежность и стабильность, существенно выше доли тех, кто предпочитает риск и предпринимательство.

·       Мотив приобретения нового (знаний, вещей и т. д.) лежит в основе многих элементов воздействия. Особенно он важен в среде высококвалифицированных специалистов.

·       Мотив справедливости. В каждом обществе устанавливается свое понимание справедливости. Однако несоблюдение справедливости с точки зрения работников ведет к демотивации.

·       Мотив состязательности как основа организации соревнования на предприятии один из сильнейших мотивов, действующий во все времена. Определенная степень выражения состязательности генетически присуща каждому человеку. При малых затратах он дает ощутимый экономический эффект.

Важно учитывать принципы:

·       дифференциации соревнующихся по группам, близким по условиям, характеру производства и т. д.; одинаковой системы показателей;

·       определения занятых мест всех соревнующихся;

·       строго дифференцированного поощрения победителей;

·       увеличение заработной платы при занятии призовых мест не менее чем на треть.

При соблюдении этих принципов система «норма труда — оплата труда» заменяется системой «норма труда — победа — рост оплаты труда», что существенно мотивирует работников.

Типы мотивации работников

«Инструментально» мотивированный работник ориентирован на «голый» заработок, желательно наличными и незамедлительно. Он противник других форм поощрения, индифферентен к форме собственности и работодателю.

Профессионально мотивированный работник считает важнейшим условием деятельности реализацию своих профессиональных способностей, знаний и возможностей. Его в значительной степени волнуют содержание труда и характер работы. Для него типично развитое профессиональное достоинство.

«Патриот» (социалистическая мотивация) характеризуется тем, что основа его мотивации к труду — высокие идейные и человеческие ценности: построение социалистического общества, достижение равенства, социальной гармонии и т. д.

«Хозяйская» мотивация основана на достижении и преумножении собственности, богатства, материальных благ и т. п. Для такого работника почти не нужна внешняя мотивация. Для него достаточно внутренней идеи постоянного увеличения материальных благ. Потребности таких работников практически неограниченны.

Люмпенизированный работник предпочитает уравнительное распределение материальных благ. Его постоянно преследует чувство зависти и неудовлетворенность порядком распределения благ в обществе. Такие работники не любят ответственности, индивидуальных форм труда и распределения.

Кратко остановимся на одной из достаточно обоснованных современных теорий мотивации. Она базируется на поведенческой модели результативности (исполнения).

Теория ожиданий, первая модель которой разработана Виктором Врумом в середине 1960-х гг., сосредоточивает внимание на том, почему люди выбирают определенную линию поведения, и объясняет такой выбор. Теория исходит из предположения, что во многих трудовых ситуациях люди сознательно оценивают альтернативные линии поведения, а затем выбирают ту, которая, по их мнению, приведет к нужным результатам. Выбор стратегии поведения зависит от уровня притязаний сотрудника (УП), уровня возможностей, оцениваемых каждым работником субъективно (УВс), уровня требуемых для выполнения задачи усилий (Ус), а также от фактора времени как степени отдаленности результата. Таким образом, каждая стратегия поведения работника характеризуется субъективной оценкой уровня требуемых усилий на ее реализацию и вероятностью достижения при этих усилиях желаемого результата.

Модель Врума включает три переменные.

1. Ожидания, или степень уверенности в выполнении задания (взаимосвязь между «усилием — затратами труда и исполнением — результатом»: (Ус—Ис). Изменяется от 0 (не уверен) до 1,0 (уверен).

Например, работник может ожидать, что затратив больше усилий, он достигнет более высоких результатов труда. Конечно, он может и не рассчитывать на то, что усилия приведут к желаемым результатам Если он чувствует, что прямой связи между затрачиваемыми усилиями и достигаемыми результатами нет, то согласно теории ожидания мотивация будет ослабевать. Отсутствие взаимосвязи может произойти из-за неправильной самооценки работника, его плохой подготовки, неправильного обучения, или же из-за того, что работнику не дали достаточно прав для выполнения поставленной задачи.

2. Инструментальность, или взаимосвязь между «исполнением и результатом — вознаграждением» (Ис—Р). Изменяется от 0 (не будет результата) до 1,0 (обязательно будет результат).

Например, при достижении высоких результатов один работник Может ожидать премии, другой — того, что он будет оценен руководством как высококвалифицированный специалист и получит продвижение по службе. Однако, если эти люди не будут ощущать четкой связи между достигнутыми результатами и желаемым поощрением, мотивация трудовой деятельности, как уже отмечалось выше, будет ослабевать. 3. Валентность, или уровень желаемости (ценности) результата (В). Изменяется от -1,0 (весьма нежелателен) до +1,0 (весьма желателен).

За выполненную работу сотрудник предприятия может получить надбавку к зарплате, в то время как он рассчитывал на продвижение по службе или более интересную и сложную работу, или же на большую степень уважения и признания его заслуг. Если валентность низка, то есть ценность получаемого вознаграждения для человека не очень велика, то теория ожиданий подсказывает, что мотивация трудовой деятельности и в этом случае будет ослабевать.

Таким образом, если значение любого из этих факторов будет недостаточно, то в результате у работника окажутся слабая мотивация и низкие результаты труда.

Однако в реальных ситуациях, как правило, имеется более одного предполагаемого результата в рамках серьезного организационно-поведенческого решения. Шаги, необходимые для применения этой модели в целях определения или анализа стратегий поведения работников, таковы:

·       выявление альтернативных действий;

·       выявление предполагаемых усилий и результатов;

·       выявление предполагаемых валентностей (ценностей, притязаний);

·       выявление предполагаемых возможностей и ожиданий;

·       предвидение действия с более сильным стимулом, которое будет определять поведение.

Таким образом, в реальных ситуациях модель может использоваться для диагноза проблем низкой мотивации и диагноза готовности работника взяться за данную работу или поручение, то есть для разработки действий, которые следует предпринять, чтобы работник согласился на данную работу и выполнил ее хорошо.

Методы улучшения мотивации и повышения результативности

Известны четыре основных метода улучшения мотивации и повышения результативности.

1. Система стимулирования сотрудников, основанная на теории подкрепления (материальный метод).

2. Регулирование поведения сотрудников с помощью постановки целей, или управление по целям (целевой метод).

3. Метод обогащения труда и перепроектирования работ, в основе которого лежит изменение характеристик работы (метод обогащения труда).

4. Вовлечение работников в управление (партисипативность).

В последние 15-20 лет проведены обширные исследования по вопросу о влиянии постановки целей на мотивацию и эффективность. Большинство исследований было сосредоточено на проверке следующих гипотез:

·       трудные цели ведут к более высокой результативности по сравнению с легкими целями;

·       specific complex goals lead to higher performance than the absence of goals or their setting in general: “Do the maximum possible”;

·       goals mediate or mitigate the impact that monetary incentives have on results, lack of time, knowledge of results, participation in decision-making, competition, etc.

These conclusions follow from the theory of goal setting proposed by Locke in 1968, and from the studies of Stuze and Porter, conducted in 1983.

Setting goals in one form or another can have a direct impact on the motivation and performance of the employee. Setting a goal involves the planning process at the lowest level: the head of the department is the executor. It contributes to the fact that the performance criterion becomes clear to every employee. Clarity of goals, their compatibility, commitment to goals are essential to ensure efficiency, economy and quality.

The most well-known research and psychological justification in the field of management by purpose are listed below:

Requirements: Maslow (1954, 1970) and Alderfer (1972) - hierarchy of needs; Siladyi (1981) - changing structures of human needs depending on time and circumstances.

Motives: McClelland (1961) - the motive of achievement, the desire to succeed and avoid failure; White (1959) - the motive of competence, the desire to be able and strong to achieve the desired results.

Two-factor theory: Herzberg — hygienic factors — external to work and motivating factors — are intrinsic to work.

Goal setting: Vroom (1964), Locke (1968), Steers and Porter (1979) - the impact of goal setting on performance, the relationship between stimuli and behavior, mediated by influence on goals and intentions, the impact of specific goals and the degree of their difficulty on performance.

Feedback or knowledge of the results: Miller (1965), Kay, Meyer and French (1965), Locke and Brian (1967) - the effect of feedback, its timeliness and reliability, positive and negative feedback depending on the comparison with some established goals and standards.

Employee participation: Lawrence and Smith (1955), Likert (1961), Vrum (1964), Meier (1970) - opposite conclusions regarding employee participation in management, the impact of participation, the result of interaction with the goal formulation process with the decision, no less than in business of improvement of mutual understanding of the head and the subordinate.

The goal management process as such: Carroll and Tosi (1973), and others - reaffirming the importance of organizing a commitment to management by goals. It is necessary that the goals of the organization are clearly formulated (understandable volumes and time of execution, scale of measurement, etc.), since setting goals at lower levels is difficult or even impossible without clear objectives that can be specified for departments or individuals. Management by objectives affects different managers differently and cannot be identical for all types of managers.

Test questions.

one.       What is a “motive”?

2       Analyze the relationship between need and motive.

3       What stages can be identified in the process of motivation.

four.       Define the concepts of "motivation" and "motivation."

five.       What is included in the structure of labor motives?

6       What is the basis of meaningful theories of motivation?

7       What is the hierarchy of needs for A. Maslow?

eight.       Make a typology of motivation factors.

9.       What are the features of procedural theories of motivation?

ten.   What is moral incentive?

eleven.   What are the basic rules of motivation?

12.   How does setting goals on employee motivation?

13.   What is the management process for goals as such?

Literature.

Antropov V.A., Pilichev A.B. Modern problems of personnel management. Ekaterinburg, 2001.

Bolshakov A.S. Management. Success strategy. St. Petersburg, 2002.

Vesnin V.R. Practical staff management. M., 1998.

Gagarinskaya G.P. Motivation in the activities of enterprises. Samara, 1999.

Gerasimov B.N. and others. Personnel management. Rostov-on-Don, 2003.

Dobrotvorsky I.L. Management. Effective technology. M., 2002.

Karpov A.V. Management psychology. M., 2004.

Nessonov G.G. Fundamentals of personnel management. M., 2000.

Sartan G.N. and others. New technologies of personnel management. SPb., 2003