home Self-development Modern staff motivation and incentives. Innovative technologies for personnel motivation management as a problem of modern management. Motivation and incentive methods

Modern staff motivation and incentives. Innovative technologies for personnel motivation management as a problem of modern management. Motivation and incentive methods

The concept of motivation

Motivation is various variations of motivating employees to carry out effective and high-quality work, performed in full. A good incentive is needed to achieve the set goals and objectives. Let's look at a practical example.

Example 1

The manager encourages the staff by paying bonuses. Many employees are starting to work more efficiently than in the previous period. But, for some colleagues, such a measure does not work. In this case, stimulating punishment can be applied. The quality of work improves both in the first and in the second case.

Motivation is an effective method of working with staff. Some employees need encouragement. If they are not praised or scolded, then there is a possibility that the quality of work will significantly decrease. An effective leader uses a variety of techniques to motivate employees. The most preferred of these is corporate events. Such events help the manager to consider the potential of the employee in an informal atmosphere. Let's look at a practical example.

Example 2

The manager organizes a corporate event for the staff. In order to see the atmosphere and relationships in the team, it is necessary to gather all employees without exception. But some workers do not want to visit him. The manager forces them to visit. In the event that an employee does not come to the event, he will face punishment from the manager. All the staff are gathered, but the atmosphere is quite tense. Therefore, the manager's plan did not come true in full, and the potential of the employees remained undeveloped.

Types of motivation

Material motivation
Intangible motivation

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

Material motivation

Remark 1

Material motivation is associated with financial rewards and punishments. The system of financial punishments encourages the employee to work efficiently. In Russian economic practice, this is a fairly common method. Part of the employee's finances is withdrawn in favor of the enterprise in the event that his work is not efficient enough in relation to other employees. More often than not, it helps to work better and the employee gets better.

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

Intangible staff motivation

Oral reward from the manager - Public or personal praise from the manager is very effective in motivating the employee. Based on genetic memory, employees tend to be publicly rewarded. Therefore, large enterprises still use the award for the best employee of the month and year.
Career opportunities - each employee strives to become a part of a young and promising team. The prospect is to eventually take a worthy position among others, to establish your authority
Education and training at the expense of the enterprise
The presence of a friendly atmosphere at the enterprise
Formation

The task of modern labor motivation is to create conditions under which the potential of the personnel will be used most effectively.

The results of studying the models of motivation do not make it possible to clearly define what prompts a person to work. The study of human behavior in the labor process provides only some general explanations of motivation, but then they allow us to develop pragmatic models of employee motivation in a specific workplace.

From the whole range of motivational models developed by management scientists, one can single out, from our point of view, the most vital and justified in practice. The evolution of their origin and functioning is very, very diverse.

The following is a classification widely used by firms in a number of countries. These are models such as:

Carrot and stick;

Primary and secondary needs;

Internal and external remuneration;

Factorial incentive model;

Justice;

Expectations;

Social justice, etc.

The traditional "carrot and stick" method in developed civilized countries ceases to work even for manual workers. Therefore, managers of prosperous corporations (no matter where in the world they are) an approach according to which the main responsibility of an effective manager is to achieve employee motivation in work and the efficiency of their work.

Douglas McGregor created his theory in relation to American companies, and the Japanese William Ouchi, based on his theory, developed his approach to personnel management (Table 1.2).

Table 1.2

Comparison of the concepts of work motivation

Traditional approach	Modern approach

The carrot and stick method	McGregor's theory	Ouchi's theory
Most employees do not like work and try to avoid it whenever possible.	The job is desirable for most employees.	It is necessary to take care of each employee as a whole (care about the quality of life)
Most of the employees need to be forced to do the job with administrative, economic and psychological pressure.	Employees are capable of dedication and self-control, they are able to independently determine strategies for achieving goals.	Involvement of an employee in the group management decision-making process.
Most employees are only interested in security.	Employee motivation depends on a performance-based remuneration system.	Periodic staff rotation and life-long job security.
Most employees prefer to be executors and avoid responsibility.	The employee strives for responsibility and independently assumes management functions.
Almost all employees lack creativity and initiative.	Many employees have a developed imagination, creativity, ingenuity.

Employment guarantee for workers involved in the implementation of specific schemes to increase labor productivity.

Creation of appropriate conditions for the protection of health, safety and well-being of all employees.

Providing opportunities for the growth of professional skills, realizing the abilities of employees, providing training programs, advanced training and retraining.

Maintaining an atmosphere of trust in the team, interest in achieving a common goal, the possibility of two-way communication between managers and employees.

In addition to the generally accepted classification of motivation methods, they can be divided into individual and group, as well as external - rewards coming from outside, and internal - rewards given by work itself (a sense of the importance of work, self-esteem, etc.). Wages cannot be the only goal of labor. In itself, monetary (financial) incentives make motivation at the enterprise effective when the latter functions as a system, which is based on the following basic principles:

Communication, cooperation and agreement between employees and management regarding the general principles of the system.

Substantiated system of evaluation of works and determination of the volume of the latter.

Well thought out and substantiated measurement and evaluation criteria; weighted standards, control over them, periodic revision; clear alignment of incentives with performance; remuneration, especially additional, not for the accepted level of performance, but for the one that is stimulated and is primarily associated with quality.

The same principles form the basis for the organization of remuneration at the enterprise.

Consider such an employee reward system as profit sharing. The essence of this system lies in the fact that a bonus fund is formed at the expense of a predetermined share of profits, from which employees receive regular payments. The amount of payments is put in dependence on the level of profit, the general results of production and commercial activities of enterprises. Payments to workers and employees (including representatives of the higher administration) in the form of "profit sharing" are not taxed. Thus, entrepreneurs are encouraged by the state to spread this system. In many cases, "profit sharing" involves the payment of all or part of the premium in the form of shares.

In the “profit sharing” system, bonuses are awarded for the achievement of specific results of production activities of enterprises: an increase in labor productivity and a decrease in production costs. As a rule, the considered system is applied in large firms whose economic and financial position is stable.

The whole set of conditions and factors of labor motivation consists of three subsystems:

Technological - conditions and factors that determine the nature and

the level of production technology, working conditions, and the degree of participation

workers in the management of all this;

Economic - related to material interests and

responsibility in the growth of production and sales of products, a decrease in

costs and environmental preservation;

Social - characterizing the degree of satisfaction of social

needs, prestige and significance of work, moral satisfaction,

independence, the possibility of creativity, etc.

As subjects of motivation management in organizations are individual leaders, management bodies that influence the behavior of personnel, using norms and regulations in various organizational and production situations that arise under the influence of various factors of the external and internal environment. All of them, forming a kind of causal chain, have a positive or, on the contrary, negative impact on the behavior of personnel.

Control a person- it means to control the motives of his behavior. This type of impact, i.e. impact on motives is recognized as the most effective in comparison with direct impact. But at the same time, this is a more complex path of influence, since it requires the choice of incentives that not only exactly correspond to the goals that the management system sets for itself, but also the motives of the behavior of workers.

If the subject of management does not have the necessary incentives, then the object of management, i.e. the staff and their motives will be unable to perceive the control action. In this case, the situation is often complicated by the fact that counter-motivation begins to act actively, acting as a negative reaction to the stimulating effect.

Sufficient variety of incentives- This is the most important principle of effective management of motivation. This is especially important to take into account at various levels of motivational changes: motivation at the level of the individual; motivation at the level of a certain group (professional, age, social); motivation at the level of the organization's personnel. Even strong and significant incentives, given their uniformity, are not able to really form a motivational core corresponding to effective organizational behavior. In addition, when using incentives, it is necessary to choose the place and time of its application, which in this case will cause the greatest motivational effect with the same quantitative and qualitative characteristics of the control action.

In this regard, consider the following structures of motivation.

The structure of motivation is associated with the classification of needs and the corresponding motives of behavior. According to this view, the structure of motivation can be built on the basis of the classification of needs according to their vital importance. As an example, we can refer to A. Maslow's classification of needs. However, this approach presupposes a consistent actualization of needs: as material needs are satisfied, needs of a higher order are included, which limits the scope of its application to the extreme conditions of the organization's development.

The second type of structure of motivation is associated with the construction of a mono-centrist structure of motivation, in which some universal need is chosen as the central one, the satisfaction of which can be carried out by various types of activity or objects related to various spheres of life, from material to spiritual. The mono-centrist structure of motivation allows for the following:

- to change the central need depending on the subjective and situational characteristics that have developed in the organization;
- build motivation in relation to the same goal;
- to build motivation, calculated for the future (motivation through the future);
- to take a differentiated approach to the motivation of personnel in connection with their qualifications and other professional qualities;
- to develop motivation through the inclusion of new areas of satisfaction of the central need.

The next type of structure of motivation provides for the construction of a polycentric structure of motivation. It is this approach that most satisfies modern management, since organized structures are multipurpose.

The basis of the polycentric construction of the structure of motivation is formed by needs focused on corporate behavior or corporate principles of the organization.

The polycentric principle of building the structure of motivation is based on the compliance of personnel with certain goals arising from the mission of the organization at certain periods of its development. In this regard, the first place is given to the task of recruiting personnel with some given complexes of needs, which can form the necessary structure of motivation. In other words, the polycentric model of the motivational structure allows a differentiated approach to management through motivation in connection with certain tasks solved by groups of personnel.

The motivation process is very complex and depends on the individual employee and the situation in which he finds himself. Understanding this will help you figure out how you can stimulate an employee to work effectively. The following components of motivation can be distinguished (Table 2).

Table 2 - Components of motivation

Component of motivation	Motivation method	Purpose of motivation
Enterprise culture The system of value orientations and norms common for all personnel of the enterprise	Charter of the enterprise, basic principles of management and style of management of the enterprise	Understanding and recognizing the goals of the enterprise. Perspective orientation. Reconciliation of mutual interests
Participation system Participation of employees in the distribution of the overall economic result, in the ownership of the enterprise and the development of cooperation	Forms and methods of distribution of the result, participation in property, development of partnership relations	The attitude towards cooperative behavior. Orientation on the correlation of costs and benefits, willingness to take risks. Interested in information useful to the enterprise
Principles of Leadership Regulations and regulations for regulating the relationship between managers and employees within the framework of the operating concept of management within the organization	Basic principles of management, management by example, management training	Joint and constructive cooperation. Positive attitude towards employees. Responsibility and independence of leaders
Personnel care. All forms of social benefits, services provided to employees, regardless of their position in production and the results of their work	Ensuring labor safety, health protection, creating conditions for rest and unloading, playing sports, caring for workers in need of help	Social security and integration with the enterprise. Social responsibility towards others. Increasing labor activity
Involvement in decision making Coordination with the employee of certain decisions made at the workplace, in a work group or in a non-production area	Delegation of responsibility, determination of forms of responsibility, voluntary participation in decision-making	Participation in decision making in the workplace. Involvement in the business of the enterprise. Taking responsibility
Organization of the workplace Equipping workplaces with technical, ergonomic and organizational aids, taking into account the needs of workers	Technical and organizational aids, physiological and psychological elements of working conditions (ergonomics, aesthetics, etc.)	Satisfaction with the state of the workplace. Identification with the work task Pleasure in the work and better performance of the task
Personnel policy Planning of measures for professional development and intra-production mobility, taking into account the needs, desires and professional abilities of employees	Training and professional development of personnel, trainings and seminars, career planning, promising programs forming the structure of personnel	Intra-production mobility and flexibility in the application of professional qualifications. Independence and initiative. Creative innovation
Regulation of working hours Flexible adjustment of working time to the needs of the employee and the company	Reduction of working hours, flexible working hours, staggered hours, part-time working hours, days off associated with religious holidays, flexible distribution of the annual fund of working hours	Responsible and conscientious use of working time. The attractiveness of labor associated with the flexibility of working hours. Working time efficiency
Information for the employee Bringing to employees the necessary information about the affairs of the enterprise	Enterprise newspapers, shop leaflets, enterprise directories, team meetings, work reports	Informed about the affairs of the enterprise. Interest in information outside the workplace.
Personel assessment The system of systematic and formalized assessment of employees according to certain previously established criteria	Methods for assessing the performance of the potential of the employee, assessment of behavior	Satisfaction of the employee with the attitude of the management to him and the assessment of the results of his work
Note - Source

The following groups of incentives contribute to the implementation of the goals set in the table:

In the course of work, human energy is transformed into certain behavior, the expected result of which is effective joint actions of employees, implementing the plans of the organization. Organizational mechanisms come into play that induce employees (an individual, a group of people or a team) to take action to achieve the specific goals of the organization and the specified results of work.

These actions (incentives) are carried out by the subject of management (the state, the management bodies of the enterprise, the immediate manager, etc.), activating the process of forming labor motives - the motivation of labor activity.

The more diverse needs a person realizes through labor, the more diverse the benefits available to him, and also the lower the price he has to pay in comparison with other types of activity, the more important the role of labor in his life, the higher his labor activity.

It follows from this that incentives can be any benefits that satisfy significant human needs, if their receipt involves work. In other words, the good becomes a stimulus for labor if it forms the motive for labor. In one case, we are talking about an employee seeking to get a benefit through work (motive), in the other - about a management body that has a set of benefits that the employee needs and provides them to him on condition of effective labor activity (incentive).

The most important thing in management activities in the field of incentives is to set each subordinate such goals, the achievement of which becomes a guaranteed condition for receiving the promised benefits and is possible only with a certain amount and quality of his work. It is important to understand that stimulation is an impact not only on the personality of an employee, but also on the external circumstances of his work activity by establishing conditions and a mechanism for distributing benefits (incentives), since it is the interest in obtaining certain benefits that motivates the employee to be active.

In this way , incentive target- not only to induce a person to work, but to induce him to do better and more of what is conditioned by labor relations. In this case, the incentive system acts as a set of demands, rewards and punishments aimed at establishing cause-and-effect relationships between an employee's action, an assessment of its result and reward. The formation of an incentive system is closely related to taking into account the attitude of employees to various benefits offered by the organization, with their personal characteristics, value orientations, educational level, situation in personal life, specific social conditions in which a person is, with a socio-psychological climate and leadership style in labor collective.

The main directions of incentives- tangible (organization of remuneration, development of a social package, a system of participation in profit and capital, etc.) and intangible (moral, incentives for free time, etc.). And in this sense, labor incentives are elements of a system of specific measures in the distribution mechanism operating in the organization.

In accordance with Figure 3, the study of modern management theory and practice makes it possible to highlight various areas of material incentives.

The diagram presented in Figure 3 not only reveals (from top to bottom) the structure of material incentives, but also shows (from left to right) the order (sequence) of the formation of the elements of this structure.

The constant and variable parts allocated as part of direct material incentives are focused on performing various functions: the constant part is aimed at satisfying the basic needs of the employee and his family members, provides the formation of a sense of stability, confidence in the future, employee security, etc .; variable - focuses on the achievement of predetermined organizational goals, reflects the individual contribution of the employee to the final results of the division, the enterprise as a whole.

Figure 3. - Types and structure of material incentives

The main element of the permanent part of direct material incentives is the official salary, which should be determined depending on the minimum wage at the enterprise and the prevailing level of remuneration in the labor market, taking into account such additional factors as the level of education, special nature of work, length of service and work experience in positions.

The system of motives and incentives for labor should be based on a certain base (standards of labor activity). The entry of an employee into an employment relationship implies that he must perform certain duties for a pre-agreed remuneration. This is the sphere of controlled activity, in which the avoidance motives associated with the fear of punishment for failure to comply with the requirements are at work.

The classification of incentive methods can be carried out into organizational and administrative (organizational and administrative), economic and socio-psychological and is one of the most widespread. Depending on the orientation towards influencing certain needs, management methods are divided into:

In management practice, as a rule, various methods and their combinations are used simultaneously. For effective management of incentives, it is necessary to use all three groups of methods in enterprise management. It should be noted that focusing on economic incentive methods often leads to a decrease in attention to the social and psychological aspects of motivation, which determine the internal motivation of personnel.

In modern practice, mixed wage systems are often used - one part of the remuneration of each employee depends on the results of the group's work (as a rule, a variable), and the other - on individual characteristics (constant, official salary).

Most executives believe that if they fail to offer solid salaries or impressive bonuses, people will be lazy and feel less incentivized. But more care should be taken not about where to pay high salaries, but about how to provide your employees with fair remuneration. Fairness is adherence to the principles of correctness, impartiality, honesty.

The main forms of material incentives for the labor of the personnel of the enterprise are:

Material remuneration: salaries, bonuses, profit sharing, equity participation, additional payments, deferred payments. As well as additional incentives such as: payment for transport services, medical care, educational assistance, pensions and savings, vacations and weekends.

Every leader would like his subordinates to strive for good work with full dedication, so that they are involved in the affairs of the organization, share its goals and be highly active in solving problems that interfere with the stable operation of the organization. Money is the most obvious and most frequently used incentive, although it is not the only means of motivating workers.

Consideration of the forms and systems of wages from the point of view of labor incentives suggests that effective management of material incentives should include the study of its motivational aspects both in the practice of managing the organization of labor, and in particular in labor rationing, and from the point of view of the conformity of the forms of wages to production conditions, and the very level of wages. Money is a strong enough motivator only if the employee considers his or her wages to be fair and sees the connection between the results of their work and wages. And since the organization under consideration uses piecework wages, this factor is very important.

In the economic literature, there are different approaches to determining the economic essence of wages. From the point of view of wages as the main form of distribution according to work, it appears as the employee's personal labor income, determined by the quantity and quality of labor. There is a point of view on wages as a monetary expression of the value or price of labor.

This approach to wages in relation to our economy has arisen a long time ago, but has not been established. And only in the conditions of the transition to market relations, when labor acts as a commodity, have they returned to this definition. The value of labor power is essentially the value of the means of subsistence necessary for the reproduction of labor power. It includes, firstly, the cost of funds that meet the needs of the employee himself; secondly, the cost of funds required to support the employee's family; third, the cost of teaching aids. The cost of labor is influenced by the historical and national characteristics of a particular country, as well as climatic conditions.

In a market economy, wages perform stimulating, reproductive and regulating functions.

The stimulating purpose of wages is to create a material interest in the individual and collective results of labor, increase the efficiency of production of goods and services, and improve the quality indicators of work.

The reproductive function determines the absolute level of remuneration required to meet the vital needs of the worker and his family. The regulating purpose of wages lies in its impact on the relationship between demand and supply of labor, on the formation of personnel, the number of employees and their level of employment.

The possibility of achieving a high level of the stimulating role of wages is justified, first of all, by the fact that in the structure of incomes of workers and their families, it constitutes the predominant part of income in comparison with other sources. Since it is wages that are directly related to the labor expended, its stimulating effect on the development of social production is decisive. Skillful use of this function turns wages into one of the most important levers for increasing production efficiency and economic growth.

To ensure that workers perceive the pay and reward system as fair, the following measures can be taken:

1) identification through sociological polls of factors that reduce employee satisfaction with the system of labor incentives in the organization and the practice of providing certain benefits, and taking, if necessary, appropriate corrective measures;
2) better informing employees about how the amount of incentives (bonuses, allowances, etc.) is calculated, to whom and for what they are given;
3) identification in the course of personal contacts with subordinates of possible injustice in the payment of employees, the award of bonuses and the distribution of other incentives for the subsequent restoration of justice;
4) constant monitoring of the situation on the labor market and the level of remuneration of those professional groups with which employees can compare themselves, and making timely changes to the system of remuneration for their labor.

It is not always justified to talk about the priority of material motivation and its greater efficiency, in comparison with non-material motivation, although material motivation has certain advantages.

In particular, it is the most versatile, since, regardless of their position, employees value more monetary incentives and the ability to dispose of the funds received. In some cases, employees are even ready to exchange any methods of non-material incentives for their cash equivalents.

The problem of labor incentives is very urgent. A modern manager must constantly note the value of the employee for the team, the presence of his creative potential, positive aspects, good qualities, and the results achieved. This assessment should be as objective as possible, based not on general impressions, but on specific, accurate indicators and data.

Since the development of a system of incentives in market conditions in the Republic of Belarus is one of the most important reserves of company management, it should be remembered that material factors do not always come to the fore and cannot be the only form of remuneration for labor. The main thing is the attractiveness of labor, its creative nature. It is precisely this attractiveness that the manager should create, constantly updating the content of the work of each subordinate. Non-material incentives are very diverse and are divided into three groups: social; moral; socio-psychological. Using them in combination, you can achieve high efficiency. There is a dialectical connection between material and non-material incentives. So, wages (material incentives) affect the assessment and self-esteem of the employee, thereby satisfying his needs for recognition, respect for others, self-respect, self-affirmation, i.e. material incentive acts simultaneously as social, moral, psychological. But if you use only a material incentive without using moral, social, creative incentives, then the entire incentive system will cease to perform its inherent functions in full, which will lead to the predominance of economic incentives to the detriment of social, moral, psychological and moral incentives.

The efficiency of the company's employees depends on several key variables - the ability of employees, their motivation, as well as a certain set of objective capabilities. Inadequate employee motivation system continues to be the key problem of personnel management in a large number of Russian companies. Currently, along with economic growth and relative stabilization of the Russian economy, changes are beginning to appear in the field of personnel motivation. The leaders of both public and private enterprises are gradually realizing that the successful development of organizations is impossible without the search and use of new modern technologies of labor motivation. The developed recommendations for improving the personnel motivation systems of business organizations can be implemented in strategic and operational management systems, as well as used in corporate training of employees and thus become the basis for specific projects of organizational changes.

Mastering modern management methods is not only an important and urgent task for Russian enterprises, but also difficult. The classic primary indicators of firm success such as the bank account, capital goods and stock of finished goods are losing their former importance. In the 21st century, the specific advantages and development opportunities of corporations are assessed by their intellectual potential.

The competitiveness of Russian companies (of all sizes and industries without exception) relative to enterprises and firms in highly developed countries (judging by the quality of goods and services combined with productivity, efficiency of their production) is extremely low. And this despite the fact that some Russian companies are introducing modern production technologies, high-performance machines and equipment. Despite this, the gap in quality and productivity levels is widening.

The most modern equipment cannot provide an adequate economic result without a radical revision of control systems. and modern management technologies in domestic companies are not up to date today. This also applies to the management of human resources, and the assessment of their quality and efficiency of use, especially in the field of personnel motivation. The lack of modern systems and methods, focus on approaches that were effective in the era of the industrial economy are key organizational problems, since they are directly related to the main value of any organization - its intellectual capital.

Intellectual capital is intellectual matter, which includes knowledge, experience, information, intellectual property - everything that ensures the creation of value. This is the sum of the competencies of all employees of the company, ensuring its competitiveness. It is collective intellectual energy.

In order to effectively manage intellectual capital, it is necessary to apply innovative technologies for staff motivation, which will save all types of organizational resources, inventories, free up finances, increase the viability of corporations, and increase their profitability. Innovative processes in organizational management systems are becoming a regularity in the development of modern business. The concept of "innovation" means a positive, progressive innovation (idea, activity, technology or material object that was not previously used by the organizational system). The category of novelty refers to the qualitative features of changes that are significant in nature and are accompanied by changes in the way of activity and thinking. Research in the field of innovative technologies for personnel motivation is relevant both for the sociology of management and for the practice of management.

The use of innovative technologies to motivate radical changes can be effective only in the general system of “new management” corresponding to the era of “knowledge economy” (M. Foucault).

In this regard, it is advisable to highlight and compare two approaches to motivating personnel of business organizations:

The traditional approach used in the era of the industrial economy;
An innovative approach focused on the functioning of organizations in the era of the information economy.

Let's take a closer look at what is the difference between traditional and innovative approaches to motivation, how the technologies used in different approaches differ from each other, what managers need to do to correct ineffective motivational systems.

1. Motivation of personnel through the use of goal-setting technology. The traditional approach to motivation does not imply a direct connection between motivation and the implementation of the organization's goals.

The task of the innovative approach is to build a motivational system that best suits the implementation of the entire range of organizational goals. One of the main functions of organizational goals is motivational, motivating. The set of organizational goals is understood as the target structure of the company: vision, mission, "objective goals", strategies, programs.

The employees of the organization cannot have a complete coincidence of their own interests with the goals of the company, but the management (innovative for many companies) technology "Management by objectives - MBO", in its various forms ("Management on the basis of balanced scorecards" ), allows you to fully harmonize the goals of employees with the goals of the organization and form an active system of target motivation.

Central to this approach to results management is the issue of alignment of objectives. The goals of each employee should be in the main and mainly consistent with the goals of the team, and these, in turn, should be related to the goals of the department or division, which should support the goals and overall mission of the organization.

Many studies show that the productivity of people with specific goals is higher than the productivity of those employees who, for one reason or another, have goals that remain unarticulated. Specific goal setting improves performance because the individual has clear expectations about the outcome.

In the era of the information economy, when it is necessary to constantly assess the practical possibilities of achieving organizational goals, to identify areas of potential problems and unexpected consequences, to look for more effective ways to achieve goals, goal-setting can become one of the key tools for motivating employees of modern business companies.

Another important element of the modern motivation system is an innovative compensation system.

2. Motivation of personnel through an innovative approach to compensation systems. The traditional approach to motivation through wages is based on the fact that wages are themselves a strong motivator; the increase in the level of wages occurs in connection with the general organizational development, and not depending on the results achieved by this or that employee; at the same time, there are no significant differences in wages between effective and ineffective employees.

An innovative approach to motivation through wages implies that a job well done is adequately rewarded, thereby contributing to an increase in the efficiency of other tasks; the people who contribute the most to the strategic goals of the organization deserve the most rewards; the increase in wages is not carried out by the "equalization" method, but varies depending on the results achieved by this or that employee; the level of remuneration is competitive in relation to the level of remuneration of the competing company and other organizations.

In order to correctly determine the level of an employee's salary, the head of the organization and the personnel manager need to know what is happening in the labor market, how much is paid in competing firms.

Companies can use the following sources of information to answer these questions:

Goskomstat data;
research by the Institute for Comparative Social Research (CESSI) (an independent organization that calculates the cost of living index based on a certain set of consumer basket);
special studies of salaries and benefits (Salary Survey) (data on how much companies pay on average in the market or in a certain segment).

Salary Survey reviews are taken on the basis of benchmarking technology from Western practice, therefore the main providers of such services are foreign audit and consulting companies such as Deloitte & Touche, Ernst & Young, PricewaterhouseCoopers. Among Russian companies, these are Ankor, Meteorkonsulting, and Top Management Consult.

Monetary remuneration, the forms of its receipt, as well as the relative and absolute amounts are perceived by the employee as evidence of his value for the organization, affect the employee's self-esteem, and directly speak of his social status. That is, the money received by the employee also serves as a measure of personal and professional self-realization for him.

In the era of the information economy, fair, from the point of view of the employer and the employee of the company, the calculation of wages does not lose its importance due to the availability of other innovative methods of personnel motivation, since monetary remuneration in Russian companies has been and remains the basic element of labor motivation.

3. Motivation of personnel through the use of team building technology. The traditional approach to employee motivation assumes that the company's performance is a simple sum of the performance of each of the company's employees. That is, if each of the employees has achieved the individual (usually quantitative) goals set for him, then the goals of the company will automatically be achieved.

An innovative approach to personnel motivation is aimed at the fact that the results of the company's work directly depend on the interaction between employees, on teamwork, and not only on individual achievements.

Today leaders of companies need to rely on "team building", implement programs aimed at building teams, focused on trust, open exchange of information within the team and increase their motivation.

Teamwork has clear advantages over individual work.

First, the need for total management control is significantly reduced. A large number of operations are controlled within the team itself, which in turn means that problems that arise are resolved on the spot, without the direct intervention of the top management of the organization.

Secondly, with this type of work, it is easier to introduce new types of products and services, carry out organizational changes, and reduce the duration of the production cycle.

Thirdly, the motivation of team members' work activity increases, since the simple tasks into which the work is divided are combined into more significant and complex ones, and the transfer of responsibility to team members, the integration of creative and executive processes into them creates an opportunity for the formation of a participatory style within the organization. management. The latter helps to improve the moral and psychological climate in the team.

In the era of the information economy, delegation of authority is becoming a particularly important and significant technology for motivating personnel.

4. Motivation of personnel through delegation of authority. The traditional approach to staff motivation involves partial or complete

Innovative technologies of personnel motivation management as a problem of modern management 95 rejection of such technology as delegation of authority.

An innovative approach to personnel motivation through the use of the technology of delegation of authority allows: to release the head from the operational management of the process; increase the motivation of staff; increase the level of responsiveness of the company to external factors; restrict company personnel less and give employees more freedom to achieve organizational goals.

As a result, the employee gains the organizational, financial, legal and psychological freedom necessary to obtain job satisfaction. Career growth or promotion is an essential element in new systems of motivation.

5. Motivation of personnel through the use of innovative career management technologies. The traditional approach to motivation through career management involves the advancement of an employee up the organizational ladder in the framework of the type of activity that was chosen by him at the beginning of his working life ("vertical career").

An innovative approach to motivation through career management provides for the advancement of an employee within the organization not only up the career ladder, but also from one division of the enterprise to another ("horizontal" or "matrix" career).

These changes are primarily related to changes in the conditions for career management. The changes that have taken place have fundamentally changed the traditional view of a career as a consistent promotion of an employee to higher positions in the organization. Instead of predictable changes in job positions, modern workers are forced to face the unpredictability of their job positions. Employees no longer have confidence that they will work in the same specialty and professional activity for which they were trained; they cannot be sure of keeping their jobs in the organization, let alone promoting them to new positions. A variety of alternative employment contracts are offered to workers, and none of them offers full and permanent employment. Only as they improve their professional skills in the domestic and foreign labor market, employees can increase their career opportunities.

Thus, career growth can now be carried out only by updating the employee with the competence necessary for the company, which would allow him to take new, higher posts in the organization and reach a fundamentally new level of responsibility.

An innovative approach to personnel motivation through career management of company employees in a “knowledge economy” helps employees to manage their own careers.

Only in the case of taking into account the factors affecting the satisfaction of the needs of employees, and applying the recommendations for managing the career of employees, an increase in the level of motivation of the personnel of business organizations to the effective implementation of labor activities can occur.

6. Motivation of personnel through the use of innovative technologies for the training and development of company employees. An innovative approach to employee motivation through employee training and development involves a systematic, continuous learning process used by organizations to gain employee knowledge, develop their skills, change behavior or attitudes in order to increase their contribution to the achievement of organizational goals. Training is used to improve the performance of employees in the positions they currently hold, as well as to prepare employees for the positions to which they are likely to be promoted in the future.

In order for training to contribute to the achievement of the organization's goals and at the same time motivate employees, it is advisable that this process be built on the basis of the following algorithm:

Determining the training needs of the organization;
Setting goals for staff training;
Selecting the target group for training;
Choice of teaching methods and training programs;
Program budgeting;
Preparing company employees for training.

An innovative approach to staff motivation through training involves the use of various methods of training and development of employees: Job enrichment; Job rotation; business courses, seminars, trainings; computer training based on Internet technologies; modeling of working situations, business games, case studies.

In order for employee training to achieve its goals (including increasing motivation), a systematic approach is required to identify training needs, develop training programs that help meet these needs, and assess the effectiveness of training.

7. Motivation of personnel through the use of innovative technologies for personnel assessment. The traditional approach to motivation through personnel assessment assumes that: the object of assessment is an individual employee; the assessment is carried out by the attestation commission; the appraisal is ultimately the legal justification for the dismissal or symbolic wage change; assessment methods are predominantly subjective assessment or psychological testing.

An innovative approach to personnel motivation through personnel assessment assumes that: the object of assessment is an individual employee; the assessment is carried out by the direct manager, external and internal customers, suppliers, etc .; the goals of the assessment are the development of the organization and employees, solving problems, making decisions about promotion, remuneration, dismissal; assessment methods are management by objectives, comparative and rating methods, assessment center techniques.

The main goal of the personnel appraisal system in the new conditions is to analyze the compliance of the proposed work with the goals set for each employee, to determine whether these goals have been achieved and to what extent the way of achieving them complies with the code of ethics.

Based on the results of personnel assessment, the amount of the bonus can be determined; a decision is made to raise / lower wages; draw up a development plan; determine the need for training; the system of motivation for employees of a particular unit is being adjusted.

8. Motivation of personnel through integration into corporate culture. The traditional approach to personnel motivation through corporate culture was implemented on the basis of traditions that were formed at many enterprises. This approach did not imply the need to purposefully engage in the formation and management of corporate culture as a whole.

An innovative approach to motivating personnel through corporate culture involves the purposeful formation of ideas, views, fundamental values that are shared by members of the organization (shared values). Values determine both behavioral styles and styles of communication with colleagues and clients, the level of motivation, activity, and more.

Corporate culture (often called organizational culture, corporate spirit, corporate value system) is becoming one of the most effective means of motivating employees. As soon as an employee satisfies the needs of the first level, he has needs of a different plan: a worthy position in the team, recognition, self-realization, etc. Then corporate culture comes to the fore, one of the important functions of which is to support each member of the team, to reveal his individuality , talents, personal potential.

A well-developed corporate culture encourages individuals and teams to control activities within the framework of the rules and constraints determined by the organizational culture. This not only leads to high efficiency in their work, but also increases the motivation to work, since adherence to common values reduces the number of conflicts and misunderstandings.

Taking into account the whole complex of motivating influences allows the manager to adequately respond to the situation and reward employees in accordance with their contribution and the goals of the organization. Moreover, any impact should be carried out in a comprehensive manner. The combination of different shapes should be different in each case. This avoids the addictive effect, when employees gradually get used to the impact, and it loses its relevance.

Development of the problem of innovative technologies for personnel motivation management implies work in two directions.

The first area is to ensure optimal working conditions. This can include factors such as organizational culture, attractiveness of work, organization of the workplace, the possibility of professional and personal development of an employee, the socio-psychological climate in the team, belonging to a certain profession or a particular firm, etc. These factors are indirect affect the motivation of personnel and are used not only within the motivation system, but also in the management system of the organization as a whole.

The second direction is a system of direct influence on the production behavior of workers. This includes various types of material and non-material incentives for employees (salary, bonuses, bonuses, additional payments, insurance, personal car or office, promotion, achievement of a result, praise from superiors, recognition of colleagues, opportunities for independent decision-making, etc.)

If we take into account that each organization has its own goals and is in specific conditions peculiar only to it, then it can be argued that the system of motivation in each organization must be unique.

There are no universal systems of motivation; in a particular case, these or those management tools are effective. Moreover, in one organization, in parallel, there may be several systems of motivation for different departments and categories of personnel. For each organization, at a certain point in time, its own system of motivation should be developed, which will allow solving specific problems, and ultimately achieving organizational goals.

Bibliography

1. Afonin I.V. Management of enterprise development: Strategic management, corporation "Dashkov and K", 2002. 380 p.
2. Innovative technologies in human resource management: Sat. scientific. tr. N. Novgorod, 2002.314 p.
3. Clarin M.V. Innovation in Teaching: Metaphors and Models: Analysis of Foreign Experience. Moscow: Nauka, 2003.223 p.
4. Human Resource Management / Ed. M. Poole, M. Warner. SPb .: Peter, 2002.100 s.
5. Khrutskiy V.E., Tolmachev R.A. Personnel assessment: modern systems and technologies. Moscow: Finance and Statistics, 2004.176 p.
6. Thomas A. Stewart. Intellectual capital. The new wealth of organizations. New York, 2006.254 p.

Russian State Trade and Economic University

Abstract on General and Customs Management

On the topic: Modern methods of personnel motivation.

Completed by: Khokhlova Ksenia

Faculty: MEIT

Specialty: "Customs"

Group: 27

Received by: K.O. Staroverova

INTRODUCTION 3

1.System of staff motivation. 6

2. Incentives for staff. eleven

3. Model of the modern system of material motivation. 14

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

CONCLUSION 25

LIST OF USED LITERATURE 28

INTRODUCTION

Studies of labor motivation in recent years have shown that it as a system has undergone negative structural changes. This means that higher needs have receded far into the background, and the behavior of most workers is governed by lower needs (according to Maslow's hierarchy) 1, which is both a consequence and a reason for the formation of a specific mentality of a modern Russian worker. In addition, motivation has also undergone typological changes - in general, it boiled down to motivation for choosing and retaining a job, rather than motivating high activity and dedication to work with sufficient payment.

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

The complexity of the search for new ways of motivating lies, firstly, in the growing differentiation of society, in a sharp division into rich and poor, which results in a large difference in needs. Secondly, the growing impoverishment of the lower social strata leads to a decrease in the level of needs to purely physiological, which often leads to lack of spirituality and the desire to live one day.

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

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

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

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

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

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

1.System of staff motivation.

Motivation (as a process) is a process of emotionally-sensual comparison of the image of one's need with the image of an external object (an applicant for the subject of need). Or, motivation (as a mechanism) is an internal mental mechanism of a person, which ensures the identification of the object of the corresponding need and triggers directed behavior by the appropriation of this object (if it corresponds to the need). Diagram 1 shows that motivation can occur in a person without outside help 3.

Motive formation

Let us recall the main driving motives of employees:

The motive for reward is that the employee works for the sake of money and other benefits.

Social motive - it is important for the employee to be approved by the management and the team.

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

The motive for achievement is that the employee strives for self-affirmation and self-realization.

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

The labor motivation system should include as part of the mechanism for optimal labor incentives (scheme 2) 4.

Optimal labor incentive mechanism

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

The motivation system rewards the employee's work that is valuable to the organization. In this regard, it should be aimed at: maintaining the required performance; productivity increase; maintaining the norms of the organization; improving the norms of the organization.

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

Main groups of regulatory requirements

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

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

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

Positional norms (or norms of cross-functional interactions). The presence in the company of high professionals in their field is a necessary but insufficient condition for the effective operation of the company as a whole. Equally important is the well-functioning of the mechanism of interaction between employees of different departments.

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

Some psychologists and conflictologists, when analyzing practical activities, see the causes of most conflicts in the organization exclusively in the interpersonal disharmony of the conflicting employees. Without contesting the existence of such types of conflicts, we want to emphasize the existence of conflicts arising on business grounds. In particular, due to the absence or ignorance of the norms of inter-functional interaction by employees. This is expressed in the desire to impose "borderline" work, for example, on the transfer of your product, on your "neighbor", etc. The businesslike nature of the mutual claims of workers quickly turns into the plane of interpersonal antipathies.

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

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

maintaining motivational conditions that give rise to the interest of employees in conflict-free interaction.

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

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

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

pay should be perceived as fair by the employee. The criteria for assessing the performance of employees, the achievement of results should be recorded in the local regulations of the company, are known to the personnel and can be easily measured. If an employee is unable to accurately determine the amount of his payment, he will consider that it is understated.

A complex pay system prevents the employee from planning his budget, which will lead to additional costs and, therefore, cause dissatisfaction with his salary.