The concept of motivation and motivational factors in the activities of a manager. Factors of labor motivation Main factors of labor motivation

The motivation of work activity, its strength, and direction are determined by the influence on a person in the process of work of various groups of external and internal, objective and subjective factors associated with both the employee himself and the subject of management, professional group, organizational environment, etc. In their combination, the factors influencing motivation, forming a certain integrity, are not always equally directed. They can be in a state of confrontation, antagonism, parallel direction of influence, etc.

At a minimum, the following groups can be included among the factors that contain stimulating opportunities and ensure the activity of personnel (Fig. 1.2).

Rice. 1.2. Main factors influencing staff motivation

Let us consider in more detail the content of each of the groups of factors named in the diagram.

Personal factors are determined by the needs of the individual and collectively cover all aspects of human life and, therefore, go beyond the boundaries of the relationships that develop in the organization in the process of work and other activities.

The following personal factors can be identified that indirectly influence various aspects of labor behavior and, in particular, the performance of professional and official duties:

Basic value orientations of the individual;

The goals that a person sets for himself;

Individual properties influencing the behavior of the individual;

Moods that act as a background to work activity;

The ability to work and diligence of the individual.

Basic value orientations determine the content of the relationships that an individual in an organization strives for and builds around himself in connection with his needs and interests. In particular, in the structure of value orientations, the following occupy an important place in connection with motivation:

Corporate values ​​that determine the place of corporate requirements and benefits as sources of activity;

Moral values ​​that determine the content of organizational behavior;

Values ​​that determine the individual’s attitude towards himself and set the style of relationships built by the individual, as well as the style of his activity;

Social values, including values ​​that determine an individual’s relationship to various social strata of society and, ultimately, his socio-political position.

Of course, the value orientations mentioned here do not exhaust their entire spectrum. In fact, a lot has to do with the situation in which an individual or group finds themselves involved in the process of professional activity.

Goals that a person sets for himself voluntarily or forcedly, are also significant for her motivation. Among the motivationally significant goals are the following:

Goals related to life and career planning;

Goals related to satisfying the need for the development of self-realization;

Goals related to a change in social status, for example, starting a family, having a child, and others that influence the transition to another social group, contributing to the acquisition of a new social status, etc.;

Goals of the socio-psychological direction, focused on achieving recognition, respect, and generally comfortable relationships.

As you can see, each goal is associated with a certain aspect of an individual’s life and is significant in different periods of life.

Individual properties, influencing behavior and the way of life in general and being unique motives are associated with the following personality characteristics:

Her tolerance, i.e. a kind of livability in various organizational and corporate conditions;

Focus on cooperation, and therefore on collective forms of activity;

A kind of universality of personality, i.e. her ability to perform many or one type of activity;

The structure of her interests, influencing the level of involvement of the individual in organizational relations;

Communicative qualities of the individual.

-Moods of individual workers and staff act as a background for both work activity and relationships that develop in the process of implementing organizational values ​​and in the organizational climate, which largely ensure the longevity and sustainability of the cooperative principles of organizational and labor behavior.

Finally, the ability to work and diligence of the individual, which, on the one hand, are derived from its psychophysiological capabilities and, on the other hand, its characterological characteristics, are also elements of motivation and need to be managed. Here management is focused on the development of these personality traits. In other words, ability to work and hard work are noticeable motives that influence professional performance, but at the same time, their condition must be stimulated with a focus on the development of both ability to work and hard work.

Personal factors also include:

Changing the system of needs of personnel of different age groups;

Changing priorities and value orientations;

Mental states of the individual, for example depression, as a result of experiencing some kind of failure, etc.;

Change in social status or social position of an individual;

Revision of the relationship of the individual with objects that are significant to him;

A person's physical condition, such as deteriorating health.

Factors of professional activity. Some aspects of professional activity, regardless of the field in which it is carried out, have a direct impact on work motivation.

The components of work that act as motivation factors are:

Creative component of work activity;

A component that allows an employee to demonstrate exceptional abilities, physical or intellectual;

A component that can be called competitive;

Developmental component;

Research, educational component.

Each type of work, one way or another, includes creative component, requiring the mobilization of the intellectual and cognitive abilities of the individual. For most people, although not all, the creative component of work is the most attractive part of the job. In this case, the object of management will be the enrichment of labor, the increase in the content of operations of those components that will make work more creative.

A component that allows one to demonstrate exceptional data or ability in a specific workplace, can also be used as a motivational element. In this case, the object of motivation is the superiority, unusualness, and dissimilarity of one employee in performing work duties in relation to another. Demonstrating one's own superiority over others is always attractive to almost every person.

Competitive component is close in content to the component based on individual superiority and exclusivity, but it also has some originality. This uniqueness consists mainly in the use of group factors. Work in a group or work using group results, work in conjunction, etc. - these are the main ways to use motivation as an object of management. Undoubtedly, group methods of organizing activities make it possible to obtain additional positive results through creatively streamlined cooperation, expressed either in spontaneous or planned division of labor.

Developmental component of labor also refers to labor motivation factors. Thanks to this component, the need for self-realization is satisfied. Work, which necessarily includes the opportunity to develop a person’s abilities, is always attractive and interesting precisely because it opens up new opportunities for a person.

Closely related to the developmental component research (cognitive) component labor activity. In conditions of limited creative component, the research component makes it possible to compensate for the deficit in the application of intellectual effort and thereby increase the attractiveness of work, i.e. create opportunities to further motivate him through a specially organized research function. The research (cognitive) component can be used to develop individually oriented techniques and methods of work.

As group factors These are the properties of the primary group, into which the employee is directly included in the process of performing professional duties. Relations with such a group can be built on the following grounds:

Technological;

Compatibility;

Hierarchical.

Technological factors group integration are completely confined to professional activities and manifest themselves exclusively through the separation and integration of labor operations. This kind of relationship especially brings the group together on the basis of activities that are meaningful to each member of the group.

Compatibility as a factor of group integration, it is based on the presence of workers in one place at the same time. It arises due to the fact that activities are carried out in one workspace.

Hierarchical relationships are based on various factors of leadership and subordination, and in informally organized hierarchical structures. There may be hierarchical relationships based on participatory or paternalistic relationships.

Under the conditions of these connections and relationships, group motivation manifests itself in a moral, individual, organizational, labor, and socio-psychological influence on the employee.

Moral motivating influence of the group consists in the formation of a moral atmosphere of relations that manifest themselves directly in work, or more precisely, in the relationship between the subject and the objects of labor.

In the context of corporate relations, the moral aspect of work receives additional development incentives as a special motivation, the essence of which is to ensure corporate organizational behavior.

Individual influence manifests itself in imitation, certain styles of behavior and work practices. The individuality of the other and the desire, in this regard, to be like the other, in the presence of standards of corporate behavior, serves as the most important motivating element. Organizational and labor motivating influence is expressed in the appropriate organization of work, workplaces, sanitary and hygienic working conditions, work and rest regimes, which together can influence the rhythm and quality of both the results of work themselves and form a positive attitude towards work. All of them are elements of motivation that actively influence the organizational behavior of employees.

Separately identified as motivating socio-psychological influences, expressed primarily in the created environment of tolerance and sympathy and the resulting relationships of trust, recognition, respect and other personally significant factors that stimulate adequate behavior in the workplace, focused on the implementation of the most important labor corporate values.

Under the influence of various kinds of group factors based on social or socio-psychological content, changes in the process of motivation can also occur. These factors primarily include:

Solidarity with group values ​​and norms;

Referentiality, i.e. voluntary imitative orientation towards certain types of behavior;

Group pressure caused by interests related to the performance of professional activities and their payment;

Group work technologies, which objectively require the subordination of the employee, and all personnel, to certain standards.

Group factors strongly influence the dynamics of the motivation structure in primary teams, in those teams that are characterized by the presence of direct long-term technological and socio-psychological mutual influences.

Economic, organizational, managerial, and social factors have a wide variety of influences on motivation.

Among economic factors, influencing the dynamics of motivation, we highlight the following:

Changes in salaries that may be caused by the economic growth of the organization;

Changes in incentives and incentives for personnel, for example the introduction of various types of benefits and privileges;

Reconstruction associated with changes in the range of products, mergers with other organizations, etc.;

Changes in marketing policy and position in product market segments;

Changes in the economic policy of the organization in connection with structural changes at the macro level.

Organizational and managerial factors usually closely related to economic ones, being their cause or consequence. Among these factors, the most noticeably influencing motivation are: the level of formalization of the organizational structure, its complexity, stability and mobility, rigidity; duplication of organizational structures at different hierarchical levels of management; management style practiced in the organization; participatory structures and features of their use in management; the predominance of humanistic tendencies in organization management; focus on group technologies for carrying out management activities; special incentives for participation in the management of ordinary personnel; use in management of technologies focused on personnel training and development; elimination of subjectivist tendencies in management, especially in personnel assessment and selection.

Incentives are:

Material incentives: salary increase: for increasing the volume of work; for the growth of qualifications; for combining positions, performing a volume of work with a smaller number of employees; for increasing sales volume. Bonuses: for the introduction of new developments and new equipment; for the manufacture of products for export; for improving product quality; based on the results of work for the year; for reducing the labor intensity of work, etc.

Moral incentives: corporate; municipal, city, regional significance; of national importance; interstate significance; international moral incentives.

Career incentives: the desire to be recognized in one’s team; continuous improvement of your knowledge after graduation from university or college; long-term provision of cash income; expanding the scope of decision-making authority; full realization of your creative potential; steady promotion; election to governing bodies (of the entire hierarchy from bottom to top); participation in the work of interstate bodies and joint ventures; election: head of an organization or to government bodies.

Additional incentives: incentives for participation, development and implementation of innovation proposals and inventions; one-time payments for contribution to increasing the profit of the enterprise; for participation in increasing share capital; one-time payments from savings funds; preferential sale of shares and bonds to its employees; one-time payments at the end of the year; payment of dividends on shares.

Social-natural incentives: allocation of goods produced by the enterprise for wages to employees; purchase for employees of consumer goods from other enterprises (cars, televisions and other household appliances); construction and allocation for use to employees free of charge or with partial payment of dachas, garages, etc.; preferential purchase of the above goods, including food; allocation of preferential loans; providing deferred payments for a certain period.

Social incentives: free use of preschool institutions; free meals at work; free medical care; lending for free education; payment of transportation costs; free use of sports facilities; early retirement at the expense of the company; advanced training at the expense of the enterprise; material guarantees for unemployment; purchasing housing for workers; reduction in production standards due to deteriorating health; discount on the purchase of goods; provision of interest-free loans.

Tasks:

Exercise 1: Distribute the motifs by affiliation in Fig. 1.3.

1. Sense of duty.

2.Satisfaction from the content of work.

3.Training.

4. Earnings.

6.Collectivism.

7.Self-affirmation.

8.Self-expression.

9.Prestige.

10. Career.

11. Justice.

12. Competitiveness.

Task 2. To clarify the classification of motives according to S. Zanyuk:

According to S. Zanyuk, the variety of motives manifested by a person can be classified as follows:

Task 3. Create a map of employee motivators.

Creating a map of employee motivators

Task 4. Form the prevailing needs.

Motivation is an important component of any individual activity. From Latin, this term, found in many scientific fields, is translated as “that which moves forward.” Correct internal and external motivation allows a person to fully realize their natural abilities and achieve their goals.

Peculiarities

Currently, psychologists, sociologists and teachers are studying the deep essence of motivation. But despite this, there is still no single definition of the concept itself. In psychology, motivation is defined as a physiological process that controls human behavior and determines his reactions in a certain life situation. You can use other definitions for this concept, namely:

• Inducing a person to take a certain action.
• The ability of an individual to satisfy his own needs through an activity.

It follows from this that if a person is motivated, then he is active, organized, distinguished by purposefulness and stability of character. Many scientists who study the influence of motivation on a person’s success in society associate it with the presence of motives.

Motive can be conventionally considered the meaning of activity, but this concept should not be confused with a goal or need. The motive is expressed in the form of specific human experiences that cause positive or negative emotions associated with satisfaction or dissatisfaction with the state of affairs. For example, if hunger is a need, then food can be considered a goal. The motive in this case is the desire to eat. In the real world, in order to realize motives, sometimes a lot of internal tension is required.

Intrinsic and extrinsic motivation

Depending on the source of motivation to action, the following types of motivation are distinguished:

• Internal or intense. In this case, there are no connections between a person’s active activity and any external circumstances. The motive for a particular action is thoughts, emotions and feelings.
• External or extrinsic. It occurs when external circumstances push a person to certain actions. If they are excluded, then activity may drop to zero.

Intrinsic motivation is always associated with pleasure. In this case, for a person the result itself is already a reward. In the presence of this type of motivation, the individual:

• Easily maintains a high level of concentration when performing the assigned task, which eliminates the risk of accidental errors.
• Performs assigned tasks as clearly and efficiently as possible, without unnecessary exhausting overexertion.

To increase intrinsic motivation, a person must convince himself that he enjoys doing the job he has been assigned. In other words, you need to turn your work into a hobby. A feature of intense motivation is that it can, to a certain extent, depend on the emotional state of a person. For example, a person can enjoy work only if things are going well in his personal life.

It is in this case that external motivation, which is often associated with material or moral rewards, must keep a person from doing wrong. This type of incentive to action is less effective. Under the influence of external motivating factors in a person:

• Difficulty concentrating may occur, leading to slowness in action.
• There will be no sincere interest in the task, which can significantly reduce the quality of the result.

It is optimal when internal and external motivation factors are in balance. It is in this case that the likelihood of becoming a successful person increases significantly. External motivation is more changeable, which is associated with changes in the conditions of the surrounding world. With constant internal motivation, a person is not characterized by despair, so he always finds ways out of the most difficult life situations.

Classification of motivation by other factors

Depending on other factors, other types of motivations may be distinguished. So, according to their constancy, they can be classified into:

• Stable, which are characterized by maximum reinforcement of some external influence or internal belief. In this case, it is not necessary to create additional motives for the person to successfully move towards the goal. Such motivations can work wonders and keep a person in a creative state for a long time.
• Unstable, requiring mandatory external replenishment in order to ensure the individual’s advancement.

In addition, motivations are classified according to their impact:

• Positive involves the use of exclusively positive incentives. For example, parents promise to buy a child something if he successfully completes the school year.
• Negative is based on an understanding of what not to do. For example, students must attend lectures to avoid being expelled. This type also includes material penalties for work not completed.

For the successful work of any team, competent external and internal motivation of personnel is necessary. As a rule, this issue is dealt with by experienced personnel officers with a psychological background. Setting the right motivation always requires an individual approach. You need to understand what is the motive and driving force for a particular employee to perform high-quality work. Of course, it is important to awaken internal interest, but, nevertheless, external positive motivation (EPM) of personnel is considered the most effective.

External motivation of personnel is divided into types from the point of view of receiving benefits:

• Material involves receiving material rewards, for example, in the form of cash. This method is considered effective only when rewarding an individual employee, a small team working on a specific topic, or a group of people engaged in work of a narrow focus.
• Intangible provides for the receipt of emotional benefits by staff. This method works effectively when applied to the entire team. With its help, you can raise the self-esteem of all employees at once and instill in them self-confidence. This is the case when a person begins to consider the work team as his family.

Non-material motivation of staff requires a professional approach. It is conventionally divided into:

• Labor. To achieve this, the staff are provided with comfortable working conditions, and are also given the opportunity to work on a flexible schedule and receive time off if necessary.
• Status. In this case, high-quality work should become a guarantee of advancement up the career ladder, which naturally entails improved well-being.

Personnel motivation is divided according to the methods used. It happens:

• Regulatory, when psychological methods of influence are used in relation to a specific employee, inducing high-quality performance of assigned tasks. Most often, persuasive informative conversations are held.
• Coercive, this method involves the use of power that leaders have. This method of motivation is only permissible if the employee does not perform his or her job properly.

It should be understood that for every working person, the main motivating factor is a good balance between work and personal life. When it is violated, life discomfort is observed, and this generally negatively affects a person, and, therefore, does not allow him to perform his work efficiently.

In order to correctly determine motivation for staff, it is necessary to take into account the vital needs of employees. The main ones are the following:

• Maintaining your own health in good condition, which, of course, does not allow you to work too hard.
• Having free time to pay attention to your loved ones.
• Gaining the opportunity, if necessary, to solve personal problems.
• Understanding of management in the event of force majeure.

In order to motivate staff to perform high-quality work, you can use the following examples:

• Provide one or two additional paid days off per month. On this day, a person will be able to solve any personal problems, and will not be distracted by them while completing assigned tasks.
• Establish shortened working hours for certain categories of employees. For example, valuable specialists in old age often need this.
• If possible, allow employees to work remotely for objective reasons.
• Organize the correct working regime, providing meals and preventative rest breaks.

Effective motivation is to support the personal growth of employees. It is necessary to create all conditions for those who strive to move up the career ladder. To improve the skills of employees, it is necessary to conduct trainings, coaching, and seminars during working hours.

The strongest motivation is recognition of success. The honor roll should not be considered a relic of the past. It is a very effective intangible positive motivation. In addition, at general meetings, managers should not forget to list distinguished employees. In a prosperous, successful team, traditions must be created. To do this, you need to hold corporate events, but the main thing is that they are not forced. The rule should also be periodic informal communication between management and employees.

Motivation is not only an important, but also a complex area of ​​human sciences.

There are many definitions of motivation that reveal its essence according to various criteria.

Motivation is a set of driving forces that encourage a person to work to achieve certain goals. Motivation is the basis of human behavior and the basis for the effectiveness of the functioning and development of the organization as a whole. Motivation – forms a person’s activity with a certain intensity in a given direction.

The concept of “motivation” is characterized by three main aspects: needs, efforts, goals of the individual and the organization.

The essence of motivation lies in the fact that the organization’s personnel perform work in accordance with the rights delegated to them and established responsibilities, in accordance with the management decisions made.

The process of motivation is based on an individual human need (physiological or psychological), the satisfaction of which is achieved through certain behavior or actions.

Initially, in the life of the human community, work was perceived as punishment, as an inevitable but necessary evil. For a long time it was believed that work cannot bring joy and is contrary to a person’s natural calling. Work was a burden for a person, and the main one was the desire to avoid failure in life.

Many types of work activity in almost any sphere of life do not create a feeling of something joyful and bright, despite all attempts to make such work easier. However, in any case, work has always been associated with a certain attitude of a person towards it through the satisfaction of his needs.

Need- this is the need for something objectively necessary for the resumption of life and the development of an individual or a social group. This may also be something from which a person seeks to free himself, since as long as the need exists, it requires its satisfaction (elimination). Needs can arise both consciously and unconsciously. However, not all needs are recognized and consciously eliminated. Even a need that has been eliminated at a given time does not mean that it has been eliminated forever. Many needs are periodically renewed and may change the form of their specific manifestation, as well as the degree of persistence and influence.

Needs give rise to motive.

Motive(from Latin movere - set in motion, push) - this is an incentive to activity associated with satisfying the needs of the subject and determining the direction of action.

Motives can be unconscious or conscious Unconscious motives– these are, first of all, drives and attitudes. Attraction is a mental state that expresses an undifferentiated, unconscious or insufficiently conscious need of the subject. Attitude is a mental state that expresses an unconscious readiness or predisposition to a certain activity, with the help of which a particular need can be satisfied.

Attitudes are formed on the basis of direct experience and can be both positive and negative, that is, they imply one or another action or refusal to act.

Perceived motives– these are desires, interests, values, beliefs, ideals, worldview, etc. Conscious motives characterize the orientation of the individual.

The motives are: hunger, thirst, sleep, the desire to avoid pain, sex, curiosity, maternal instinct, envy, greed, curiosity, affection, etc.

Human behavior is usually determined not by one motive, but by a combination of them, in which the motives can be in a certain relationship to each other, depending on the degree of their impact on the individual. Therefore, a person’s motivational structure can be considered as the basis for his implementation of certain actions. It is relatively stable and is often formed consciously in the process of upbringing, education, and work.

It is necessary to distinguish between long-term and current motivation. If the motives of a person’s activity and the goal he sets relate to the distant future, and the motives provide for a strategy of behavior, then such motivation is promising. If the motives are connected only with the immediate future, then they determine the tactics of behavior. Such motivation is considered as current.

A person’s labor activity and the effectiveness of his work largely depend on the prospects of motivation. Long-term motivation helps an employee to overcome difficulties and obstacles in work, since the present for him is only a stage in achieving long-term goals. If an employee acts only on the basis of current motivation, then the slightest failure will lead to a decrease in his work activity.

Without strategic motivation of work, scientific and technological progress is impossible; negative social phenomena will accumulate in society. In the absence of long-term motivation of people, the labor discipline of workers sharply decreases. This is confirmed by a decrease in labor productivity, a drop in production volume and its efficiency. Under these conditions, the correct combination of promising and current motivation is important.

There are three types of labor motivation: direct, indirect and incentive.

Direct motivation creates interest in work and its results. The factors of such motivation are the content of work, awareness of one’s achievements for society, recognition of them by others, a sense of responsibility and self-realization of the individual in work. Activities based on such motives bring satisfaction. A person works not only to earn money. He is interested in the content of the work itself, creativity. Therefore, there is no need to control the work of such workers.

Indirect motivation is based on material interest. Factors of this type of motivation are forms of remuneration, the level of intensity of labor standards, the level of inflation, and product prices. In this case, labor appears in the form of the price of labor power, as an “instrumental” value that is exchanged for goods and services produced.

Incentive motivation is based on fear and responsibilities. It is determined by power, the level of unemployment and lack of job security, social tension, and uncertainty about the future.

Reorganization of work aimed at increasing the level of labor motivation of personnel involves the most complete consideration of all influences on the employee’s motivational sphere and on his attitude towards work. There are five groups of factors here:

Ø individual characteristics of employees;

Ø social characteristics of the work situation;

Ø working conditions;

Ø management practice;

Ø personnel policy.

1) Individual factors.

· Age. Younger workers are more willing to accept change. Older workers often prefer repetitive tasks because they have become accustomed to them and know how to perform them well.

· Education. The higher the level of education of workers, the more they value independent, challenging and challenging tasks.

· Self-confidence, need for growth. The higher a worker's self-confidence, the more confident he is that he can learn and master more complex tasks. The higher the need for growth among employees, the sooner the organization can be expected to benefit from job redesign (expansion and enrichment).

· Some people prefer repetitive and monotonous tasks. These are dependent people with a low need for growth or who have the opportunity to realize themselves outside of work. Many workers view work only as a source of funds that allow them to do more interesting things outside of work. Such differences cannot be ignored. Attempts to restructure the work of each employee throughout the organization in order to increase the motivational potential of staff can lead to the fact that the satisfaction and productivity of some employees will noticeably decrease.

· Features of work ethics. Employees for whom work is the main area of ​​personal self-determination, characterized by an attitude of hard work, careful attitude towards the organization's resources, working time, and the desire to take on greater responsibility, more readily accept the expansion and enrichment of their work responsibilities and functions.

2) Social characteristics of the work situation.

· The work group and the motivational climate that has developed in it have a significant impact on the work motivation of its members. Since most people want to have good friendships with their workmates, they try to behave in accordance with the norms and values ​​​​accepted in their work group. If a group pits itself against management and management with an us-versus-them attitude and views high-performing workers as grabbers, then workers are likely to be discouraged from working at their best.

· The immediate supervisor has a great influence on the work motivation of employees, both through his example and through rewards and punishments. The level of work motivation of subordinates depends on whether managers encourage a conscientious attitude to work, an attitude to work with high dedication, or whether they ignore such an attitude.

3) Working conditions.

· Speaking about the influence of working conditions on work motivation, it should be borne in mind that these are not only sanitary and hygienic conditions (noise, lighting, dust, etc.), but also the organization of the workplace, the provision of necessary tools, equipment and office equipment . The motivating influence of working conditions is determined by the extent to which these conditions facilitate the performance of the assigned work and satisfy the workers' need for safety and physical and psychological comfort.

4) Management practice.

· The management practices that have developed in the organization (the system of planning, organizing work, monitoring execution, the practice of preparing and making decisions, etc.) have a strong influence on the motivation of employees. The more the management practice established in an organization is focused on unlocking the potential of people working in the organization, taking into account their interests, the higher the level of labor motivation of personnel, the higher the willingness to contribute to the achievement of organizational goals.

5) Personnel policy.

Methods of stimulating employees: wages and benefits for employees (vacation, pensions, etc.), training and development of employees, social protection and other areas of personnel work have a direct impact on the work motivation of personnel. Personnel policies influence an employee’s desire to work long-term, increasing (or decreasing) his commitment to his organization.

Interaction of internal and external labor motivation.

The formation and practical application of motives and incentives are closely interrelated, which allows for confusion of these concepts.

Unlike internal levers, which are represented by the employee’s conscious motives to one degree or another, incentives in the form of external tools do not indirectly and gently encourage, but directly force him to take specific actions. An incentive as an external direct influence on an employee for a certain behavior not only affects his already formed motives, but at the same time lays and develops new motives. This is how moral values, mentality, personal, social and professional orientation are formed. At the same time, incentives, bypassing motives, can directly force an employee to a certain behavior contrary to his desires.

Stimulation as a way of managing the labor behavior of an employee consists of purposefully influencing the behavior of personnel by influencing the conditions of their life, using the motives that drive their activities. In the broadest sense of the word, incentives are a set of requirements and a corresponding system of rewards and punishments. Incentives presuppose that management bodies have a set of benefits that can satisfy the employee’s significant needs today and now and use them as a reward for the successful implementation of labor functions.

Reprimand, reprimand, fine, dismissal and similar methods are often used to manage employee behavior. Management practices with an emphasis on punishment give rise to a number of negative trends in the behavior of employees, which negatively affect the effectiveness of their activities. Moreover, it is known that punishment can lead to serious conflicts.

The rule to follow is that rewarding employees for good work is always more effective than punishing them for bad work.

There are a large number of types of rewards:

ü provision of food;

ü free lunches,

ü picnics organized by the company;

ü gifts;

ü providing classes for physical development, health promotion,

ü provision of a company car,

ü provision of a mobile phone,

ü provision of a voucher to a holiday home, sanatorium, dispensary, etc.;

ü use of company equipment for personal purposes (copier, long-distance calls from a business phone);

ü friendly greetings,

ü oral or written declaration of gratitude;

ü please give advice,

ü recognition in the company's press organ,

ü memorable souvenirs, etc.

A variety of types of rewards allows you to choose the one that will be positively perceived by a person.

Theories of labor motivation.

There are quite a lot of modern theories of motivation. They are divided into two categories: substantive and procedural.

Content theories of motivation are based on the identification of those internal drives (needs) that force people to act in a certain way. Theories that explain human behavior based on his needs have become widespread: A. Maslow’s “hierarchy of needs”, D. McClelland’s theory of acquired needs, F. Herzberg’s two-factor theory, K. Alderfer’s SSR theory and some others.

Process theories of motivation are based primarily on people's behavior, taking into account their perception and cognition. These include the expectancy theory of K. Lewin, preferences and expectations of W. Vroom, the theory of justice of S. Adams, the complex Porter-Lawler model, the theory of goal setting of E. Locke, the theory of reinforcement of B.F. Skinner, D. Atkinson's risk selection model.

Some theories focus on the analysis of the factors underlying motivation and practically ignore the process of motivation itself. Others are devoted to the process of motivation, description and prediction of the results of the motivational process, but do not concern the content of motives.

Currently, according to the calculations of E.P. Ilyin, author of the book “Motivation and Motives,” there are about 50 motivational theories in the foreign world, mostly procedural.

In the works of domestic scientists (A.K. Gastev, S.G. Strumilin, A.N. Leontyev, V.A. Yadov, A.G. Zdravomyslov, V.P. Rozhin, E.D. Katulsky, Yu.P. Kokin, N.F. Naumova, I.F. Belyaeva, etc.) consider not only needs, but also the process of formation and functioning of motivation, and highlight the meaning-forming motives of work activity.

Although content and process theories of motivation differ on a number of issues, they are not mutually exclusive. The development of motivation theories was evolutionary in nature. They are successfully used in solving daily problems of motivating people to work effectively. Let us take a closer look at the theories of motivation most widely used in management practice.

The concept of hierarchically ordered levels of human needs was outlined and substantiated by the American psychologist Abraham Maslow in 1943 in the journal Psychological Review and then developed in his famous work “Motivation and Personality.” These needs form and develop a person’s life goals and determine the direction of his efforts to realize his potential.

One of the central tasks of management is to create conditions under which motivated people can satisfy their needs. A satisfied need ceases to be a source of motivation, and therefore, Maslow believes, it is necessary to keep some needs unsatisfied. When a need at a low hierarchical level is satisfied, it does not motivate human behavior, but a higher one takes over the baton. High-level needs begin to concern the individual only after basic, life-sustaining needs have been satisfied.

Basic physiological needs determine the minimum that is necessary for human survival; Without their satisfaction, a person cannot strive for higher goals. All these needs can be purchased with money, and paid labor becomes necessary.

The next hierarchical level of the pyramid, “Security,” comes from imaginary or real insecurity, from various versions of this strong, powerful feeling of fear of losing one’s livelihood, illness, loneliness, threat to personal safety and unfair treatment.

The need for security and confidence in the future arises as a reaction to this “crazy, crazy, crazy world” that is often, unfortunately, hostile to humans. And this is not only a fear for one’s life, but also a fear of losing a job or home, family, loved ones, a threat to a person’s honor and dignity.

The needs of higher levels of Maslow's pyramid - the spiritual, moral level. they exert their motivating influence only if the needs of the lower levels are satisfied. Although it happens that in the name of self-affirmation and prestige, people deliberately neglect a basic need. Practitioners rarely think about the desire of many people to be involved in a certain social and cultural layer of society, and Japanese managers have long taken this factor into account.

An experienced manager knows what kind of blow can be dealt to an employee by demoting him and thus transferring him to another social environment, or, conversely, flattering his pride by inviting him and his wife to his (the boss’s) anniversary. It is the social environment: family, company of comrades and friends, various public organizations that allows one to satisfy this important need and cure a person from an inferiority complex, from loneliness, from feeling like an outcast from society.

Another higher level need is the need for respect, recognition and prestige of one's personality. Money is not always an important motive for behavior for creative people and managers; the work itself and social prestige are more important. Although, let’s be honest, as a result of high authority, respect, and prestige, money and a high level of material well-being usually appear.

The highest need of an individual, according to Maslow, is a person’s desire for self-expression and personal power.

The main motivation for his activities is the need for self-affirmation, obtaining real power by creating his own prosperous company (private empire) or achieving victory always and in everything, and the size of profit serves only as a specific indicator of this victory. Power in this case is manifested in the ability to dictate one’s will to others and emphasizes social inequality in society. And finally, an important motive for entrepreneurial activity is the joy of creativity, the pleasure of a job well done, which is more important than the economic result and indicates the mental health of the individual. It is clear that a person’s completely natural desire to realize his potential for self-improvement, creativity, independence, attempts to “know himself” and work hard “on the wild stone of his soul” deserve respect and understanding. If you want to know a person, give him power. Nothing deforms a person’s soul more than power, and it is no coincidence that, according to Maslow, self-affirmation and power occupy the highest hierarchical level of the pyramid of priorities of human needs.

However, it should be remembered that Maslow’s pyramid is only a model of needs, and a very simplified one.

K. Alderfer's ERG theory arose in the late 1960s based on the modernization of A. Maslow's theory of needs. She identifies three groups of needs:

– needs of existence (physiological and physical),

– communication needs (social),

– growth needs (personal).

These needs are correlated in a certain way with Maslow’s pyramid.

However, if, according to Maslow, the development of needs proceeds from the bottom up, and in each specific period one need acts (is dominant), then according to Alderfer, several needs can act simultaneously. Another difference is that, according to Alderfer, the inability to satisfy a higher order need (for example, the need for respect and development) is accompanied by an increase in lower nature needs (for example, excessive needs for the acquisition of luxury goods, etc.). This theory is useful for management practice; it opens up additional opportunities for motivating personnel and provides the basis for finding effective forms of motivation in conditions of limited organizational resources.

Frederick Herzberg, who continued the work of Abraham Maslow, created a specific substantive theory of work motivation in 1950. This theory was created by Herzberg based on interviews conducted in different workplaces, in different occupational groups and in different countries. Interviewees were asked to describe situations in which they felt complete satisfaction or, conversely, dissatisfaction with their work. The answers were classified into groups. Studying the collected material, Herzberg came to the conclusion that job satisfaction and dissatisfaction are caused by various factors.

Herzberg called factors that cause satisfaction motivators, and dissatisfaction - hygiene factors.

Hygienic factors (external working conditions) - wages, working conditions, status, quality of management, etc. - by themselves do not cause satisfaction, but their deterioration gives rise to dissatisfaction with work.

Motivators directly cause job satisfaction (achievement of goals, recognition, interesting content of work, independence, responsibility, promotion, etc.). The boundaries between individual hygiene factors and motivators are relative and fluid. Salary is a hygiene factor, but job advancement presupposes its growth.

Herzberg came to the following conclusions:

1) lack of hygiene factors leads to job dissatisfaction;

2) the presence of motivators can only partially and incompletely compensate for the lack of hygiene factors;

3) under normal conditions, the presence of hygiene factors is perceived as natural and does not have a motivational effect;

4) the maximum positive motivational impact is achieved with the help of motivators in the presence of hygiene factors.

This theory can be used in practical management, but one should take into account its shortcomings, the ambiguity of the assessment of hygiene and motivating factors, the probabilistic nature of their influence, ignoring the individual characteristics of workers, etc.

David McClelland proposed the learned needs theory of motivation, which is closely related to concepts of learning. According to his theory, needs are not arranged hierarchically, do not exclude each other, but are acquired under the influence of life circumstances, experience, training, and their influence on a person largely depends on their mutual influence.

McClelland identified the most important secondary needs, which are actualized provided there is sufficient material security:

v need for power,

v in success,

v accessories,

v avoiding trouble.

McClelland argued that any organization provides the employee with opportunities to realize three higher-level needs: power, success, belonging; on their basis, the fourth need arises - to avoid troubles, i.e. obstacles or opposition in the implementation of the three named needs. However, among employees these needs are expressed differently, exist in various combinations and depend on the innate qualities, personal experience, situation and culture of the person. These needs are manifested in corresponding motives. Basic motives are stable and change over a long period of time. However, they are subject to certain fluctuations.

The need for power is expressed in the desire to influence other people, to control their behavior, and in the willingness to be responsible for employees. These people strive for a leadership position: they have high self-control, are more devoted to the organization; They are passionate about their work and work without regard for time.

Analyzing various ways to satisfy the need for power, D. McClelland in his work “The Two Faces of Power,” published in 1970, notes: “Those people who have the highest need for power and no inclination to adventurism or tyranny, and the main one is the need for manifestation of their influence, it is necessary to prepare in advance for occupying senior leadership positions. Personal influence can be the basis of leadership only in very small groups. If a person wants to become the leader of a large team, he must use much more subtle and socialized forms to manifest his influence. A positive or socialized image of a leader's power should be manifested in his interest in the goals of the entire team, defining goals that will motivate people to achieve them, helping the team formulate goals, and developing in team members self-confidence and competence, which will allow them to effectively work"

A person focused on the need for success:

v usually desires autonomy;

v is ready to take responsibility for the results of his work;

v strives to receive regular information about specific performance results;

v is more organized and able to anticipate and plan their actions;

v sets achievable goals;

v avoids unnecessary risks;

v receives satisfaction not so much from the reward for the work done, but from the process of work itself, especially from its successful completion.

This need can be developed and used to improve work efficiency by giving appropriate tasks to the employee.

The need to belong is manifested in the desire to communicate and have friendly relationships with other people. Employees achieve job success by performing tasks that involve high levels of social interaction and good interpersonal relationships.

Thus, all substantive theories of motivation focus the manager on the need to satisfy the needs of employees, offering them adequate forms of work activity. They describe a similar structure of needs, but there are fundamental differences between them. The main difference between the above theories is that McClelland identifies needs acquired from society, Maslow proposes a hierarchical system of static needs, Alderfer proposes a flexible three-level classification, Herzberg discusses internal and external factors of work.

A graphical comparison of four substantive theories of motivation is shown in Figure 6.4.

The merit of the theorists who developed meaningful theories of motivation lies in the fact that they identified needs as a factor of personal motivation, made an attempt to classify needs and showed their interrelation.

However, these theories are not able to explain the full complexity of work motivation, and, with the exception of the possible application of consequences from the theory of F. Herzberg for workplace design, they cannot be directly translated into the actual practice of personnel management. Each of these theories provides managers with a specific understanding of human behavior and performance.

When starting to perform a particular work task, a person expects that, having completed it, he will receive some kind of reward, and, naturally, correlates its subjective value with the efforts that he must make to complete this work. These considerations formed the basis of the theory of work motivation developed by the American researcher Victor Vroom.

V. Vroom’s theory was called “Expectation Theory”. Developing the ideas of his predecessors, the scientist supplemented and significantly developed ideas about work motivation. It is no coincidence that one of his most famous books, published in 1964, was called Work and Motivation.

V. Vroom tried to give a detailed and systematic description of the structure of the labor process and its motives. The scientist proceeded from the fact that when starting work, a person thinks first of all about what he must do, i.e. about a first order result. Having determined what needs to be done, he evaluates the efforts necessary to achieve the desired result in the work. In this case, a person, firstly, thinks about the extent to which he controls the situation. In other words, a person assesses the likelihood of a relationship between his efforts and the result of his work. Secondly, he strives to imagine what he can get as a result of achieving a certain result, i.e. second order result. However, the action itself may not necessarily lead to the result desired by the person. It's just a possibility. V. Vroom denotes the possible degree of connection between the results of an action and their consequences with the term “instrumentality.” In essence, we are talking about probability, showing the degree of connection between the achievement of a certain result and a consequence that may have some value for the employee, be both desirable and unpleasant. Therefore, the probability is assessed not in the range from 0 to 1, but in the range from - 1 to + 1 (an employee may receive a bonus, not receive it, or be fined). Pointing to this circumstance, V. Vroom highlights an important feature of human motivation - the assessment of the likelihood of consequences.

An analysis of work motivation based on expectancy theory shows that to successfully motivate employees it is necessary:

Determine what type of incentives each employee values,

Determine the desired level of performance,

Make sure this level is achievable

Credibly link rewards people value to performance outcomes.

The theory of reinforcement is based on numerous studies, among which the works of B. Skinner and A. Bandura occupy an important place. Reinforcement theory is based on the principle of modification of organizational behavior, which refers to the systematic encouragement (reinforcement) of desired behavior and non-reinforcement or punishment of undesirable behavior.

Encouragement (reinforcement) is a very important principle of learning. In a sense, motivation is the internal cause of behavior, and reinforcement is the external cause. Thus, positive reinforcement is anything that increases the strength of a response, i.e. response to a stimulus, or causes a repetition of the behavior that preceded the reinforcement. Without reinforcement, there is no measurable behavior modification.

The use of punishment usually gives an instruction not to do something. This is a rather controversial method of behavior modification. However, in situations where the costs of non-punishment outweigh the benefits, punishment may be the only correct solution. Punishment has been and will continue to be used as a method of changing behavior.

S. Adams' theory of justice considers motivation not from the point of view of a person's individual needs, but on the basis of the processes of comparing oneself with others. This theory assumes that employees strive to establish fair relationships with others and try to change those relationships that they perceive as unfair. Equity theory suggests that a person constantly compares himself with other people on two variables: input and output. The employee’s contribution refers to the contribution that the employee himself and other people make to the work of time, work effort, the amount of patronage provided, etc. The result is what the employee himself and other people get from work: pay, benefits, prestige, etc. It is important to keep in mind that equity theory views input and output as perceived by the employee, which may differ from actual (objective) input and output. According to equity theory, people compare the ratio of the result obtained to their contribution with the ratio of the result to the contribution of other people.

In this case, there are three possible options for assessing such comparisons: underpayment, fair payment, overpayment.

The feeling of unfair underpayment arises when, in the employee’s opinion, his result-contribution ratio is less than the result-contribution ratio of the person with whom he compares himself. People who have been underpaid feel resentment, dissatisfaction, and irritation. A person’s feeling of overpayment arises when his result-contribution ratio is less than the result-contribution ratio of the object of comparison. People who feel overpaid feel embarrassed or guilty. In accordance with the theory of justice, people strive to avoid negative emotions (feelings of guilt and resentment) that arise when their work is unfairly assessed. Managers can take the following actions to ensure that employees perceive the management system as fair:

· better inform employees about how the amount of incentives (bonuses, bonuses, etc.) is calculated,

· identify all possible types of injustice,

· constantly monitor comparisons that are the most significant for employees (the level of pay on the labor market for a given position, a given industry, etc.).

The main implication of equity theory for management practice is that until people begin to believe that they are receiving fair compensation, they will tend to reduce the intensity of work. Some organizations are trying to solve the problem of an employee feeling that his work is being unfairly assessed by keeping payment amounts secret. Unfortunately, this is not only technically difficult to do, but also makes people suspect injustice where there is none. In addition, if employees' earnings are kept secret, then (as follows from expectancy theory) the organization risks losing the positive motivational impact of salary increases associated with promotion.

In August-September 2012, specialists from the international recruiting agency Kelly Services conducted an annual study “Staff Motivation in the Russian Labor Market.” According to the results obtained, the main motivating factor for employees in Russia remains money, for which they are willing to put up with many inconveniences in the work process.

The main motivating factors for the majority of Russian employees are still: the level of remuneration (76% of study participants) and opportunities for career growth (45%).

Comfortable atmosphere in the company (35%), Large-scale and interesting tasks (35%), Official employment and “white” salary (34%) and Training opportunities (22%) also have a significant impact on motivation.

Less significant incentives are Company Image (18%), Foreign projects/business trips (16%), Professionalism of colleagues (16%), Flexible schedule (11%) and Convenient office location (10%) (Fig. 1).

Rice. 1. What factors motivate you most at work? (%)

It is worth noting that Career growth as a motivating factor among employees in Russia is also associated with an increase in income. Thus, 70% of respondents indicated that if they decided to leave the company, then only a salary increase could keep them. 34% of respondents will stay if they are offered new interesting tasks. But career growth without a salary increase is interesting only for 17% of study participants. In addition, 13% of respondents said that in this case nothing could hold them back.

Since the money factor is dominant for motivation, it is interesting to evaluate what employees in Russia are willing to put up with if they are completely satisfied with their salary. The majority of survey participants said that they are willing to agree with Routine at work (38%) and Regular overtime (37%). For 21% of respondents, the lack of career growth is not important in this case. 16% will turn a blind eye to unofficial employment, and 15% to the lack of social guarantees. 6% of respondents will tolerate bad relationships in the team, and 4% will tolerate bad relationships with management. Another 4% are ready to put up with any negative phenomena at work for the sake of money. At the same time, 19% of respondents are not ready to tolerate any of these factors, stating that money, in this case, is not a motivator (Fig. 2).

Rice. 2. If you are completely satisfied with your salary, what are you willing to put up with at work? (%)

From the point of view of non-material incentives, employers should pay attention to the contents of the social package, and, first of all, to the presence of Personal Health Insurance and Corporate Trainings. The majority of survey participants (64% and 60%, respectively) noted that these options have a positive impact on their overall work motivation. Among other incentives, respondents noted Payment of transportation costs (32%), Med. insurance for family members (29%), food compensation (26%), preferential lending programs (24%) and payment for mobile communications (23%).

Assessing the impact on motivation of not personal, but corporate incentives, survey participants named Corporate trainings (34%), as well as Public recognition of personal success (34%) as the main motivators. Corporate events (New Year, company birthdays, etc.) have a positive effect on 14% of employees, and developed internal communications (intranet, corporate media) - only on 6%. At the same time, for 12% of respondents, none of the listed factors provides any additional motivation.

Employer status as a motivational factor

The overall level of employee satisfaction with their current employer has increased slightly compared to 2011. If last year 87% of respondents were employed, but 72% stated that they were interested in a new job, then in 2012 90% were employed at the time of the survey, and 62% expressed a desire to change jobs (Fig. 3).

Fig.3.

The most attractive employers in the eyes of employees are international companies - 62% of respondents would like to work for an international company - an industry leader or market participant. At the same time, the rating of Russian employers is low: only 23% would like to work in domestic companies, despite the fact that 47% of survey participants work in them (Fig. 4).

Rice. 4.

The rating of the ratio between the number of workers in a certain industry and the number of people willing to work in it shows that the leaders in the number of people dissatisfied with their profession remain Retail, Production and sale of consumer goods, Medicine and pharmaceuticals, and IT. The most attractive industries are the Oil and Gas industry, Entertainment and Mass Media and the Public Sector.

Employer status is an important motivational factor when deciding to go to work. 94% of respondents noted that they take into account the company’s image/reputation when choosing a job offer.

47% look for information about a potential employer in open sources on the Internet (social networks, reviews of employers), 25% turn to the company’s official website, 20% make inquiries from colleagues and friends, another 8% visit specialized communities.

In general, just over half of the respondents indicated that their employer, to one degree or another, pays attention to the issues of employee motivation: 25% of respondents agree that their companies have a clear and understandable motivation system, 29% noted that they participate in motivation programs occasionally. At the same time, 31% of respondents believe that their companies pay attention to this issue only in words, and 17% responded that their employer, in principle, does not pay attention to this factor.

Ekaterina Gorokhova, CEO of Kelly Services:

“Money still remains the strongest incentive for Russian workers, and even the crisis could not significantly influence this state of affairs. The reasons for this are varied. On the one hand, the market is experiencing a serious shortage of personnel. Qualified specialists are in short supply in almost every industry. They understand perfectly well that they are in demand and that they can dictate their terms to the employer. Another, more global aspect is that we live in a society of active consumption, especially for young people. They do not think about long-term prospects in life, do not believe in social guarantees, but simply want to be able to earn and spend money here and now. Therefore, the best employer for them is not the one who assesses their real value as specialists, but the one who can satisfy their needs.

It is worth noting that employers themselves should invest more actively in the development of their employees and offer them various opportunities to improve their skills. This will help them find additional incentives in their work, and will also increase competition among qualified specialists in the market.”

Study information:

The data is the result of an extensive survey conducted by Kelly Services in Russia in August - September 2012;

More than 6,300 people took part in the study, mostly white-collar workers from Moscow (45%), St. Petersburg (15%) and regions (40%);

Women – 53% of respondents, men – 47%;

Specialists – 57%, line managers – 27%, senior managers – 12%, without work experience – 4%;

Respondents with higher education - 72%, several higher education - 16%, incomplete higher education - 7%, secondary education - 4%, MBA - 2%, Candidate/Doctor of Science - 2%.

Motivating factors in the workplace

The social package today is one of the effective methods of attracting and retaining personnel and, of course, many companies today offer an expanded list of benefits and compensation. However, the question of the demand for these privileges and the popularity of certain components of the social package is open. When answering this question, respondents could choose no more than 3 proposed options or indicate their own.

The most popular among respondents turned out to be training events and white wages, which indicates an increase in the civility of the labor market. The leading position in this issue was taken by the indicator of the need for personnel to be transported to their place of work and back. 56% of respondents noted it as one of the most valuable components of the compensation package - quite possibly this is due to the remoteness of most large enterprises from the city center.

A very relevant indicator for respondents is white wages (47%). 45% of respondents are interested in organizing catering at the expense of the enterprise. Despite the popularity of such benefits as VHI, only 16% of respondents noted it as one of the most valuable.

It should also be noted that there is interest in such benefits as pension insurance programs - of course, there is still little demand for it, but the number of companies providing it is also small. Perhaps in the future we will see an increase in the popularity of pension programs and employers should take into account the possibility of including them in the social package.

To understand the key values ​​of the staff, the reasons for looking for a new job are important. To the question: “For what reason will you decide to change your job?” the majority of respondents chose the answer option “Difficult situation at the enterprise, uncertainty about the future.” Of course, given the unstable economic situation in the growing Russian market and the high liquidity of its main indicators, this answer option prevails. 2nd place is occupied by such a material indicator as the offer of higher wages.

For 16% of respondents, an important indicator for changing jobs is the lack of career prospects.

So what is the ideal job for Russian residents?

Among all the answer options, the leading ones are stability and confidence in the future; we discussed these factors above. By a significant margin - 12% of respondents - value the level of income and the ability to afford a lot. Team cohesion was in third place in importance - it was chosen by 10% of respondents. 2% of respondents value schedule flexibility and opportunities for recreation.

Study information:

The study was conducted in August–September 2012. More than 9,000 respondents took part in it. The survey was conducted in the format of a written questionnaire.

The main goal of the study was to identify the key factors motivating residents of Russian regions and the attitude of the economically active population to labor market trends (development of international business in Russia, increasing market mobility and relocation).

Non-standard staff motivation in Russia

During the traditional HR-meeting “Family and Business”, the online service Recruitnet.ru conducted several studies among directors and HR managers of leading Russian and foreign companies. Their goal was to identify the most important and relevant ways for Russia to motivate staff, focused on supporting employees and their families, and the importance that these programs have on the formation of loyalty to the employer brand.

Main problems

As part of the preparation of two HR meetings “Family and Business”, a range of key problems were identified that arise when employers lack attention to caring for employees and supporting their families. Three key components were identified: “health”, “time” and “ comfort".

Motivational programs: present and future

Solving the identified problems is today the main priority for companies operating in Russia. Despite the relevance of this topic, only 19% of the companies we surveyed regularly hold events aimed at supporting employees and their families. 43% of companies do this sporadically, and another 38% are currently planning to implement similar initiatives.

We studied the most popular motivation programs today and the leading areas of employee support included medical insurance (81%) and partial compensation for the cost of insurance programs that employees open independently for their family members (62%), as well as the company’s willingness to change the schedule to suit needs workers (62%) and catering in the office (53%).

Question: What incentive programs does your company use?

If we talk about the prospects for expanding the care of companies about their employees, the study made it possible to identify several key priority areas in which companies plan to implement employee support programs. We asked to rate the programs on a 5-point scale, with 5 points being “very relevant.”

The undisputed leaders were such topics as “healthy eating” and “health care” (43% of respondents gave each of these points the highest score), as well as “travel and recreation for employees” (38% of respondents gave the highest score). Also of great interest are programs for developing “good habits” among employees (57% of respondents gave 4 and 5 in this item), the ability to find a “work-life balance” (42.3% gave 4 and 5 in this item) and assistance employees “in the development of children” (47.6% of answers in the range of 4-5).

The greatest range of opinions would be in such areas as “caring for beauty”, “style and image of employees”, “family psychology” and “help in parent-child relationships” - here opinions were almost equally divided. Half of the respondents categorized this as fairly important, while the other half labeled it as completely irrelevant.

It is interesting to note that, in general, employers also consider it useful for employees to be able to cook and have “useful hobbies” and are generally not opposed to supporting them in this (although they do not consider it a priority). And among outsiders, the least relevant topics were helping non-family employees in building a family home (71.2% consider this not relevant) and supporting the practice of Eastern practices (71.4%) (although yoga in the office today is one of the most popular undertakings) .

The importance of different methods of motivation

HR specialists highlighted practices that they consider key to creating and maintaining a family-oriented employer brand. Thus, 62% of respondents gave the highest rating on the scale of importance to health insurance, 42% to flexible work schedules and catering, and 35% to insurance for employees’ children. 20% of HR specialists noted support for hobbies as one of the factors influencing loyalty, and 15% believe that it makes sense to consider compensation for the cost of classes in the fitness room.

Question: How do you assess the importance of various motivational tools?

We also asked companies what innovations in caring for employees and their families would be most interesting to them. Interestingly, the option “holding children’s parties” received the highest priority (61.9% of respondents). Second place was shared by corporate discounts on travel, air tickets and hotels (52.4%) and the introduction of the “doctor in the office” service, which is very popular today in developed countries and can significantly save time.

A fairly popular answer was that companies are ready to support the health of employees (53.4%). By the way, a group of American researchers from the Health Enhancement Research Organization, Brigham Young University and the Center for Health Research conducted a study among 20,000 employees and identified a connection between the nature of nutrition and the achievement of high results at work. It turned out that:

1. The quality of work of employees who eat healthy food is 25% higher;
2. Employees who consume at least 5 servings of fruits and vegetables daily for 4 or more days a week are 20% more productive at work;
3. and employees who exercise for 30 minutes at least 3 times a week perform 15% better than their colleagues at work.

Almost half of respondents (47.6%) are ready to distribute vitamins to their employees, and almost a third of respondents (33.3%) are ready to provide beauty salon services and organize psychological consultations right in the office.

If we talk about what employees themselves value, Careerbuilder analysts surveyed 3,900 employees of different organizations around the world. And here is the list:

1. “Short” Fridays - 40%
2. Fitness center on site - 20%
3. Ability to wear jeans to the office - 18%
4. Corporate catering - 17%
5. Massage sessions - 16%
6. Room for daytime rest - 12%
7. Transportation to/from work place - 12%
8. Snacks and drinks available in the office throughout the day - 8%
9. Personal recreation areas - 7%
10. Kindergarten on site - 6%

So many companies have room to develop their motivational programs. We will talk about this at the next HR meeting “Family and Business”, which will be held on April 17, 2013 in Moscow.

Tatiana Ananyeva, General Director of the online service Recruitnet.ru:

About three or four years ago, for the first time, we encountered changes in key trends in caring for employees, which were reflected in the company’s motivation system. If earlier the company primarily relied on material motivation or the provision of benefits that were a “copy” of Western social packages, today it is not only and so much the orientation towards the outside world (what do they have) that is becoming more and more popular, but also the willingness to pay attention to the needs its employees, as well as on corporate values ​​and ways of their implementation through the benefits that the company can give to its employees. In my opinion, this is a more adequate approach, allowing the company to create its own unique set of benefits, aimed at attracting and retaining the employees it needs, and at solving those problems that are relevant specifically for it.

That is why today the interpretation of family values ​​and care for employees is so broad and includes many opportunities, and the willingness of companies to go beyond traditional sets of benefits is an important step towards understanding that work is part of an employee’s life and it is important not to contrast it with family and life, but to help unite them harmoniously. This is how you can create a culture that truly reflects its values ​​and the values ​​of the people who work in it. And in fact, this is often much more effective and promising in terms of business organization, distribution and investment of company resources and, in our opinion, this allows the company to ultimately be more successful and attractive in the labor market.

Employers' attitudes towards remote work and flexible employment

According to research company IDC, by 2015, about 1.3 billion employees worldwide will work remotely, and the BYOD (Bring Your Own Device) trend, which is characterized by the abandonment of desktop computers, provides employees with a higher level of flexibility at work. , according to British analysts from Juniper Research, will gain momentum in 2013.

Another “Work 2.0” study was conducted by Recruitnet together with the Megaplan company in the 4th quarter of 2012, several dozen of the largest Russian and foreign companies took part in it.

Many of the companies that took part in the survey are generally supporters of or are already actively using remote (working outside the office) or flexible employment (flexible hours, the ability to work both in the office and at home). This, of course, does not make it possible to see a full picture of the entire market, but it much better reveals the key problems and opportunities for using these forms of work organization.

Thus, of the companies that took part in the survey, 64% already have employees working remotely, and 67% have a system of flexible employment (for all or for some categories of personnel) and almost all respondents plan to continue to practice this an approach.

It is worth noting that, according to research, today providing employees with a flexible schedule is considered one of the key motivational tools and one of the factors in increasing the attractiveness of a company as an employer in the labor market.

If we talk about which categories of personnel work remotely in companies today, then first of all these are managers involved in project management (40% of surveyed companies with a remote employment system provide this opportunity to these employees). Also often (in 25% of cases) specialists in the field of marketing, sales and HR receive this opportunity. But the rest of the departments were somewhat less fortunate - their employers still prefer to see them in the office.

Main concerns and obstacles to the system of remote and flexible employment

To assess the key barriers that businesses face in implementing remote and flexible work systems, we used a seven-point Likert scale, where 1 is not at all relevant and 7 is very relevant. In order to analyze the data, we will introduce two concepts at once.

Median is an option located in the middle of an ordered series of data that divides the population into two equal parts, so that one half has a value less than the median, and the other half has a value greater than it.

Let us also introduce the concept “ fashion" - This is the attribute value that occurs most often in the population being studied.

This is some interesting data we got. Let's try to analyze them. There are several main obstacles to the introduction of remote and flexible employment in companies. Firstly, this is the unpreparedness of managers to effectively manage remote employees - the largest number of participants chose the number 6 (i.e. they rated it as a very pressing problem). Secondly, there is the fear of losing control over the business (the average score is 4.2, and the mode is 5), over employees and a possible general weakening of discipline, as well as the risk of reducing business security (here the highest average score is 4.8). Difficulties may also arise in the operational use of a remote employee, and in general in the effective organization of teamwork (the average score here is quite high - 4.5).

Reasons that make it difficult to use remote and flexible employment	Fashion	Median	Average
Legislative restrictions (LC) that complicate working with remote employees
Weakening of discipline, fear of losing control over the business and employees
Insufficient level of development of the company’s IT infrastructure (it is difficult to ensure collaboration between remote employees)
Managers are not ready to effectively manage remote employees
Reduced employee performance
Unpreparedness of employees to work from home (low level of self-organization of employees)
Risk of employee failure to complete work
Risks of reducing the level of business security
Risk of employee demotivation, decreased loyalty
Difficulties in organizing teamwork (from technical to moral)
Inability to quickly use a remote worker

Interestingly, the problems of employees’ readiness and ability to work effectively from home are rated as less significant (average score – 4) compared to the unpreparedness of managers to implement these forms of personnel management. This is also confirmed by the fact that when asked where employees work more efficiently - in the office or at home - 56% of respondents felt that the quality of work is the same regardless of where they are located. But managers of the future, in order to be effective in new business realities, will need to specifically learn new skills.

But such factors as the risk of demotivation and decreased employee loyalty, legislative restrictions or low level of technological development are not relevant at all when considering this issue.

For our part, we also asked companies why the use of remote and flexible employment is not spreading so actively in business. Our respondents saw two key reasons, again, in the managerial level. This is the reluctance to change established practices on the part of managers and the distrust of management in remote and flexible employment. At the same time, respondents believe that the implementation of these systems does not require a radical restructuring of the business and, in general, company employees will perceive these changes quite well.

Cause	Fashion	Median	Average
Management distrust of remote work and flexible employment
Reluctance to change established practices on the part of managers
Unpreparedness of employees to change the work system
The need for major organizational and technological changes
The need to retrain managers and employees to work in remote and flexible employment modes

Benefits of remote and flexible employment

When we make a decision in business or in life, we always weigh all the pros and cons. To end our review on a positive note, we would like to highlight the benefits of implementing remote and flexible work in a company. After all, this is exactly why people are ready to change the system, change themselves and implement these innovations.

Several possible advantages can be identified, and all of them are assessed as quite significant. The leader by a small margin (in terms of average score) was the ability to hire qualified employees regardless of place of residence. This is important given the geography of Russia, and is also doubly important for those companies that aspire to the global market. The ability to pay for results rather than the process of work is also considered a significant advantage. For a business that essentially needs to be results-oriented, this is certainly important. We would also highlight the economic advantages of this model - both through cost reduction and through wage differentiation in the case of inviting out-of-town specialists. It is worth noting that the highlighted advantages lie precisely in the plane of business results, which serves as an important argument for business owners and managers.

But in the field of personnel management, the following group of advantages can be attributed - increasing motivation, satisfaction and loyalty of employees, reducing turnover.

But the least important were considered possible flexibility in managing the number of employees and ensuring the ability to work 24 hours a day (probably this is not very relevant for many companies). Also, many doubt that this will enable people to work more efficiently (efficiency, as can be judged from the previously given answers, presumably remains at the same level).

Advantage	Fashion	Median	Average
Cost reduction (saving on office expenses, etc.)
Increasing employee motivation
Greater flexibility in headcount management
Possibility to hire qualified employees regardless of their place of residence
Possibility to attract professionals at a lower cost (for example, from other cities)
Ensuring business can operate 24 hours a day
Improving employee performance
The ability to pay for results, not the process of work
Increasing employee satisfaction and loyalty
Reduced staff turnover

To conclude, we would like to refer to data from the McKinsey Global Institute, whose consultants believe that in recent times the Internet has allowed managers to innovate more aggressively and is even influencing business models, helping to improve business performance and productivity. For this reason, companies, regardless of industry, would do well to pay closer attention to the global network and more actively take advantage of its benefits. According to consultants from the McKinsey Global Institute, leaders should play a special role in this process. For maximum impact, according to McKinsey experts, company managers should monitor Internet trends, which can, in particular, increase labor efficiency and increase production capacity. In addition, according to McKinsey, only in small businesses, thanks to the Internet, productivity can be increased by 10%. (research data Internet matters: The Net's sweeping impact on growth, jobs and prosperity(published May 2011))

Tatiana Ananyeva, General Director of the online service and agency Recruitnet.ru:

“Today the topic of innovation is very popular, but we should not forget that it is not only about inventing something fundamentally new, but also about changing company management systems and business processes. Other approaches to business management, based on the use of modern technologies, can provide a unique qualitative change to the entire business. There are many examples of this - from the banking sector (Tinkoff Credit Systems) to insurance (InTouch), from the reporting and accounting system (SKB Kontur) to the search for nannies (Pomogatel.ru). Understanding the capabilities of technologies and their application in a new environment can provide a completely different level of efficiency, reduce costs and give customers a different level of service or a lower cost. Actually, we were convinced of this by our own example, making professional recruiting more affordable through online technologies and removing territorial restrictions on the search for a contractor.

In my opinion, any company that has the desire and is ready for change, is focused on development and leadership, can and should try new approaches. In the case of remote and flexible employment, everything has already been proven by the largest companies that have implemented this approach - Microsoft, Philips, ABBYY. These are very attractive employers on the one hand, and at the same time a highly efficient business on the other. Considering the global nature of this trend, I think it’s important to think about it today.”

Motivation is a set of motivating factors that cause the activity of an individual and determine the direction of his activities. Labor behavior is determined by the interaction of various internal and external motivating forces. Internal driving forces - needs, interests, desires, aspirations, values, value orientations, ideals and motives

Psychologists have identified two classes of motives: internal (procedural-substantive) and external. External motivation is the determination of behavior by physiological needs and environmental stimulation, and internal (procedural - content) motivation is the conditioning of behavior by factors not directly related to the influence of the environment and the physiological needs of the body. Intrinsically motivated behavior is carried out for its own sake and cannot be considered a means of achieving an external goal. And the external motive is actualized when the main reason for behavior is to obtain something that is outside of this behavior, outside of this activity.

When a person receives satisfaction directly from the process or content of the activity, from the behavior itself, then the motive that prompted it can be considered internal, procedurally meaningful.

Internal motive is always a state of joy, pleasure from one’s work. And if the activity (or behavior) was motivated by material benefits, social factors (status, prestige, power, external requirements), then it is externally motivated.

Procedurally-content motivated are only those forms of activity that are carried out for the sake of the activity itself (that is, the process itself or the content of this activity prompted the activity). In this case, the motive is a feeling of effectiveness, and the result of activity is the growth of various types of competence. Intrinsically motivated forms of activity give the impression of a lack of purpose; motivates the process, not the result of the activity (for example, children's games, aesthetic experiences, the activity itself is attractive - a hobby). Therefore, such motivation is sometimes called procedural.

The initial condition, objective basis and constructive tool of internal motivation is the process of emergence, formation and development of the individual’s consciousness as the formation of the potential of his self-organization. In this sense, the self-organization of an individual can be qualified as a purposeful and conscious systematization of his perception, carried out on the basis of analytical mental activity to organize ideas and mastery of actions. This means research and formation of the individual’s ideas aimed at himself, comprehension and satisfaction of his own needs, accumulation and development of necessary knowledge, assessment of personal qualities and development of organizational skills, enrichment of the culture of society, achievement of a certain level of personal development, obtaining and consolidation of social status .

As a rule, every activity in an organization is always stimulated by a complex, a combination of procedural, substantive and external motives. Moreover, in some situations, external motives operate predominantly, while in others, procedural ones.

Externally motivated is everything that is aimed at achieving some final result or goal. Any activity that is motivated by achievement, power, status, or demands should be considered extrinsically motivated. When an activity is motivated by the desire to demonstrate (or achieve) power or social status, it is extrinsically motivated.

All stimuli that influence activation and cause procedural and meaningful motivation have the following characteristics:

Novelty and change;

Surprise;

Complexity;

Uncertainty.

Some acceptable (optimal) discrepancy, inconsistency of new information with the known and expected, arouses interest, stimulates search activity, encourages and guides behavior. Children's games, manipulative behavior, and indicative and exploratory activities are obviously motivated by precisely such conditions.

Complexity and deviations from expectations are also determinants of procedural motivation. It is unexpected changes in a known object that cause a state of strong activation. Everything unusual and non-standard stimulates search activity and evokes positive emotions.

Internal motivation occurs when the discrepancy, discrepancy between current information and some internal standard (expectations) is not very large.

Studies of the state of people who enjoy the very process of studying or working, studying their experiences and sensations in the process of internally motivated activity, have made it possible to identify the following indicators of procedural and content motivation:

1. A feeling of complete (mental and physical) involvement in the activity.

2. Full concentration of attention, thoughts and feelings in action.

3. The feeling that you clearly know how to act at a given moment of work, a clear awareness of your goals.

4. Lack of fear for possible mistakes and failures.

5. Loss of the usual sense of clear awareness of oneself and one’s surroundings, as if “dissolving” in one’s business.

Procedural-substantive motivation in this concept means that a person is happy to devote himself to the task, is immersed in the activity with pleasure. Internal motivation is a certain emotional state - the joy of activity. To describe the state of a person in the process of internally motivated activity, the concept of “flow” was introduced.

The concept of “flow” defines complete dedication to one’s work, a joyful feeling of activity, when an individual seems to completely dissolve in the subject of activity, when attention is entirely focused on an activity that makes one forget about one’s own “I”. “Flow” is a unique state of joy, inspiration, and delight.

For the experience of “flow” to occur, the relationship between the subject’s capabilities and the complexity of the task is important. If the possibilities significantly exceed the complexity of the task, then the person experiences boredom, and otherwise, anxiety. If the complexity of the task does not exceed the capabilities of the subject by much, then conditions arise for the experience of “flow”.

The feeling of “flow” occurs when a person begins to enjoy the activity itself (for example, solving math problems, playing sports, writing poetry, etc.).

The feeling of “flow” makes activity similar to play, because in play the joyful enthusiasm for action is most clearly represented.

The experience of “flow” is not an exclusive event; it also manifests itself in the form of minor everyday episodes (dreams, fantasies, play).

To characterize internal motivation, two types of experiences are used:

1) feeling of one’s capabilities;

2) self-affirmation.

The more these two experiences are expressed, the higher the level of internal motivation. The activity in this case turns out to be the more internally motivated, the more it is connected with testing one’s capabilities and does not require reinforcement. External motivation becomes when the subject attributes the result achieved to external reasons (and not to his capabilities) and when he acts not so much of his own free will, but as a result of external influences (for example, reward and punishment).

Pressure and demands from the environment, promised rewards and possible punishments - all this can reduce the level of experience of self-affirmation until a feeling of complete dependence arises (feeling like a “pawn”). The more a person feels in control of the situation, the more she enjoys her activities and the higher her internal motivation; and the worse she succeeds, the more she feels like a toy of external circumstances, the more she perceives her activities as devalued and motivated from the outside.

The features of procedural-substantive motivation are to feel one’s effectiveness, to feel oneself as a source of change in the world around one, to strive to be the cause of one’s own actions (and not to be influenced by other people). People’s experience of their own independence, the feeling of being the source of changes in the world around them, is an important indicator of internal (procedural) motivation.

For example, when an employee feels like a subject of his activity (that is, he feels that a lot depends on him), it can be argued that his activity is internally motivated. And when is work perceives is defined as determined by external factors and circumstances (the presence of control, reward, punishment, etc.), then it is externally motivated. When these external factors disappear or weaken, then the motivation for activity disappears and, of course, the person is not inclined to engage in it on his own.

Another factor - a sense of one's own competence, one's own capabilities - is also an important motivation (reason) for any activity and characterizes procedural-substantive motivation.

Assessing one's abilities and competence, confidence in one's ability to complete a certain task is an important motivational factor in many activities.

Confidence in one's competence is an opinion regarding one's capabilities (abilities) to perform a specific task.

You can also highlight the so-called sense of group effectiveness, the group’s confidence in the success of the upcoming task. In cooperative activities, group members express their confidence in the ability of the group as a whole to achieve success. Effective groups have strong beliefs about group effectiveness.

Individuals with a strong sense of competence, when faced with difficulties, are more persistent in overcoming them. A person’s confidence in his abilities determines his motivation and effectiveness.

Performance results may be low for two reasons:

People lack ability;

Although they have sufficient abilities, they lack self-confidence.

It should be noted that the subjective assessment of one’s competence determines a positive attitude towards activity to a greater extent than the level of development of abilities. Abilities themselves also play a big role. However, one person of average ability may be quite confident, while another may feel underconfident. Thus, it is the subjective perception of one’s abilities, the assessment of one’s competence that determines motivation and persistence in activity.

Thus, a significant motivational factor is not the level of abilities, but the subjective assessment of one’s capabilities and confidence in the effectiveness of activities.

Employees with a strong sense of self-efficacy set challenging goals and work harder to achieve them.

Confidence in one's own competence increases when certain successes are observed in the process of activity. The experience of successful activities has a positive effect on the feeling of one’s own competence.

There are three factors that influence a person’s confidence in his abilities:

Successful completion of previous tasks (experience of success and failure);

Observing others;

Verbal persuasion.

Let's take a closer look at each of these factors in order of their importance for developing self-confidence.

Past successful experience is one of the most important sources of confidence in one's sipahi. After a series of successes, self-confidence increases, and failures reduce it. Failures at the initial stage of activity have an extremely negative impact on such beliefs.

But if failures are attributed to such an unstable internal factor as a lack of effort (that is, when a person explains the reason for her failure by the fact that she did not work enough, did not put in the necessary efforts), then the negative impact of failures decreases and failures have practically no effect on her perception of her own competence and self-esteem . This explanation of the reasons for failure softens the influence of negative experiences, feelings of one’s own competence and confidence in one’s abilities. Explaining your failures by insufficient effort does not lead to a feeling of helplessness and does not reduce your assessment of your own competence.

Observing the achievements of other people is the next source of confidence in your own capabilities. When a person sees that a colleague has successfully dealt with a problem, it adds confidence in his own abilities.

It is essential that the model (another person) demonstrates not only skills, but also a successful strategy, perseverance, and the desire to try several ways and options in solving a problem. A person adopts from others, in addition to skills and abilities, perseverance, the desire to overcome obstacles and difficulties. Watching another person the subject can imitate, borrow and use a similar strategy in his actions.

The most powerful influence, as a rule, is exerted by people from the immediate environment. However, it is possible to imitate television, literary, etc. models.

If employees receive feedback regarding their performance (positive information about successful tasks), their confidence in their ability to complete the next task increases. By pointing out to employees that their own efforts contribute to the organization's success, managers encourage them to persist. Influenced by such feedback, subordinates will continue to be inclined to exert effort and work hard to achieve success.

But information alone regarding the success or failure of a task is not sufficient to develop a sense of one's own competence. In order for a subordinate to feel more competent, important information (feedback) about what skills the subordinate has improved and how this will help him in the future.

To obtain successful performance results, it is equally important for a person to have a strategy for overcoming difficulties and demonstrating perseverance.

By showing that the beginning of any activity is always accompanied by many shortcomings, the first option for completing a complex task is, in most cases, imperfect, and that through effort, persistence and a change in strategy, the results of the activity can be significantly improved, the leader demonstrates a strategy for overcoming difficulties. Such modeling has a stronger impact on motivation than the usual demonstration of certain skills. It is important to point out to subordinates the improvement of specific skills, that is, what exactly ensured the successful implementation of the activity.

Competitions undermine procedural and substantive motivation. Evaluation of the performance of each employee, based on a comparison of his achievements with the achievements of others, should be considered as undesirable actions that significantly affect a person’s self-esteem. It is more appropriate to compare the performance of each individual employee with his previous efforts necessary to achieve success. People, as a rule, are not inclined to give much importance to efforts to achieve success. Overestimating the role of abilities, they, as a rule, do not perceive effort as a significant factor ensuring success.

Explaining the reasons for failure is also an important motivational factor. When a person attributes failure to lack of effort, it promotes a positive image and self-esteem, whereas admitting that a performer failed due to lack of ability decreases self-esteem, self-esteem, and self-confidence.

People's desire to maintain self-respect and high self-esteem is an important motivating factor in any activity. The individual often believes that abilities are the main factor in achieving success, and their lack is the main reason for failure. This attitude can create an undesirable tendency to avoid failure in order to maintain a positive image, self-respect, and high self-esteem.

The desire to avoid failure leads to other negative consequences. Trying to avoid failure, a person sets himself either very low or very high goals. Low goals and easy tasks tend to guarantee success. By choosing them, a person maintains self-respect and stable self-esteem. Some people set high (often unattainable) goals for themselves so that later it is easier to survive failure and make excuses, citing the complexity of the task.

Thus, employees’ sense of their own competence is an essential sign and factor in the development of procedural-substantive motivation. The nature of feedback between a manager and a subordinate significantly influences the subordinate's work motivation. So, for example, when there is positive feedback in the process of work (approval, positive evaluation), then procedural-substantive motivation increases. If negative feedback predominates (unsatisfactory feedback, which indicates unprofessionalism or incompetence of employees), then the internal motivation of employees decreases.

However, it should be noted that the evaluation of results can be perceived in two ways:

As evidence of competence, it grows, thereby increasing procedural and content motivation;

As a manifestation of external control, it weakens, in this case, procedural motivation.

For example, a manager assessed the work of a subordinate in this way: “You did a good job.” This approval can be perceived by the subordinate, on the one hand, as evidence of his own competence. But, on the other hand, perhaps the subordinate will perceive it as a type of psychological control (i.e., as confirmation that he has fulfilled all the manager’s requirements). The psychological effects of these two subjective interpretations of the same circumstance on procedural-substantive motivation will be opposite. In the first case, the subordinate’s internal motivation will increase, in the second, it will decrease.

So, each managerial action can have a different meaning and different content for subordinates. If the control influence is perceived by subordinates as feedback (information about success), then it enhances the feeling of personal involvement, autonomy, and competence, helping to increase the internal motivation of the subordinate. If managerial action acquires the meaning of control over behavior (that is, it is perceived by the subordinate as external pressure and control), this reduces procedural and substantive motivation.

Thus, what is responsible for increasing or weakening the internal motivation of subordinates is not only the managerial action itself, but also its meaning (informative or controlling) for subordinates.

Factors that have a positive impact on the procedural and content motivation of employees include situations of free choice. The choices made by employees themselves (for example, the choice of tasks or approaches to solving them) give them the opportunity to feel freedom and self-determination in their work. And the feeling by employees of constant regulation and control by the manager significantly reduces procedural and substantive motivation. Naturally, under such conditions, they begin to perceive their activity as forced, conditioned from the outside, that is, externally motivated.

Of course, work can also be carried out under the influence of external factors. However, as approval and punishment weaken and external control is removed, the employee's motivation itself weakens.

If external motivation is added to the internal motivation sufficient to motivate activity, then the propensity to activity and, accordingly, the level of procedural-substantive motivation decreases. In other words, constant rewards (external incentives) reduce intrinsic motivation for interesting activities. It is important to pay attention to the fact that only internal motivation decreases, that is, interest in the process and content that are primarily attractive for human activity. By receiving regular rewards (i.e., external reinforcement) over a period of time, the overall level of motivation will be quite high. However, after the reward is canceled, interest in the activity itself (namely, in its process and content) will be weaker than before the start of external reinforcement.

It has been established that material reward reduces indicators of procedural and content motivation more than symbolic or verbal (verbal). Expected rewards weaken procedural-substantive motivation more than unexpected rewards.

All these data are valid provided that the activity first aroused significant fascination among people. Reward reduced pleasure from an interesting task, but increased pleasure from an uninteresting one, so much so that working on the latter began to bring more joy than completing the former.

The promise of rewards leads to the realization of possible pleasure. If at the same time there is a feeling of decreased competence and decreased self-affirmation, then internal motivation is weakened.

Thus, circumstances that provide employees with autonomy and support their competence and self-confidence enhance process-substantive motivation. And the circumstances that put pressure on workers, control them, emphasize their incompetence, do not provide clear and adequate information regarding progress in the work process, and only weaken procedural and substantive motivation.

In psychology, there are two types of motivation - positive and negative. Positive motivation is seen as an attempt to achieve success in one's activities. This involves being consciously active in achieving success in one's work. This state is associated with the manifestation of positive emotions and feelings. But negative motivation includes everything that is associated with punishment, not only material, but also moral, that is, what is associated with condemnation.

Motivation should be to direct personnel towards achieving the organizational goal. It will be effective, as already noted, only if it is motivated through individual needs or an understanding of the possibility of satisfying individual needs through the implementation of organizational tasks. And the closer this relationship is, the more effective motivation will be.

According to I. Murashko, the motivation model is formed from successive stages, namely:

Identifying human needs and incentives.

Unmet needs cause tension.

Tension is influenced by external circumstances, opportunities, and purpose.

Satisfying needs requires effort.

Efforts lead to the achievement of a certain level of indicators that are based on weaknesses.

For achieved indicators, rewards are provided that satisfy initial needs and incentives.

This scheme is implemented cyclically: the satisfaction of some needs causes others, the satisfaction of which will again require certain efforts.

In addition to needs, human work is motivated by other factors, such as abilities, environment, etc.

When creating your own motivation systems, each organization gives preference to individual motivation factors. This depends on the size of the organization, the state of the life cycle in which it is located, the ability to attract resources, personal perception and the appropriateness of using certain factors by management.

As a rule, external factors initially have a stronger influence, but their effect is limited in time. Internal factors are considered longer lasting and deeper motivators, but they require an individual approach to each member of the organization and the creation of appropriate conditions for work, communication outside of work, changes in the psychology of the manager-subordinate relationship, changes in the philosophy of managing the organization, an understanding that the highest value The organization consists of proactive, creative, highly motivated personnel.

at the same time, it is necessary to understand that internal and external factors do not act as antagonists - they are complementary, and human behavior is determined by the simultaneous action of many motives.

To effectively motivate members of an organization it is necessary:

Determine the level of remuneration that would satisfy employees;

Set the desired level of labor productivity, which should be achievable;

Determine a fair ratio: results-reward;

Outline the fair use of penalties and incentives;

Create appropriate conditions for employees’ self-realization;

Form clear and achievable goals of the organization, the achievement of which will make work even more motivated;

Create conditions for the balanced use of internal and external factors motivating the work of organization members.

External motivation systems in relation to employees can work with greater or less efficiency in an organization, but no motivational event will be successful if a person lacks internal motivation.

Intrinsic motivation is a psychological state of a person, which is characterized by positive emotions caused by the attitude towards the work being performed, towards the team in which the person works, and towards the environment. A feature of internal motivation is that it is very difficult for the organization to influence it in a positive direction, whereas motivation due to the fault of the organization occurs very often.

Demotivation - partial or complete loss of a person’s internal motivation to perform his or her job duties.

When a person comes to a new place of work or study, internal motivation is strong, since new tasks, new prospects, and new horizons appear.

Since, according to experts, the organization cannot influence internal motivation in a positive direction, every effort must be made to mitigate possible demotivating factors.

The main factors that demotivate employees are:

Violation of agreements that were reached when hiring or changing positions;

Failure to implement any of the employee’s skills that he himself values;

Ignoring Ideas and Initiatives;

Lack of sense of belonging to the organization;

Lack of a sense of achievement, which manifests itself in the lack of one’s own professional growth and visible results;

Lack of recognition of achievements and results from management and colleagues;

No changes in employee status.

Taking into account possible factors of demotivation when determining the range of tasks for an employee, involving him in various projects and creating an atmosphere of involvement in the life of the organization will help maintain a high level of internal motivation of a person, which will contribute to the effective use of his potential.

Organizations can choose one of two HR strategies, using known motivational forces based on knowledge of intrinsic motivation.

Strategy for using situational advantages. This strategy is based on taking advantage of the situation of surplus cheap labor. At the same time, they minimize the material incentive base for employees by: establishing a general low level of remuneration; establishing a low level of remuneration for the so-called probationary period, when a person tries to work with maximum efficiency in order to gain a foothold in the workplace; constant rotation of personnel, etc.

The second strategy is based on the constant improvement of internal motivation, using tactics to attract and retain highly qualified employees.

Extrinsic motivation represents some pleasant consequences or results of an activity for a person (reward, praise, success) that encourage him to perform some activity.

After performing a certain activity, a person can receive approval, a positive assessment, material reward, that is, positive reinforcement. Satisfaction due to positive reinforcement is associated with activity, thus establishing an activity-pleasure link. A person has a desire to receive pleasure in the future (praise, material reward, etc.), which motivates her to perform the activity that was associated with pleasure.

If the process of activity or its result is not reinforced (that is, when there was no approval, no reward and, accordingly, pleasure), then in this case it is less likely that in the future the person will strive to perform this activity at a high level or sufficient for the organization level.

Positive experiences that are associated with a specific activity serve as emotional reinforcement for what happened before or during the experience. As a result, a person will strive to do what caused satisfaction or what provided an opportunity to avoid dissatisfaction. If some action was combined with a pleasant experience, then the combination of positive emotions with the activity increases the motivation for this activity.

Certain Behaviors reinforced and repeated in future when they are accompanied by positive consequences (reward, approval, opportunity to assert oneself). And the likelihood of their repetition, as a rule, decreases if these actions are not associated with pleasant emotions, or, on the contrary, are accompanied by something negative (punishment, disapproval, etc.).

If a person receives positive reinforcement (approval, reward) for certain forms of behavior, then such actions are reinforced and reproduced in the future, and by resorting to punishment, the person is forced to avoid certain actions. Receiving punishment for certain actions or inaction, a person will subsequently act “as she should” not because she wants to, but because she is afraid of punishment. And when the threat of punishment disappears, the previous undesirable forms of behavior are restored.

By resorting exclusively to punishment, according to many psychologists, it is impossible to form internally motivated activity. If punishment is used, it is advisable to combine it with positive reinforcement.

To form the necessary organizational behavior, it is necessary to highlight those employee actions that are socially desirable and reinforce them with approval, rewards and other types of reinforcement. There are different types of positive reinforcement of organizational behavior.

Praise (approval): the manager approves the actions of his subordinate for high performance results. Positive reinforcement (praise) to a certain extent depends on the mutual relationship between the leader and the subordinate. Praise from managers with whom the subject (subordinate) is on good terms usually has a great impact. The monotony of forms of approval and their systematic use reduce the effect of such reinforcement.

Privileges and increased status. Increasing formal or informal status has a positive reinforcement effect. Expectations of increased status have a noticeable impact on the individual (stimulates activity).

Progressive companies know how to use this motivational factor in management. A fairly extensive management system (the presence of many divisions and groups) has a significant impact on the motivation of both management and ordinary employees. A person has an incentive to become the leader of even a small structural unit or group, and upon achieving the desired status, he tries to climb even higher on the hierarchical ladder.

The opportunity to receive certain privileges, increased wages, the opportunity to manage and thereby satisfy one’s need for power are significant motivational factors. This encourages a person to strive for a position and make great efforts to obtain it. She naturally strives to rise higher in the management hierarchy. The opportunity to influence people and be a subject of change (“source”), and not an object and passive executor of someone else’s will, is quite attractive. After all, a person strives to independently influence, determine, decide, and not be the object of influence of other people.

Trust, attention, assessment of your abilities, the opportunity to demonstrate yourself as a manager (leader) - all this encourages a person to work even harder.

Grades, scores, test scores. “Good” and “excellent” grades, high ratings, and high test scores have a significant motivating influence. It should be noted that a more differentiated assessment system has more motivational significance. In this case, the subordinate can compare his own achievements not only with the results of other people, but also with his own previous achievements. It is not only a positive assessment that stimulates work, but also a vision of prospects and the desire to exceed one’s achievements.

Material reward. Prizes, gifts, bonuses, and monetary rewards have a great influence on the motivation of any activity. But when used systematically, these forms of positive reinforcement can negatively affect procedural and content motivation.

The main thing in reinforcement is the presence of positive emotions with which we associate a certain activity in which we strive to generate interest. For reinforcement, to a certain extent, it does not matter where the source of positive emotions is: approval, symbolic reward or material incentives. The most important thing is to combine pleasure with a specific activity. If you learn to evoke pleasure while performing an activity, then in this way you can form interest (or procedural-substantive motivation) in this activity. If you praise yourself, reward yourself with chocolate or other sweets for successfully completing an activity, this can have a self-reinforcing effect (and helps build interest and motivation for the activity).

The greater the pleasure that a person received from reinforcement or self-reinforcement of a particular form of organizational behavior, the more strongly the behavior (or activity) will be reinforced.

It is very important to know what exactly will cause the greatest pleasure for a particular person, what form of reinforcement will be effective. Information about the hierarchy of needs and motives of the individual for choosing the appropriate form of reinforcement is important.

Motivation is the urge to perform an activity due to the prediction of pleasure associated with that activity. Receiving satisfaction after performing a certain job, a person assumes the possibility of such pleasure in the future, which will encourage him to perform this activity. Thus, the strength of pleasure, the intensity of positive emotions is an important factor in the formation of motivation for activity.

External reinforcement is more effective when it is combined with prompt and appropriate feedback regarding successes or failures. At the same time, the result of the activity, progress or deterioration of the important components of the activity are recorded and noted. This allows a person to monitor the effectiveness of his activities.

Reinforcement has the greatest impact when it is combined with a gradual program, that is, when the desired forms of a person's organizational behavior are achieved and reinforced gradually.

In the organizational behavior of an employee, it is necessary to highlight small fragments and create conditions that would make it possible to achieve maximum success and minimize failures. Each piece should be small and uncomplicated. A person moves on to the next task only when he succeeds in completing the previous one. All elements are small and uncomplicated, their implementation is accompanied by positive emotions, pleasure due to the successful completion of the task, the required number of points, verbal and symbolic approval, material reward, etc.

In such a situation, a person fights with himself, and not with others, and this approach, on the one hand, has all the advantages that competition gives, and on the other hand, failure does not cause any negative consequences.

Any behavior is reinforced through positive reinforcement, and repetition of such behavior without positive reinforcement contributes to its extinction. This also applies to socially undesirable organizational forms of behavior (theft, violence, deception, etc.). The strategy of psychocorrection is to stop reinforcing a socially undesirable form of behavior.

If a person has a certain interest in the process and content of the activity, then by providing external reinforcement, the overall level of motivation can increase.

By providing external reinforcement, it is possible to maintain a fairly high overall level of motivation for a certain time, since external reinforcement is also added to the procedural-substantive motivation in the form of material rewards, symbolic or verbal approval. After the cessation of regular reinforcement, a decrease in procedural and content motivation (interest in the content of the activity) is observed.

Positive reinforcement reduces procedural and content motivation in the following cases:

If external reinforcement creates the feeling of being manipulated;

If a person does not have a sense of pride in his achievements;

When an activity that a person already performed with interest (i.e. well and without rewards) is reinforced;

When reinforcement does not depend on achievements (that is, when it is the performance of an activity that is reinforced, regardless of how the person performed it);

When both good and satisfactory outcomes are reinforced;

If rewards are used very often, there is a risk of satiation; rewards are ineffective if they become habitual procedures.

Thus, we can say that motivation is one of the factors that ensures effective performance of work.