Basic methods of personnel motivation. Motivation of personnel in an organization - types, methods. How to motivate employees? Motivation: theory and practice

The work of any enterprise depends entirely on labor activity his workers. At the same time, the efficiency of their work can and should be increased by various methods, the main of which is staff motivation. IN successful companies The development of a correct and effective motivation system is given special attention by executives and HR managers. Firms and managers who care about the needs and success of their employees tend to create an engaged and satisfied workforce.

Behind these words lie facts familiar to every employer. Job seekers are in no hurry to get a job at the company. Young employees play the fool and take things carelessly. The HR manager constantly receives complaints about the personnel he has selected. Some experienced employees constantly write bulletins; a system administrator can spend hours telling an accountant why he will not fulfill his requests to simplify work in 1C, although the head of the IT department solves the problem in an hour. Applicants, especially those without formal work experience, leave after an offer to work probation unofficially. All these troubles and routines indicate serious problems with motivation and ideas about it. Of course, we cannot do without a solid theory, but our material is designed to help you solve such problems in practice, without being limited to clever words textbooks.
Here it is important to immediately note that the best motivation for an employee is internal, which does not require “additions” from the employer. The realization that an employee’s motivation has disappeared or is insufficient in itself is an extremely depressing factor. Therefore, the first task in any motivational scheme used in an organization should be to maintain the internal motivation of employees, cultivate awareness of the company as unique and promising, maintain real progress in work and eliminate conditions that destroy and reduce intrinsic motivation employee.

Concept of staff motivation

The term “motivation” is used in various spheres of society. However, each definition, one way or another, is based on the psychological characteristics of this process. In a broad sense, motivation is the motivation that causes the activity of the body and determines its direction. In the economic sphere, this term is used as an external or internal motivation of an economic entity to activity in the name of achieving any goals, the presence of interest in such activity and methods of initiating and motivating it.
In a narrow sense, work motivation is the process of employees satisfying their needs and expectations in the course of performing their chosen work, carried out as a result of the implementation of their goals, consistent with the goals and objectives of the organization, and at the same time - a set of measures applied by the subject of management to increasing the efficiency of workers.
Thus, we can highlight the following character traits staff motivation:
1. Incentive nature of the activity;
2. Satisfying the needs and expectations of the employee;
3. Goals and objectives common to the employee and the organization;
4. The desire and interest of the employee;
5. Comprehensive measures at the enterprise.
The essence of staff motivation is to ensure efficient use labor potential of employees to achieve the goals of the organization, focusing directly on the system of their needs. A full study of the concept of staff motivation is impossible without studying the concepts of “need” and “expectation”.
Need is a certain state of an individual experiencing a deficiency of significant factors of life. Moreover, this state is an internal psychological or physiological feeling of insufficiency of something. It is the presence of a need that causes the urge to action. In economic and legal literature, it is customary to distinguish between primary (genetically laid down) and secondary (developed during life) needs. Primary needs include mainly physiological needs (the need for food, drink, warmth), and secondary needs include the psychological needs of belonging, belonging to a society or group of people.
Expectation is the subjectively assessed probability of obtaining a result if a given behavioral alternative is chosen. In this case, expectations are formed on the basis of the individual’s past experience and analysis and assessment of the current situation.
It is also important to note that the work of each employee will be effective only if he wishes, i.e. It is possible to influence this or that employee using various negative methods, but his work will be more successful only if his responsibilities become his internal goals.
The process of selecting the right personnel motivation system is a complex and time-consuming task that requires special knowledge and in-depth research into the needs of employees and working conditions. The development of an effective motivation system should begin directly with monitoring the labor market and studying the expectations of applicants. The labor market will also dictate to us the size of the market wages and the framework within which we can vary it. In this case, a comprehensive analysis from various sides is important: conversations with employees in the company, conducting interviews for vacancies, studying Internet sites of competing companies, conducting custom research, etc. Having made generalized conclusions about practice, the employer should definitely turn to theories of motivation, of which there are a great many. Also, do not underestimate the importance of psychological theories in this matter. Studying the latter will help to avoid some of the mistakes of choosing the wrong methods of motivation by identifying patterns of psychological behavior of people in certain situations. Well, having compared the analysis of the labor market and theoretical material on issues of personnel motivation, it is necessary to work out the appropriate personnel policy enterprises.
It is also important to pay attention to the fact that the company’s personnel motivation system should be extended to all employees without exception, i.e. it must be comprehensive. It is likely that increased motivation can be used in some areas, but this does not mean that other employees do not need it.
In addition, regular changes in the personnel motivation system are mandatory, since the company’s work activities are dynamic and constantly evolving. Also, do not forget about the impact of changes in situations in the country, in market relations, etc., which also affects people’s needs.
Thus, staff motivation is their incentive to work. The personnel motivation system must be selected individually for each company, taking into account the needs and expectations of its employees, and in this case it will contribute to the successful work of the organization as a whole.
To encourage the reader, at the end of this long paragraph we will inform him that well-motivated personnel work better than well-intimidated ones, require lower wages and salaries, and also tolerate interruptions in the payment of wages more calmly.

Theories of motivation

The development of motivation theories began at the beginning of the 20th century. Traditionally, the following groups of theories of labor motivation are distinguished:
1. substantive theories: based on the study of a person’s internal motivations (needs) for work (Maslow, Herzberg, McClelland, etc.);
2. procedural theories: based on the study of people's behavior taking into account their perception (Vroom, Adams, Porter and Lawler, etc.);
3. theories based on a person’s attitude to work (McGregor, Ouchi, etc.).
Let's look at each of them in more detail.
1. Content theories of labor motivation.
These theories of work motivation primarily examine the needs of the employee. Different theories provide different distributions of them in hierarchical order, influence and correlation with each other, but what is common to all is the fact that it is the needs of the employee that prompt him to action.
Abraham Maslow's theory of motivation is a theory of employee motivation, according to which people base their motivation on five types of needs:
1. the need for self-expression: to realize one’s potential and grow as an individual;
2. need for respect: self-esteem, personal achievements, competence, respect from others, recognition;
3. social needs: to belong to a certain social group;
4. need for security and confidence in the future: needs for protection from physical and psychological dangers from the outside world and confidence that physiological needs will be satisfied in the future;
5. physiological needs: needs for food, water, shelter, rest and sexual needs.
It is important to note that these needs are considered in descending order of hierarchy level, and the first three points relate to secondary needs, and the remaining two points to primary needs.
The main idea of ​​A. Maslow's theory is that a higher-level need becomes a motivator only after the lower needs in the hierarchy of needs are satisfied.
Frederick Herzberg's two-factor theory of motivation is a theory of motivating employees, according to which their needs can be divided into two categories:
1. hygiene factors are external factors, needs aimed at eliminating negative working conditions: sufficient wages, normal working conditions, interpersonal relationships with superiors, colleagues and subordinates, etc.;
2. motivating factors are internal factors, needs that determine job satisfaction: recognition and approval of work results, success, promotion, etc.
It is important to note that the first group of factors are those that keep an employee at work, and the second group of factors directly motivates him to work. Also interesting is the introduction in this theory of the concepts of “satisfaction” and “dissatisfaction”, which are not interpreted by the author as opposite. Thus, analysis of the reasons for satisfaction and dissatisfaction with work requires consideration of two different groups of factors. At the same time, the opposite of feelings of satisfaction or dissatisfaction is only their absence.
Thus, F. Herzberg’s theory is closely related to A. Maslow’s hierarchy of needs: hygiene factors correspond to primary and social needs. They eliminate dissatisfaction but do not lead to satisfaction. At the same time, hygiene factors do not create motivation, but only motivating factors encourage people to act. Consequently, the latter factors correspond to the two highest levels of needs according to A. Maslow’s theory.
David McClelland's theory of motivation is a theory according to which work motivation is determined by three higher-level needs:
1. need for power - the need for the skills to influence and establish control over the actions of other people, to influence the course of events;
2. the need to achieve success - the need to take personal responsibility and achieve successful completion of tasks;
3. the need for involvement (affiliation) - the need to establish and maintain interpersonal relationships.
The need to achieve success was particularly developed in this theory. The author argued that the strength of the need for achievement depends on three factors: the expectation of success, the value of the results obtained (rewards and encouragement), and the sense of personal responsibility for achievement.
Thus, this theory is also closely related to A. Maslow’s theory of needs: the need for power and the need to achieve success fall somewhere between the needs for respect and self-expression, and the need for belonging can be attributed to social needs in A. Maslow’s hierarchy.
2. Process theories of labor motivation.
These theories of motivation for work activity do not dispute the existence of the employee’s needs, however, the dominant role is recognized by the behavior of the individual based on his perceptions and expectations associated with a specific situation, and possible consequences chosen type of behavior.
Victor Vroom's expectancy theory is a theory according to which the motivational effect is not exerted by the needs of employees themselves, but by the thought process in which an individual evaluates the reality of achieving a goal and receiving the desired reward. The author of the theory identifies four main components that constantly interact with each other:
1. Expectation of a certain level of performance based on effort;
2. Expectation of results depending on the level of work performed;
3. Instrumentality - understanding that performing work and achieving the required result is the main condition (tool) for receiving reward;
4. Value - motivation is directly influenced by the value or attractiveness of the results obtained to the employee. If there is no interest in the results, his motivation is at a low level.
In addition, V. Vroom introduced the concept of valence, which refers to the expected degree of relative satisfaction (or dissatisfaction) due to receiving a reward, i.e. to what extent the reward meets the expectations of the recipient.
Thus, when analyzing V. Vroom’s theory of motivation, the relationship of three elements can be traced:
- costs - results;
- results - reward;
- valence.
Those. An employee's motivation depends on his expectations that certain behavior or certain actions will lead to a certain result.
The theory of justice (equality) of John Stacy Adams is a theory based on the motivation of the employee in terms of his assessment of the situation and the idea that he develops in this regard about the fairness of the relationship between him and the organization. At the same time, the concept of fairness also includes comparison of the work of employees among themselves, their contributions to the common cause, the size of their remuneration, etc. It is also important to note that such comparisons should only be made between employees with similar positions and work tasks. Thus, the author of the theory, paying attention to the clear relationship between the employee’s efforts (contribution) and the result (reward) when compared with the corresponding characteristics of another employee, identifies three options for the final assessment:
1. underpayment;
2. fair payment;
3. overpayment.
J. S. Adams' theory suggests that employees strive to establish fair relationships with others and try to change those relationships that they perceive as unfair. Also, inequality clearly does not improve performance outcomes. The author of the theory identified six possible reactions on the part of the employee to the state of inequality:
1. A person reduces individual costs and works less intensively.
2. The individual makes an attempt to increase the remuneration (goes to the boss with a request to raise the payment).
3. A person overestimates his abilities downward and begins to believe that the level of his pay corresponds to his abilities and work. There is a general decrease in the employee’s self-esteem.
4. A person attempts to influence comparison individuals or an organization to force others to work harder or to force the organization to reduce compensation to comparison individuals.
5. A person can change the object of comparison for himself, deciding that the persons being compared are in special conditions. It may be special personal connections and the contacts of these people, the distinctive qualities and abilities of the persons being compared. The person decides that he has nothing to compare with them, and chooses a more suitable object of comparison.
6. The person is trying to move to another department or organization.
Lyman Porter and Edward Lawler's model is a comprehensive theory of motivation that includes elements of expectancy theory and equity theory. The authors identify five main elements, the consideration of which is mandatory for work motivation:
1. effort expended;
2. perception;
3. the results obtained;
4. reward;
5. degree of satisfaction.
The Porter-Lawler model is that the results achieved depend on the efforts made by the employee, his abilities and characteristics, as well as his awareness of his role. In this case, the level of effort exerted will be determined by the value of the reward and the degree of confidence that this level of effort will indeed entail a very certain level of reward. An important point in this theory is that the authors establish a relationship between reward and results, i.e. a person satisfies his needs through rewards for achieved results.
Thus, based on the patterns discussed above, this theory allows us to conclude that productive work leads to satisfaction. Such a conclusion is rarely accepted in practice, since most employees involved in motivation issues in a particular organization believe that it is necessary to achieve employee satisfaction, which will become the reason for improving the performance of their activities. L. Porter and J. S. Lawler not only rearrange the links in a connection that is important for understanding the motivational process, but also show the complexity and versatility of work motivation.
3. Theories based on a person’s attitude to work.
Douglas McGregor's Theory "X" and "Y" is a theory that differs from all those discussed above in that it concerns the behavior of organizational leaders, who, despite their position, are also characterized by motivation.
In accordance with this theory, the main behavioral characteristic of the head of an organization is the degree of his control over his subordinates. In this regard, we can talk about autocratic (theory “X”) and democratic (theory “Y”) leadership. In the first case, we are talking about a leader who centralizes authority in managing subordinates and completely imposes decisions on them. D. McGregor identifies the following preconditions for this behavior:
- Man is lazy by nature, does not like to work and avoids it in every possible way;
- The person lacks ambition, he avoids responsibility, preferring to be led;
— Effective work is achieved only through coercion and the threat of punishment;
— With democratic leadership, subordinates and the leader make all decisions together. The prerequisites for such guidance are the following:
— Labor for a person is a natural process;
— In favorable conditions, a person strives for responsibility and self-control;
— He is capable of creative solutions, but realizes these abilities only partially. .
Theory “Z” by Wilma Ouchi is a continuation of the theories of D. McGregor. In accordance with this theory, the main motivator of employee behavior is a corporation built on a clan principle. U. Ouchi formulated the basic rules of enterprise management, compliance with which should lead the organization to success:
1. Long-term hiring of personnel. The motives for human behavior are both social and biological needs, so a person wants to be sure that he can satisfy them not only at the present moment, but also in the future.
2. Group decision making is based on the fact that people prefer to work in a group, and decisions made on the basis of group interaction serve both to increase motivation to achieve a goal and to increase the efficiency of the decision-making process.
3. Individual responsibility for labor results.
4. Slow assessment of personnel and their moderate promotion; there should be a rotation of personnel in the organization, linked to self-education.
5. Informal control is preferable, but it should be based on clear methods and criteria.
6. Non-specialized career. Advancement up the career ladder is accompanied by work in various departments and in various positions, which makes it possible to get a holistic picture of the organization.
7. Comprehensive care for employees. Since a person is the basis of any organization, the success of the entire business depends on each employee.
Thus, having analyzed the provisions of the main theories of motivation for the work activity of personnel, we can conclude: despite the fact that the theories themselves appeared in different periods of time, their relevance is not lost. An important point in developing an effective motivation system for each enterprise is a detailed study of these theories. This article discusses only a few of them, which demonstrate the diversity of views on the problems of work motivation.

Practice of applying staff motivation

Staff motivation is the most important tool increasing labor productivity, because without it it is impossible to ensure the growth of the company’s competitiveness. Having explored the concept of work motivation and studied the basic theories, it is necessary to move directly to the practice of using these systems.
It's important to note that important point for the effectiveness of the motivational system of an enterprise is its complexity, which must be achieved in the process of planning, implementing and managing motivational processes. However, another element of the complexity of the organization’s employee motivation system is the use of various tools.
There are many different approaches to the classification of motivational tools, but it is traditional to divide them into tangible and intangible. However, due to the diversity of modern motivation tools, this classification is conditional, since some tools cannot be clearly classified into one group or another.
It is worth noting that motivation depends directly on the area in which it is applied. Thus, methods of motivating employees may be effective in one company and completely ineffective in another. The personnel motivation system must be structured in a certain way; all necessary principles must be observed, taking into account the specifics of a particular job. Thus, let’s pay attention to motivation in some areas, but first, let’s gradate all production processes into two large groups:
1. Requiring a creative approach;
2. Routine.
In practice, it often turns out that motivation methods that work great in the second group of processes have a negative impact on workers engaged in creative work. Routine processes should be understood as monotonous operations, equipped with a mass of rules and regulations. A striking example is the work of a personnel officer, a lawyer in an ordinary company, an assembler on an assembly line, or an operator in a bank.
In the second group, which includes all liberal professions, science, engineering, programming, journalism and other areas in which it is important to go beyond the boundaries of the template and situational thinking.

IT sphere

In this area, a characteristic feature of workers is a combination of interest in their activities and a high level of knowledge. It is important to note that it is the representatives technical specialties most often able to refuse work if they lack interest in it. Let's consider the motivational tools used in this area:
1. Material motivation.
The monetary component of any profession is always important, since a person gets a job primarily for the purpose of obtaining material benefits. It should be noted that highly qualified employees in the IT field are highly valued and large companies offer high financial opportunities in order to obtain them. However, it is not logical to constantly use material motivation in the form of salary increases, bonuses and compensation in the IT field, since this will not cause much effect and the employee will always not have enough of these measures. The ideal case would be for wages to simply correspond to market levels.
An excellent way to shoot your own team in the foot is to use various certifications, KPIs (key performance indicators), created according to modern canons in 1990, which ultimately lead to wage differentiation within one team. As we have already found out, any reward system is based on the expectation of a reward, which is usually very clearly defined. This expectation automatically narrows the field for creativity and finding non-standard solutions, since a person begins to engage in auto-training: “I work well” and reduces labor productivity. Based on the results of the evaluation of his work, he naturally receives a score that is lower than his self-esteem. The result is depression, conflicts with colleagues, or open dissatisfaction with job evaluation methods. Including various kinds of indicators in KPIs, such as the number of rational code suggestions per month or an increase in the productivity of software code by certain indicators, leads to outright deception and manipulation of indicators. If since the time of Soviet planned radio electronics it is well known that bonuses and premiums for a fixed number of improvement proposals can be added to the board when developing its circuit and then throughout life cycle product to deliver initially planned improvements.
If you decide to pay bonuses, pay them irregularly and, if possible, unexpectedly for the employee. The bonus should objectively reflect his generally recognized successes and exceptional competence (simplification of work on a product due to the ability to think strategically, the habit of coming to the rescue of colleagues, independently promoting his ideas), or apply to the entire development team and pay for the delivery of a project or product. At the same time, bonuses, taking into account the needs of the market, should be significant.
A correctly constructed KPI should help the company’s management sense the real situation in it and effectively manage it, but not distribute money among the team. In other words, KPIs will help you understand that the technical support of the product is no good, and the “new, convenient, intuitive interface” in practice is not entirely clear even to the developer, and these mistakes should be corrected before they turn into jokes.
However, an important bonus to material motivation employee in the IT field will be offered a social package in the form of payment mobile communications, full or partial payment for meals, visits to sports clubs, etc.
2. Non-material motivation.
This type of motivation is of particular importance in the area under consideration due to the importance of staff interest in their activities. A variety of factors can act as non-material motivation, but when choosing them, one should take into account the specifics of the work of the employees to whom it is aimed. It is fundamentally important not to disturb the existing atmosphere in the teams by introducing any “Udarnik Labor” pennants or any ratings. The former kill the motivation of everyone, including those to whom they are given, the latter work great in non-profit projects with the individualization of work: this is Wikipedia, the administration of game servers, forums, torrent trackers. The principle of rating motivation in them solves the problem of fair reward according to merit and time spent in the project for long-time participants and motivates new ones for its development. In some cases, when operations are routine, it is appropriate to use ratings based on logging of employee performance - criticized as a method of KPI pay differentiation. The one who has done more useful and effective actions receives a higher score and a place in the top 25 best administrators. A formula and a set of indicators by which the need to vary is calculated in order to avoid cheating.
In both cases, hierarchical structures work well, giving workers at different grade levels (grades) different rights to access the project they are working on. In fact, this is motivation for career growth. In commercial projects it is supported by growing wages, the size of the workplace, transferring an employee from a cell in a room for 100 people to an office with a smaller concentration of people, and then allocating his own office; in non-profits, a few lines of virtual regalia are enough.
Information technology is developing very quickly, and it is difficult for professionals in this field to keep their knowledge and skills up to date and meet the need for professional growth. That is why the constant opportunity for training and development (advanced training, additional training, courses) is important in the motivation system for such employees. foreign language and etc.). This principle can be implemented in different ways: centrally send employees for training in accordance with the ideas of the company’s management, allow them to independently determine how and what they will study, but compensate their costs, or allocate them time free from direct responsibilities for self-education and development of anything, I use the provided power.
Another characteristic tool for motivating staff in the IT field is the permissibility of a flexible work schedule. Workers in this field spend a lot of time at the computer and their work requires maximum concentration, and therefore setting a rigid work schedule can negatively affect productivity. Here, different degrees of employee freedom are possible, but one thing is important - he should be able to do what he likes. Here it is appropriate to cite the experience of Google, in which 20% of an employee’s working time belongs to him and is subject to one rule: to work on anything other than his main duties. This time is paid as usual, according to average earnings.
The second option for this method of motivation is days or nights of free creativity. During the allotted period of time, company employees have the right to work on any of their ideas and, if desired, announce them to colleagues. As you know, people work best for an idea that they support or of which they are the authors. In this case, there is only a temporary limitation. All ideas and products go to joint discussion the next day, and those that pass the “morning test” go into further development.
This increases his internal motivation and gives him strength for his main work, and the company receives services developed by employees in the course of free creativity.

Sales area

A characteristic feature in this area is the direct dependence of profits on the activity of the company’s employees. Many companies use gradation systems depending on position. These systems represent a kind of career ladder within one position. At the same time, to be promoted to a position, as a rule, it is necessary to achieve a high grade (rank) in the current one. Assignment of a higher rank is an additional incentive to practice skills and improve the employee’s knowledge. True, it is necessary to create a clear and precise system of rules by which grades are assigned. In most companies, the gradation system affects the bonus part of the salary.
1. Material motivation.
Salary in sales consists of a salary and a bonus part. The latter, in turn, is a variable value and directly depends on the activity and success of the employee. The employer sets a sales plan for the employee and evaluates success in accordance with its implementation. An effective tool for material motivation of employees in this area is the use of bonuses for exceeding the plan.
It is also possible to switch to a commission system of remuneration, when the employee receives a percentage of sales and does not receive a salary at all.
Another problem in the industry in question is that employees do not always work legally. In this case, “white” wages and the availability of a social package will be a special motivation.
On the other hand, wage growth collides with emotional burnout of employees, since their activities in this area are quite monotonous. A person, having received a promotion or even changed companies, soon realizes that the job remains the same, only better paid, and loses his ability to work.
2. Non-material motivation.
Training is also a tool for non-material motivation in sales. Continuous improvement of sales skills guarantees the development of not only the employee, but also the company as a whole. It is important to remember here that improving skills leads to growth from the position in which the employee works. Ideally, when, after several years of training and improving his skills, he gains the ability to work independently, without instructions from his superiors, he needs to be promoted.
An overly qualified specialist in most cases maintains good or even excellent performance in routine operations, but loses motivation to solve complex problems. The person avoids fulfilling them, although he has the necessary skills, management includes negative motivation and aggravates the situation, as a result the person leaves the company. If his role in the company is critical, it makes sense to look for new, alternative ways motivation, based on personal conversations with the employee - for example, integrating him into the team, establishing feedback with management - in all other cases it is easier to free up the place he occupies for less experienced but more motivated employees.
Due to the nature of working with clients, employees in sales have a motivational tool to transfer to another place of work with more favorable conditions. Sedentarization in areas of work over time negatively affects an employee’s sales and is revived directly with a change of territory.
The sales sector is also characterized by regular holding of various promotions in order to increase the customer base and strengthen its position in the sales market. Within the framework of this activity, the motivational tool is additional encouragement for the implementation of special strategic tasks. When a particular competition is held in a team or organization, the winners also receive recognition for their own contribution, since the sales field is an area for individualists, not team players, and any competitive factor has a positive effect on their performance.
An important factor is the time a salesperson spends at work. These are not the established 40 hours, but 60, or even 80 hours. All this time, he must be provided with conditions for a comfortable stay at work and the opportunity to briefly disconnect from his direct duties. Corporate holidays, used to the fullest, also help motivate staff who are tired of boring corporate parties and team building events.

Sphere of production

A characteristic feature in this area is the labor intensity of the production process and the availability of special knowledge. In connection with the implementation information technologies in all spheres of society, the sphere of production is also no exception. Currently, there is a re-equipment of equipment in various areas of production, which in turn reveals the problem of retraining employees.
1. Material motivation.
Wages in the manufacturing sector consist of salary and bonus. As a rule, enterprises have work plans and bonus systems are used based on their results.
However, another characteristic feature of the production sector is the different costs of performing work. Thus, a worker produces one quantity of product at one price, and in case of overfulfillment, the price of the product becomes higher. Thus, the material rewards of each employee depend on his activity in fulfilling his plans on time and additional motivation for his overfulfillment.
In the February issue of the magazine, we addressed the issues of choosing a remuneration system at an enterprise. Most of our recommendations concerned the production sector. You probably remember the ways to motivate workers at production bottlenecks - wages that grow progressively, lump sum and team wage systems, focused on the work of the team or the success of its individual members.
In production, as a more or less physical job, special attention should be paid to the social package. Firstly, it is traditional for manufacturing enterprises plus, weak social package will not contribute to the selection of young personnel and the retention of experienced ones. Secondly, there are objective reasons for the introduction and expansion of the social package - workers in a number of industries simply lose their health from exposure to a number of production factors. That is, maintaining their health is the employer’s duty.
In the course of assessing the existing material motivation system at the enterprise, it is necessary to study in detail the ratio of salaries and bonuses in different areas of production, in the administration of the enterprise, and make adjustments aimed at stimulating labor. As an example, let’s take one of the models, according to which the administrative staff of a plant receives a salary five times higher than the bonus, since it needs a stable salary, and not its variation, while the sales department functions on the opposite principle - the salary is a fifth of the employees’ annual income, 4/ 5 they receive from sales volume. Directly in production, the ratio of salary and bonuses can be either equal or proportional. In any case, it makes no sense to lower your salary to less than half of your annual income.
2. Non-material motivation.
The main tool of non-material motivation in the production sector is additional encouragement for completing specific tasks. The well-known scheme, in which the size of the bonus and the competitive element are directly proportional to labor productivity, works flawlessly in most cases. The main problem is emotional burnout, to eliminate which it is necessary to use traditional motivation schemes.
The second important element of non-material motivation, as in IT, is improving working conditions. If in the first case this was implemented within the framework of OpenSpace and new generation offices, then here it is necessary to create normal living conditions: tasty and free food in the canteen, changing according to the wishes of the workers, comfortable showers and dressing rooms, rest rooms, good work clothes, free mobile communications.
The third point that works well in production is corporate culture. Team strengthening, sports, traditions and holidays. The spirit of brotherhood and camaraderie on the shop floor often does more than thoughtful bonuses and good salaries.
Staff motivation is one of the most pressing topics at any time. Having considered the theoretical and practical aspects of the application of personnel motivation systems, we can conclude that motivation systems are constantly developing and supplemented in new ways. At the same time, we should not forget that the most important condition for the effective operation of this system is its correct composition for a specific enterprise, depending on the area in which it operates.
Currently, due to the financial situation in the country, the main tool for motivating work activity is its material forms, taking into account the specifics of the sphere in which the organization operates. At the same time, do not underestimate the intangible tools for motivating staff, which are becoming increasingly important every day.

Remote workers

This is a sore subject for everyone who has encountered them. A remote worker is susceptible to failure to comply with contract terms and to the risk of misperceiving management’s ideas. Management is under constant stress because they cannot control how an employee works. We will give some methodological and financial recommendations.
1. Material motivation.
The proposed system is simple and depends on how confident the parties to the partnership are. If there are no doubts about reliability and professionalism, it is possible to use design method, expressed in the fact that the employee is given a goal, a deadline is requested, and this joint and responsible decision of the parties is fixed as a condition for receiving wages. Otherwise, the employee is left to his own devices. He decides for himself when, how, where and with what help he will complete the work on time. From our own experience, we will say that writing materials for the February issue on the veranda overlooking the sea at +26 is much more pleasant than in the office. People who consciously chose freelancing as the main way to earn money will find it difficult to change it to the standard 5 working hours + 2 days off.
If there is a need for constant monitoring of an employee, you should avoid the temptation to surround him with reports or require him to be in touch at a certain time. An hour spent filling out spreadsheets could be better used at work, and the need to sit by the phone or on Skype for 6 hours a day reveals an extremely insecure manager. You can simplify everything by using the James R. Chapman Motivation Triangle. The sides of the triangle are task responsibility, tools and knowledge, and regular reporting. The relationship between employee and employer is structured as follows:
— A task is set that meets the criteria of focus (to create a system for quick search by journal headings), measurability (the necessary material must be found in the issue within a minute), achievability, and compliance (the solution must be intuitive and implementable standard means) and time binding (two weeks are expected for development and implementation in the next issue);
— It is discussed with the performer, and the latter indicates his thoughts about the task and the time for its completion;
— The task is approved by the parties and its execution begins;
— During the execution of a task, the employee must have, in addition to the skills and knowledge necessary to solve the task, access to all the necessary resources, tools and people with whom he needs to work. He should be able to coordinate his actions with the designer, layout designer, magazine editor, test group, quickly receive answers from them, and all of them should be able to monitor his work and make their suggestions. There should always be a channel for urgent notification of problems to the project manager, with clear rules for its use.
— The employee, as he progresses, reports to the employer about his successes and completed stages. Reports should not contain a ton of information. In most cases, a simple message to e-mail in 3-4 lines: “I have prepared three schemes for searching materials by number. I integrated two into the number presented for work. Sent it to the test group and designer. Waiting for an answer". Reports are easily verified by sharing the materials the remote worker is working on. Reports must be specific. Abstract or general words in the report indicate that the employee is busy with something other than work and this is a reason to return them and demand more detailed ones. Moreover, responses to manager reports are extremely important for the entire team. They mean that he has his finger on the pulse and does not miss the threads of the project. A passionate and attentive leader brings the team together.
2. Non-material motivation.
Is to maintain integration remote worker to the team. Relationships within a group working remotely must be close, transparent, and trusting. This is the concern of a good manager, who implements it through periodic meetings and video conferences, since many issues are easier to resolve through voice communication rather than correspondence.
It is important to clearly understand why and for what the people in the formed team work. One cares about money, the second is eager to make the world a better place, the third expects to get a full-time position and grow into managers, the fourth works because it works, the fifth prefers to solve new problems and does not linger on the same type of projects. As a result, five different types of motivation are formed:
— Monetary,
— Internal, which should be fueled by an awareness of the importance of work,
— Career, during which the employee needs to clearly understand his prospects and conditions for promotion,
— Negative, based on the dominance of the manager over an unambitious, unmotivated employee,
— Positive, in which the employee is constantly supplied with tasks that he willingly solves.
To summarize, it is worth pointing out some elements that have a decisive influence on employees. We identified them by studying many discussions of various kinds of specialists on motivation issues, and they are trivial: feedback from superiors and personal communication.
Feedback is shown on simple example, which we took the liberty of taking from the material “Problems of Motivation: Working with Burnt Out Employees” by user amikityuk:
One bank started a project to introduce new functionality for credit cards in the Internet bank. The functionality is know-how; there are no direct analogues on the market. The signing of the specification is seriously delayed - the person in charge from the product development department must make a number of key decisions, but he constantly avoids this, saying that he needs to “discuss everything with his colleagues first.” Other departments do not have such problems; decisions there are made quickly by authorized persons. The specialist is very experienced - he is about 45 years old, of which he has been working in this bank for ten years, now he holds the position of card product development manager.
Is this person burned out? Quite possible. In order to be sure of this, it is best to personally talk to him and his superiors. You should act directly, but tactfully - describe the facts (“delay in the deadline for signing the specification”) and your vision of solving the problem (“you need to make decisions on specific issues faster”). You need to listen carefully to the answers, and under no circumstances get involved in disputes. Our goal is to make a diagnosis, not to convince a person that he is wrong.
In our example, it turned out that this specialist was promoted to this department just a month ago - before that, he had held the position of manager of another, less complex product in the same department for five years. Unfortunately, the management was unable to allocate a more experienced specialist to participate in parallel meetings, so our hero has to discuss the details of the project with his colleagues in the evenings in order to be able to make the right decisions.
The second point is illustrated by an even simpler example: regular informal, personal communication in a team, participation in the life of staff, studying their problems, searching for approaches instead of an authoritarian leadership style emphasize the importance of the employee for the company in his own eyes and is an excellent motivation. There is an opinion among journalists that if the editorial office does not have a favorite pub, it is no longer an editorial office. Good motivation to you.

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

Today you will learn:

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

Concept of staff motivation

It is not often that you meet a person who is completely and completely satisfied with his job. This is because people often occupy positions not according to their calling. But it is within the power of the manager to make sure that the work process is comfortable for everyone, and that employees perform their duties with pleasure.

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

Motivation of personnel in the organization – These are activities aimed at a person’s subconscious, when he has a desire to work effectively and perform job duties efficiently.

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

Now let’s consider another option, where the employer motivates the staff in every possible way. In such an organization, all employees are likely to have friendly relations; they know what they are working for, are constantly developing, benefit the company and receive moral satisfaction from this.

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

Personnel motivation goals

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

But this is not the only goal pursued by employee incentives.

By motivating employees, managers strive to:

• Interest and attract valuable personnel;
• Minimize the number of people leaving (eliminate “staff turnover”);
• Identify and deservedly reward the best employees;
• Monitor payments.

Theories of personnel motivation

Many aspiring businessmen thinklessly approach solving motivation issues. But in order to achieve the desired results, it’s not enough just. It is necessary to analyze the problem and move on to its competent resolution.

To do this, it is necessary to study the theories of motivation famous people. We will look at them now.

Maslow's theory

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

He divided them into 5 categories:

1. Physical needs– this is a person’s desire to satisfy his needs at the physiological level (drink, eat, relax, have a home, etc.).
2. The need to be safe– all people strive to be confident in the future. It is important for them to feel physical and emotional safety.
3. Social needs- Every person wants to be part of society. He strives to have a family, friends, etc.
4. Need for recognition and respect– people strive to be independent, recognized, have status and authority.
5. The need to express oneself– a person always strives to conquer heights, develop as a person, and realize his potential.

The list of needs is compiled in such a way that the first item is the most important, and the last is less significant. A manager doesn't have to do everything 100%, but it is important to try to address every need.

McGregor's "X and Y" theory

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

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

In this case, in order to improve work, it is necessary to constantly monitor employees, encourage them to conscientiously perform their job duties, and develop and implement a system of punishments.

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

Herzberg Theory (Motivational-Hygiene)

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

An employee will be satisfied with his job if it contributes to his self-expression. Personnel development depends on the possibility of career growth, the emergence of a sense of responsibility, and recognition of employee achievements.

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

McClelland's theory

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

1. Employees' need to manage and influence other people. People with this need can be divided into 2 groups. The first ones simply want to control others. The latter strive to solve group problems.
2. Need for success. People with this need strive to do their job better every time than the previous time. They like to work alone.
3. The need to be involved in some process. These are employees who want recognition and respect. They love to work in organized groups.

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

Process theory of employee stimulation

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

Vroom's Theory (Expectancy Theory)

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

Adams theory

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

Types of staff motivation

There are many ways to motivate employees.

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

Straight– when the employee knows that if the work is done quickly and efficiently, he will be additionally rewarded.

Direct motivation, in turn, is divided into:

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

Indirect– in the course of stimulating activities, the employee’s interest in work is renewed, he feels satisfaction after completing a task. In this case, employees have a stronger sense of responsibility, and management control becomes unnecessary.

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

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

Labor– stimulation methods aimed at human self-realization.

Career– when the motivation is to move up the career ladder.

Gender– the employee is motivated by the opportunity to brag about his successes to other people.

Educational– the desire to work arises when an employee wants to develop, learn something, and be educated.

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

Basic levels of staff motivation

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

There are 3 levels of motivation:

1. Individual motivation– The employee’s work must be paid decently. When calculating the amount of payments, the knowledge, skills and abilities that the employee possesses must be taken into account. It is important to make it clear to the subordinate that if he performs his duties well, he will receive a promotion.
2. Team motivation– a group of people united by one cause and goal works more efficiently. Each team member understands that the success of the entire team depends on the effectiveness of his work. When motivating a group of people, it is very important that the atmosphere within the team is friendly.
3. Organizational motivation– the entire team of the enterprise needs to be united into one system. People must understand that their organization is a single mechanism and a positive result depends on the actions of everyone. This is one of the most difficult tasks for a leader.

Systematic approach to personnel motivation

In order to competently carry out incentive activities, it is necessary to remember that motivation is a system consisting of 5 stages.

Stage 1. Identifying the problem of staff motivation.

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

Stage 2. Implementation of management, taking into account data from the analysis of motivation and its goals.

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

For example, if the majority of employees are not satisfied with the length of the working day at the enterprise, then changes need to be made in this direction.

Stage 3. Influence on employee behavior.

When carrying out activities to motivate staff, it is necessary to monitor changes in employee behavior.

Employees will change it if:

• Management will accept constructive criticism;
• Reward employees in a timely manner;
• Demonstrate correct behavior by example;
• They will be taught the required behavior.

Stage 4. Improving the staff motivation system.

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

Stage 5. A well-deserved reward.

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

Methods and examples of staff motivation

There are many ways to motivate employees. But before you put them into practice, think about which incentive methods are suitable specifically for your production.

We have compiled the TOP 20 the best ways motivation, from which each manager will choose a method that is suitable specifically for his production.

1. Salary . This is a powerful motivator that forces an employee to do his job well. If wages are low, it is unlikely that this will inspire workers to devote 100% to the production process.
2. Praise . Every person who conscientiously performs his work is pleased to hear that his work did not go unnoticed. The manager needs to periodically analyze the work of employees and not neglect praise. Using this method, you don’t spend a penny, but increase your productivity significantly.
3. Address employees by name . For the authority of the director of the company, it is very important to learn the names of all employees. By addressing a person by name, a leader shows his respect for his subordinate. The employee understands that he is not just a faceless secretary or cleaning lady, but a person who is valued.
4. Additional rest . Some enterprises encourage workers to do their work faster and better by offering additional rest. For example, an employee who, at the end of the week, showed best result, may leave work several hours earlier on Friday. Thus, passion and zeal to be a winner awakens in the team.
5. Awarding with memorable gifts . On the occasion of any memorable dates, you can present your employees with memorable gifts. These may be trinkets, but if you engrave it, then the employee will probably show off such a sign of attention to his friends for the rest of his life.
6. Promotion prospect . All employees must understand that for quality performance of their work, they will receive a promotion. Prospects for promotion career ladder motivates no worse than material rewards.
7. Opportunity to express your opinion and be heard . In any team, it is important to give all employees the opportunity to express their opinions. But it’s not enough to just listen; management must also listen to the advice and wishes of its employees. This way, employees will understand that their opinions are taken into account and listened to.
8. The opportunity for each employee to personally communicate with the company’s management . All managers, first of all, must understand that they are the same people as their subordinates. Directors only organize the production process, and the execution of work depends on their subordinates. Therefore, it is necessary to regularly organize personal meetings with employees where they may be affected. important questions on a variety of topics.
9. Hall of Fame . This is an intangible method of motivation that greatly increases productivity. To implement it, it is necessary to create a board of honor where portraits will be placed best workers. Thus, production competitions are created that stimulate workers to improve their production performance.
10. Provide the opportunity to fulfill your . This method is only suitable for individual companies. If office employee routine work that he can do without leaving home, he can be asked not to come to workplace on certain days. But the main condition will be high-quality performance of job duties.
11. Nice job title . Each profession and position is good in its own way. But if a nurse in a medical institution is designated as a junior nurse, then the person will not be ashamed to say who he works for.
12. Corporate events . Many enterprises organize parties on the occasion of major holidays. At these celebrations, people communicate in an informal setting, relax, and make new acquaintances. Corporate events help distract employees and demonstrate the company's care for them.
13. Public thanks . You can praise an employee not only personally. It's best to do this publicly. This idea can be implemented in several ways. For example, announcing the best employee on the radio, through the media or public address system at the enterprise. This will encourage others to do better so that everyone knows about their results.
14. Providing discounts . If a company produces a product or provides services, then a discount can be provided for employees of this company.
15. Accrual of bonuses . Material incentives are an effective method of motivating staff. Employees need to set a goal, upon reaching which they will receive certain additional payments to the basic salary in the form of bonuses.
16. Motivational board . A simple but effective method of motivating employees. To implement the idea, it is enough to draw a graph of the productivity of each participant on the demonstration board production process. Employees will see who performs better and will strive to become a leader.
17. Training at company expense . It is important for many employees to improve and... By sending employees to seminars, conferences, trainings, etc., the manager shows his interest in the professional growth of his subordinate.
18. Payment for a subscription to a sports club . From time to time, teams can organize production competitions, at the end of which the best employee will receive a subscription to a fitness club.
19. Coverage of transportation costs, payment for communication services . Large companies often motivate their employees by paying for their transportation costs or cell phone service.
20. Creating a bank of ideas . At an enterprise, you can create a bank of ideas in the form of an electronic mailbox. Anyone can send letters to it with their suggestions. Thanks to this, each employee will feel important.

Increasing the motivation of personnel in certain professions

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

Let's look at an example of motivating workers in some professions:

Non-standard methods of modern personnel motivation

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

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

Most people preferred:

• Office kitchen;
• A machine where everyone can make their own coffee for free;
• Soul;
• Recreation room, bedroom, smoking room;
• Exercise machines;
• Massage chair;
• Tennis table;
• Cinema hall;
• Scooters.

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

Professional assistance in motivating employees

If you are a young manager and doubt the correctness of developing staff motivation, you have 2 options to get out of this situation.

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

What will good employee motivation bring?

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

Namely:

• Employees begin to take a more responsible approach to performing their job duties;
• The quality and productivity of labor increases;
• Production indicators are improving;
• Employees develop a team spirit;
• Personnel turnover is reduced;
• The company begins to develop rapidly, etc.

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

• First, always encourage your subordinates to get the job done;
• Second, ensure that employees' basic needs are met;
• Third, create comfortable conditions labor;
• Fourth, be loyal to your employees.

In addition, use the following tips:

• Take an interest in the lives of your subordinates, ask about their needs;
• Do not scold employees with or without reason. Better help them do the work that the employee can’t handle. After all, the failures of employees are the failures of managers;
• Do analysis periodically. Conduct surveys, questionnaires, compile work diaries and internal reporting;
• Pay unscheduled bonuses and incentives.

Conclusion

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

What is personnel motivation in a company? Who is responsible in the company for motivating employees? And in general, what is motivation? modern business? These and other questions periodically arise for modern managers. What will be the answers to them?

As the owner of a large manufacturing holding figuratively remarked when discussing a consulting project: “Make me a motivation system for staff so that my motivated employees run along the corridor, enthusiastically completing the task, and I would only have time to dodge.” This is truly the dream of any manager - when employees do not need to be constantly pushed, they work independently, enthusiastically, with a spark. How real is this picture? By the way, with such a remark, the consultants immediately asked the owner: “How do you want people to run along the corridor: quickly or efficiently?” By the way, these are different tasks.

First of all, you need to decide what motivation is? There are many definitions of this concept; it is often also replaced by the concept of “stimulation”. In Russian and Soviet literature, the concepts of stimulation and motivation have always been separated. In the first case we talked about the motivation of work behavior, in the second - about motivation in general. In Western literature, such a division does not exist; in Western sources, when working behavior or in ordinary life, they always mean only motivation.

Motivation- a set of processes that encourage, direct and support human behavior towards achieving a specific goal.

"The essence motivation is to give people what they most want to get out of work. The more you can satisfy their desires, the more likely you are to get what you need: productivity, quality, service," writes Twyla Dell. (From the book "Honest Days" - Twyla Dell Work", 1988.)

Of course, there are various motivation factors that determine what is most valuable and important to a person. As a rule, this is not one factor, but several, and together they make up a map or set of motivational factors. Motivation factors are divided into external and internal.

Internal motivation factors:

• Dream, self-realization
• Ideas, creativity
• Self-affirmation
• Conviction
• Curiosity
• Health
• Need someone
• Personal growth
• Need for communication

External motivation factors:

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

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

Studies, for example, show that, provided they have sufficient wealth, 20% of people do not want to work under any circumstances; of the remaining 36% will work if the work is interesting; 36% - to avoid boredom and loneliness; 14% - for fear of “losing yourself”; 9% - because work brings joy. Only about 12% of people have money as their main motive for activity, while up to 45% prefer fame to it; 35% - satisfaction with the content of the work.

Thus, knowledge of employee motivation factors is fundamental for a manager, since it is the ratio of internal and external factors motivation is the basis for coordinating the interests of the employee and the company, developing a motivation system for him. You can identify a set of motivational factors for an employee different ways. This could be an interview of the candidate, testing, or questioning. The choice of a specific tool always depends on the situation in the company, on the planned results, on the skills of the manager and/or HR specialist.

However, quite often there is a need to identify motivation factors for existing employees. This is especially important for management personnel and for personnel reserve. On one of the projects that our company implemented, the Customer set one of the tasks to identify the motivation of store directors and create a management team. The most effective in this case was a combination of testing and then a projective interview. Products used as testing tools English company TTI Ltd, which in a short period of testing allows you to obtain a fairly complete report, including not only the employee’s motivation card, but also to identify the features of his management style, the features of his communication skills, managerial potential, etc. Then, based on the testing data, an interview was conducted, which made it possible to verify some of the test results and build a more complete picture.

Based on testing and interview data, it became possible to:

• distribute management personnel into categories
• build a motivation system for management personnel
• determine the zone of proximal development of each employee, i.e. create an individual training program
• create the prerequisites for building a management team
• form a personnel reserve
• prepare recommendations for the Customer on each employee and his effective work in the company

As a result, the Customer had the opportunity to create tools for the development and retention of management personnel in the company, in accordance with the aspirations of each manager to use someone when implementing new projects, someone to maintain standards on old projects.

So, after motivational factors have been identified different ways, you need to understand what tools can be used to motivate an employee, how much will it cost the company and how to calculate the effectiveness of the system as a whole?

First of all, the main motivators for an employee may be:

• Wage
• Contents of work
• Labor intensity
• Protection labor rights employee
• Order at the enterprise
• Management's attitude towards employees
• Relationships in the team
• Opportunity for advanced training

Those. These are exactly the tools that can be used in a company. On the other hand, from the company’s perspective, all possible motivation tools can be divided into two large groups: tangible and intangible motivators.

TO material motivation tools include (they are also called financial types of motivation):

• Wage
• Bonus (premium)
• Compensation (social) package

Intangible (or non-financial) instruments much more. Here the options can be very different. For example:

• Transferable title for a limited period
• Certificate of honor, insignia
• Placing a photo on the Honor Board
• Rewarding with theater tickets (with family)
• Personalized stationery (paper, folders, files, etc.)
• Photo of the representative in the campaign booklet
• Fare payment
• Payment for a subscription to a sports club
• New business supplies
• Free meals for a week at a restaurant
• Personalized watch (price varies)
• Opportunity to test yourself as a leader during the day
• Joint collective activities (sports and recreation)

For employees whose main motivators are recognition, career, status, self-affirmation, the manager has several more options for intangible tools:

• Participation in decision making
• Delegation of authority
• Participation in a new company project
• Transfer of an important (key) client

Each company uses those already described or comes up with its own options. It all depends on corporate culture company, its strategic objectives and goals. But, combining certain motivation tools when building common system It must be remembered that intangible tools can only be used when employees are satisfied from a material point of view. Those. when their material expectations are satisfied, what does this have to do with we're talking about not only about wages, but also about the full content of the compensation package. Quite often, companies simply forget that in addition to wages and bonuses, employees are provided, for example, with free lunches, travel expenses, additional vacation days, and sick leave pay in a larger amount than is provided for by the Labor Code of the Russian Federation. This is also the entire financial component of the compensation package. You should not immediately increase your salary; you need to calculate all the components of the compensation package, and then it becomes clear that it is possible that your compensation package is not lower, and sometimes even higher than the market average.

The company's compensation system is also closely related to the motivation system. In essence, the compensation system is a reflection of both the company’s development strategy and the direction of employee motivation.

The company's motivation and compensation system is completely individual, and simply copying competitors practically does not lead to success. This is especially true for the company's top managers. Look, as a rule, top managers are motivated, i.e. encourages effective and responsible work:

• Direct dependence of earnings on results
• Transparency and controllability
• Top manager status
• Clear contract
• System of requirements and tasks at the strategic planning stage

The main problem in motivating top managers is not even material factors. As a rule, everything is more or less consistent with the compensation system here; everyone knows what competitors offer and tries not to deviate from the general list, so to speak. If you analyze the list of motivators, you will see that the main thing that may be of interest to a top manager is his positioning within the company, the quality of the tasks being solved, and the relationship between power and resources and his responsibility.

Unfortunately, it is the latter that is most difficult to implement. It is here, when coordinating the interests of the top manager and owner, that the conflict of interests begins. This is due to the fact that, on the one hand, we do not have full legislative framework for such a transfer of responsibility and authority, on the other hand, there is a mutual fear of both the owner and the top manager, which appears like this: “What if he cheats me (sets me up, takes away my business,...). The question is “How can I trust him?” ? arises constantly, in all consulting projects where similar problems have to be solved.

The way out of this situation, in my opinion, is a very complete, detailed additional agreement to the employment contract, where all motivational programs, training opportunities, delegated tasks (along with resources and responsibilities), etc. are specified in advance.

And often the presence of just such an agreement, with clearly defined rights and obligations of the parties, with clearly defined tasks outlined in stages, and correspondingly prescribed remuneration, is the reason why a top manager agrees to join the company even for less compensation (compared to competitors) plastic bag.

What else can you offer employees:

• Brand
• Product
• Remuneration for work
• Good team
• Training opportunity
• Career

So, employee motivation is an important resource for a company that allows it to move forward and achieve its goals. There are financial and non-financial motivation tools, the combination of which the company uses purely individually. And it is also necessary to remember that the basis is always a balance between the interests of the employee and the interests of the company.

Successful business development presupposes that every employee working in an organization should be interested in the results of their work. To achieve this, organizational leaders must apply special methods of motivating staff. Their use must be individual, otherwise final goal may not be achieved.

general information

Motivation of personnel in an organization is a set of measures aimed at stimulating the work of employees in order to develop the organization in which they work.

Management must strive to satisfy the personal, physiological and social needs of employees as a matter of priority.

For what reasons does motivation decrease?

Many employees come to work full of initiative. However, if the work motivation of the staff is not implemented, disappointment in their work may occur. This happens for a number of reasons:

1. Strong interference from management in the activities of a particular employee.
2. There is no support from the organization, there is no psychological help.
3. There is no information that is necessary for effective work activity.
4. The head of the organization has little interest in employee issues.
5. There is no feedback between the organization's management and employees.
6. An employee may be assessed incorrectly by a supervisor.
7. Remaining unchanged for a long time wages.

As a result, employees develop a feeling of the need to perform work as a duty for their existence, but initiative, pride, and desire for career growth disappear.

To avoid all this, it is necessary to motivate staff.

Stages of loss of interest in work

It is believed that interest in work disappears during 6 successive stages:

1. Confusion. This is where the employee begins to experience the first signs of stress. He doesn't understand that he can't do it. Communication with colleagues continues, it is even possible to go to more intensive work, which can lead to more stress.
2. Irritation. Some leaders give one direction one day and another the next. This is starting to irritate employees. Labor productivity at this stage may still increase, but irritation increases.
3. Hopes in the subconscious. The employee becomes convinced that it is the boss’s fault that he is not doing well at work. He waits for the leader to make a mistake in order to show him that he is right. Labor productivity remains at the same level.
4. Disappointment. Here labor productivity is already reduced to a minimum. It is quite difficult to revive an employee’s interest in work, but all is not lost. The employee still hopes that the manager will pay attention to him.
5. The desire and willingness to cooperate is reduced to zero. Here the employee only does what he is supposed to do. A number of employees begin to treat work with disdain. Relationships with subordinates and colleagues begin to deteriorate. Interest in work has been lost; it is important to maintain self-respect.
6. The final stage. An employee who has lost interest in work moves to another company or treats work as unnecessary for him personally, but necessary for existence. It is regrettable to note that a large number of workers are working today according to the second option.

All this necessitates the use of special methods designed to motivate personnel in the organization.

Motivation theory

According to this theory, most motives are located in the unconscious. At the same time, the conscious behavior of the organization’s personnel is motivated. A manager must be able to identify the needs of the organization's employees and motivate them to perform those tasks that are necessary to improve the organization's performance.

At the same time, motivation should not be static; staff motivation should be constantly improved.

Motivation for staff activities should be focused on each individual.

Psychologists distinguish three types of focus - on oneself, on the task and on other people. Employees are primarily self-directed, and managers want employees to be task-oriented. Hence the manager’s task, which is to ensure that employees effectively perform their duties in order to achieve the task required for the organization. To accomplish this, it is necessary to motivate employees.

There is little difference between motivating and stimulating staff. From a psychological point of view, an incentive is an external influence on a person, and a motive is an internal one.

Classification of methods

All methods of motivating staff are divided into two large groups: tangible and intangible.

Management's use of specific methods is determined by what it wants to achieve. If it is necessary to increase the sales rate, financial motivation is used, which represents an additional payment to the employee in the form of a percentage for the sale. If it is necessary to raise the morale of employees, the manager plans to hold corporate competitions or joint trainings.

However, it is rarely possible to get by using only motivational methods. Mostly a combination of them is used. In this case, we talk about a staff motivation system.

Methods of material incentives

Motivation is directly related to stimulating employees, so in many cases these two concepts are combined into one and talk about motivating and stimulating staff.

Let's consider methods of material motivation and incentives:

• Individual cash bonuses. Basically, the work is carried out by the team, but not the whole team works equally. Some workers work more and invest more strength, skills, abilities, while others - less. Encouraging active employees in the form of money can serve as a method of stimulating them for self-development, as well as a method of motivating personnel who occupy a less active position. When applying this method at an enterprise, it is possible to retain the most qualified personnel, which will contribute to the growth and development of the enterprise.
• A percentage of sales is aimed at motivating personnel in organizations involved in the sale of real estate, perfumes and cosmetics, household appliances, mobile devices or product promotion. This interest can be paid directly in wages or as a bonus to it. Thus, the staff becomes interested in selling as large a volume of products (goods, works or services) as possible.
• Payment of bonuses for high-quality work performed, exceeding plans, introduction of know-how that brought real benefits to the organization. This method is used by managers of those organizations where the ultimate goal of activity is commercial organization depends on the quantity and quality of work performed. Such bonuses can be paid for any innovative projects, the implementation of which attracts new clients.
• Redistribution of profits. This method is similar to the first one, but here the profit received by the organization is redistributed. The redistribution can be carried out evenly among all employees or a larger share can be distributed in favor of those employees who contribute more to the overall cause.

Immaterial principle

To stimulate the work process in an organization, you can use not only material, but also intangible methods, which are best used in combination, since an increase in wages alone begins to gradually decompose employees, and their desire for self-development begins to disappear. Methods of non-material motivation of personnel include:

1. Bringing to the attention of employees information about the dynamics of the organization’s development, its plans and prospects, which can serve as one of the incentives to perform their tasks more responsibly.
2. Public recognition of the best employees. A striking example of staff motivation can be the holding of a competition for the best project of the organization, in which a winner will be selected who will receive the appropriate insignia, and even better, if a special report will be made about him with coverage of his activities in the media.
3. Congratulations to employees on holidays, organization corporate trainings, provision of vouchers.

At the same time, it is necessary to constantly improve staff motivation, since monotonous methods quickly become boring and become commonplace.

Personnel motivation management

The main goal of motivation management is to create a system in which the goals facing the organization are achieved while jointly meeting the needs of its employees. In this case, each employee will be aimed at improving the organization's performance, because this directly affects his income, satisfaction of interests and needs.

Goals of motivation management:

• improving the economic performance of the organization;
• reduction of staff turnover;
• improving employee loyalty while increasing the degree of their involvement;
• creating a team of managers who must constantly monitor and improve the staff motivation system.

These goals must be specified for the organization, its divisions and for each employee individually.

Motivation and stimulation of personnel can be achieved by involving workers in management. However, opposite results may be obtained here compared to those expected if such motivation is aimed at lumpen employees.

Principles of Motivation

Motivation of personnel at an enterprise should be carried out not just for the sake of what is necessary, but for effective motivation, which can only be achieved if the organization’s management adheres to certain principles:

1. The interests of employees must be taken into account when motivating them, but the capabilities of the enterprise must also be taken into account.
2. Motivational tools should be based on the principles of fairness and objectivity.
3. The use of motivation tools should be accompanied by a short time lag between the work performed and the reward for this work.
4. The motivation program should be communicated to all employees of the company.
5. When using motivation methods, it is necessary to take into account the characteristics of each employee.
6. The organization's management must itself, or through the delegation of these powers, survey employees regarding their motivation.

The motivational program at the enterprise must be constantly analyzed, which makes it effective.

Individual methods of motivation

As mentioned above, achieving motivation goals is possible if individual motivation methods are used.

These methods include:

• Material bonuses to employees for completing the assigned task. Each organization sets its own criteria for awarding bonuses to employees. Each person is interested in greater payment for his work, so he will strive to comply with the instructions of the manager.
• Work for a certain period of time without taking sick leave. This is facilitated by playing sports, refusing bad habits, which can be encouraged by special cash payments specific employees, as well as those employees who simply did not go on sick leave.
• In heavy industries, it is necessary to provide workers with a full social package so that they feel that in the event of temporary loss of ability to work, they will be protected, which will allow them to perform their work better.
• Training and retraining of employees as new knowledge becomes available. This contributes to the self-development of employees, and the organization can obtain general specialists.
• Badges, awards, cups and other incentives are non-material methods of motivation. Based on the results of performing any work, certain employees are singled out, which helps to raise their morale and desire for improvement.

Motivation problems

Managing staff motivation requires the presence of competent management. However, today in domestic enterprises there are problems of motivation that must be eliminated if the manager wants to provide effective activity organizations.

Such problems include:

1. Legal problems. Employees of the organization very often have poor knowledge of the regulatory framework in the field labor legislation, which allows some managers to put pressure on these workers and humiliate them. As a result, the motivation of personnel at the enterprise reduces its effectiveness, and employees cease to receive satisfaction from the work process.
2. Economic problems. Many managers believe that paying employees wages is enough. However, in the absence of various incentives, both material and non-material, employees of the organization lose initiative, labor productivity decreases, which negatively affects the efficiency of the organization.
3. Moral problems. Employees of domestic enterprises have always been distinguished by the fact that they brought home from work what was in bad condition. Basically, these actions are punishable by serious anti-motivational actions - various fines and punishments.

Finally

Thus, motivating personnel at an enterprise is a rather complex task. It requires an individual approach to each employee, which is very difficult for managers. The main methods of motivation are material. However, they must be combined with non-material motivation personnel, which will more effectively influence the subconscious of employees and increase the efficiency of the organization.

What are the methods? social motivation staff? How to develop a motivation system based on the example of other organizations? Where can I get help managing a staff incentive program?

Do you know what you need to focus on when developing a motivation system? This is not only the specifics of the enterprise, the competent distribution of responsibilities, rewards and fines. This is also rational organization work and the impact on each employee in accordance with his character and approach to work.

I, Anna Medvedeva, a regular author of the HeatherBeaver resource, will help you sort out these and other questions.

So let's begin!

1. What is personnel motivation in an organization?

First, let's find out what it is.

The classic definition is as follows:

This is a set of processes that encourage, guide and support the work activities of employees to achieve certain goals.

It is not difficult to guess that there are several methods of motivation.

The most effective system is one that combines:

• material incentives (additional cash payments);
• non-material rewards (gratitude and praise);
• fines and punishments.

To successfully manage a motivation system, it is necessary to know the factors that motivate employees. They are internal And external.

Internal dreams include creative ideas, the need for self-realization, etc. To external ones - money, career growth, social status, high standard of living, etc.

Optimal ratio of internal and external factors - the basis for coordinating the interests of employees with the interests of the company and a successfully developed motivation program.

In the table we give examples of well-known theories of motivation from world developers.

Various theories of motivation:

2. Features of motivation in accordance with different types of employees - 5 main types

All employees can be divided into several categories depending on their character and attitude to work. Knowing each person’s type, it’s easier to choose the most effective methods motivation. Even if the type is mixed, this approach will still work.

So, take a closer look at your colleagues, analyze your observations and draw conclusions about who works in your team.

Type 1. “Toolkit”

For such people, the main thing is the size of the salary. They do not attach their souls to either the team or the institution. This does not mean that their relationships with colleagues are bad. They can be quite friendly. But if a competing company offers such an employee a salary higher than yours, he will leave without hesitation or regret.

How to motivate toolmakers? Of course, with money. High salaries, bonuses and cash bonuses. If necessary, a system of fines is also used.

Type 2. “Professional”

For such an employee, work is a means of self-expression. The main thing is that he finds his work interesting. Therefore, he takes on the most difficult tasks and loves innovative areas. Professional interest in work can encourage him to complete a large volume in a short time.

Since the entire being of a professional is filled with passion for his work, the amount of salary fades into the background for him. It is best to motivate this type of employee by elevating him to the rank of expert. That is, constantly ask for his advice and emphasize his professionalism and contribution to the enterprise.

Type 3. "Patriot"

An employee of this type does not separate his mission from the general one, just like success. He lives for work and feels like an integral part of the company, and a necessary one. It is very important for him to know that his enterprise needs him.

Such employees often manifest themselves as social leaders in their teams. You can motivate them financially, but it will be much more effective to express gratitude and emphasize its significance and irreplaceability.

Type 4. "Master"

Despite the fact that such a person works for hire, the main thing for him is independence. He does not accept any control in the work process. It is easier for him to take full responsibility for risky decisions.

An effective motivation for this type of employee is to recognize his authority and provide freedom of decision-making. Monetary incentives for such employees are secondary.

Type 5. "Lumpen"

This is the most hopeless case. No activity, initiative, desire for professional development and growth. Lumpen seeks only to minimize effort in performing work duties.

Finding effective motivation for such an employee is very difficult. Most likely, it doesn't exist at all. Since it's in equally They are not interested in material rewards, career growth, praise or honorary certificates.

The most likely way to influence the lumpen is through increased control and an authoritarian management style, since the danger of punishment is the only thing that can somehow excite him.

You will find information on ways to increase motivation in the article “”.

3. How to develop a personnel motivation system in an organization - step-by-step instructions

Let's compose approximate diagram implementation of a motivation system at the enterprise.

It can be adjusted as the action progresses, because the process always proceeds differently and some unforeseen circumstances are sure to arise.

Step 1. Inform employees about intentions to increase motivation

This must be done. Moreover, it is necessary to educate subordinates about the main goals of the activities being undertaken. That is, to clarify that the motivation system is being implemented not only to ensure that each employee improves the quality of performance of their work duties and each department becomes a leader. What is most important is to achieve the common goal that faces the entire enterprise.

Employees will be aware of the situation and feel like they are part of a big deal.

Step 2. We study the company’s staff in detail

Since motivation involves different methods of influence, you need to know how to choose them correctly. And for this you need to study your team. Find out how people live, what they are interested in, who has what priorities, etc.

The simplest and most popular survey method is a questionnaire. In addition to items about the actual data of employees (age, education, specialization, etc.), include questions regarding career growth, leadership, etc. in the questionnaire.

Pay attention to points about whether the company meets the needs of employees. And also be sure to provide a place for wishes and suggestions. Add a column in which employees can rate the importance of questions on a 10-point scale. To get the most honest answers possible, we recommend conducting the survey anonymously.

Step 3. Analyze staff motivation systems

Study known motivation systems, especially those of competing companies that have so far been more successful than yours. Find the principles and methods that best suit you from the different options. Effective motivation of personnel in an organization must be comprehensive.

Examples of famous programs:

1. "Golden fever". Well suited for departments that directly work with product sales. Departments in different regions are awarded points for the sale of certain items. Cash rewards are distributed based on the results.
2. "Imago". Employees present their ideas for improving the operation of the enterprise and offer practical solutions. The management considers all options and awards points for useful and rational proposals.

Step 4. Conduct an employee survey

The opinion of subordinates is also very important. If you take it into account, you will develop an effective motivational system. In surveys, take into account the specifics of departments, especially in remote branches and regional offices companies.

Step 5. Inform employees and implement a system for increasing motivation

When the motivation system is ready, implement it at the enterprise. But first, be sure to bring the staff up to date.

Tell us about all the moments of the program:

• purposes;
• timing;
• proposed changes;
• benefits of the motivational system, etc.

The program must first of all be transparent . That is, it should not leave employees with a feeling of understatement, vagueness, injustice, and especially deception.

4. Who provides assistance in increasing staff motivation in the organization - review of the TOP 3 companies

Business management companies often combine both service delivery and training.

We would advise you not to neglect the opportunity to gain new skills. In a dynamic business field, practical experience is of great value.

1) Vpodarok

The team, working at the highest professional level, has become the best in its field over the 10 years of its existence. Their clients are large Russian and foreign organizations (Yandex, Beeline, Rosneft, Audi, Mercedes-Benz, Microsoft, etc.). In the list of services of this company you will find everything related to motivation and marketing: motivation and bonus systems, promotion Employee KPIs, establishing partnerships and much more.

Company advantages:

• professional approach to work;
• adequate price tags;
• efficiency;
• reliability;
• various payment options.

On the Vpodarok.ru website you will also find 10 solutions for building customer loyalty - gift cards and certificates, promotional souvenirs, etc.

2) MAS Project

The business performance management system offered by MAS Project includes over 30 tools that will help you take your business to a higher level.

The result of implementing such a management system will be:

• increasing company profits;
• accelerated growth and development of the enterprise;
• increasing the efficiency of each employee.

For each client, a presentation is made taking into account the specifics of the business. The learning process consists of 2 parts - primary and secondary. Specialists develop a motivation system for each organization, taking into account all the issues and nuances. If necessary, trainers will be used to train managers in management techniques. Tariff plans MAS Project provide different variants- up to 25, 50 and 100 users.

3) TopFactor

The company offers both services for the implementation of management technologies and a ready-made software product, with the help of which you will streamline the entire list of tasks and control in the enterprise. With it, you can evaluate the performance of individual employees, departments and the organization as a whole.

You will achieve:

• establishing feedback with staff;
• designation of the contribution of each employee to the common cause;
• organizing the time and efforts of employees;
• receiving subjective assessments from your experts;
• transparency of the assessment and reward system;
• objective control in production;
• effective analysis of all internal information and etc.

TopFactor has been helping to successfully solve the most complex issues of increasing the efficiency of enterprises for 18 years.

5. How to motivate employees through work organization - 5 effective principles

Increasing the effectiveness of the motivation system is not only about the correct selection of rewards and punishments.

Rewards are the result of work activity. But it is important that the process itself becomes as effective as possible.

Principle 1: Combining tasks

This means that you need to move away from the traditional scheme, when a task is broken down into components and distributed among several workers. Entrust this task to one of your employees from start to finish. This approach contributes to the acquisition of additional skills and ensures the completeness of assignments.

Principle 2: Completeness and integrity of work assignments

The second principle increases the employee’s responsibility for the process, since he alone performs all stages. In addition, the performer comprehends the significance of the tasks and his responsibilities.

Example

At a telecommunications company, the HR department revised the principles of distribution of responsibilities between employees. Each of them was assigned responsibilities for maintaining certain stages of accounting for all departments.

Now each employee fully reports on the two departments that are assigned to him.

After just two months, the new operating principle showed that it was much more effective than the previous one. Each employee performs their duties faster and with better quality, and the responsibility for work and concentration of employees has increased.

Principle 3. Establishing relationships with consumers

This provides feedback to clients, helps employees acquire additional professional skills and increases their degree of independence.

The introduction of this operating principle is possible, for example, in organizations involved in the repair of household and office equipment, sewing workshops, car services and other service establishments.

Example

A service center for the repair of office equipment has established a strict restriction on the interaction of technicians with clients (to avoid unofficial work in the workplace). Because of this, the manager had to spend a lot of time on negotiations, clarifying the nuances of the repair and explaining them to clients.

After analyzing the situation, management changed the operating principle. Communication with clients, as well as the purchase of spare parts necessary for repairs, was entrusted to the craftsmen. As a result, the work process became more streamlined, and clients remained satisfied, since communication through the manager left many feeling deceived.

Principle 4: Delegation of authority

Responsibility for completing tasks and control over work is completely transferred from management to subordinates. It also makes workers more independent, teaches self-organization and increases the level of work motivation.

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