The peculiarities of the motivation system in trading companies are that the effectiveness of the motivation system in relation to sales personnel depends on many factors that are individual for each company (store). For example:

Company sales strategy;

Sales system, features of sales management;

Features of business processes in the company;

Distribution of responsibilities within the sales department and between departments;

Organizational culture.

In particular, the motivation system developed in a retail company will be very different from the system adopted in a wholesale company: active sales require incentives other than sales.

Managers are required to have different work behavior, they have different tasks and functions, and different performance criteria.

One of the difficult tasks that a manager constantly has to solve is to motivate and lead sales agents. Motivation and leadership are closely related and can be seen as two sides of the same coin. Essentially, the implementation of a properly designed motivation program creates the need for a leader, or in other words, the desire to follow the leader wherever he or she goes. These topics generate far more controversy than any other sales management issue. Some managers believe that sales agents can only be motivated by money. Others argue that money, although an important means of rewarding efficient salespeople, is not the only effective motive. It appears that, as with many things, the truth lies somewhere in between when it comes to motivation and leadership.

The following components are important in the system of personnel motivation in trade sectors. It's good when you like the work; but if they don't pay a salary, we will most likely have to look for something else. It’s bad if you don’t like the job, but if the salary is high, some people prefer to be patient. And it happens that you like the job and are satisfied with the salary, but the working conditions are such that it couldn’t be worse - the boss is a tyrant, colleagues gossip, and the office is located an hour and a half drive from home.

When developing a personnel motivation system, you should also take into account the totality of positive and negative factors characterizing working conditions. For example, the distance of the store or its objectively low traffic. And do not lose sight of personal motives for each individual employee.

Thus, the motivation system in trading is based on the “compensation package”:

Financial incentives: all payments are in monetary terms, what is given in an envelope or in the cashier’s window. This includes the base salary, additional payments and allowances, as well as the variable part of the salary (bonuses, bonuses, percentage of sales);

Non-material incentives - payments in indirect monetary terms, i.e. the company bears the costs, but the employee does not receive the coveted bills (for example, payment for a cell phone or health insurance);

Moral stimulation.

Before starting to resolve issues related to the choice of a remuneration system, it is necessary to draw up a detailed job description for each category of sales agents and managers. Some positions involve only minor direct involvement in the sale of goods, but also involve carrying out promotional activities or providing additional services. In other positions, a person is required to establish direct contact with the buyer and directly sell goods. Each company should carefully analyze the tasks assigned to employees and draw up job descriptions for each of them. The job description is the basis for developing a remuneration system that meets the set goals.

The remuneration system for sales agents is important both for them and for the company as a whole. If this system is designed correctly, it is easy for a company to use, it provides maximum control over the productivity of sales agents and helps maintain a balance between sales results and sales costs. As for the sales agent, a reasonable remuneration system reflects his ability, experience and other aspects of his activity, provides him with a regular income and generously rewards him for his work. Good work.

Because pay that is too low can lead to high turnover, it is important that overall pay in sales is high enough to attract and retain good employees.

Factors in determining the optimal basic level salaries are: the level of income for comparable positions in the same company and the level of income for comparable positions in the same company and the level of income for comparable positions in the industry in which the company operates. When setting tariff rates, first of all, it is necessary to express in numbers the requirements for a person occupying a specific position, reflecting the most essential conditions successful implementation of sales tasks.

Most remuneration systems in use are a combination of wages, commissions and/or bonuses. Many companies find this system most effective in achieving their goals and ensuring sales results. The main problem here is the combination of regular salary and professional benefits. Since payment in the form of a regularly paid salary provides the lowest costs in the event of high sales results, and a system based on payment only in the form of commissions provides the lowest costs in case of low sales results, the company's remuneration system usually tilts in one direction or another depending on the volume of its sales.

The salary for each position within any salary system should enable the salesperson to maintain a normal standard of living while at the same time stimulating and “compensating” his efforts to accomplish sales objectives. These tasks include:

Customer service;

Restocking store shelves;

Collecting information on prices for comparable products, etc.

However, despite the importance of performing these tasks, the fixed part of the sales agent's salary should not be so high that he ceases to strive to improve the effectiveness of his work. Many payment systems provide that a fixed salary makes up about 70% of a sales agent's total income.

Another form of compensation - commissions and bonuses - usually accounts for the remaining 30% of a sales agent's total income. The amount of these payments depends on how much the sales agent exceeds the established sales quota, that is, the minimum that is required of him.

Turnover among sales agents who are creative or work in newly formed companies tends to increase as the share of incentive pay in total compensation increases.

As part of its personnel policy, the company must develop a payment and bonus policy, in which it is necessary to determine how and at what level in relation to competitors the company plans to pay and reward employees.

In each case, the company must clearly understand the possible consequences of a particular chosen strategy.

The consequences of a particular policy in the field of wages are clearly demonstrated in Table 1.3.

Table 1.3

Consequences of the policy in the field of remuneration of workers

Actions	Most Likely Consequences
Pay the minimum possible salary	Only inexperienced employees will come to you for employment. High turnover ensured It is almost impossible to retain staff and ensure their effective work
Pay at the level of average salaries in the market	The experience and knowledge of new employees is insufficient; they will have to be trained The turnover rate is average, but the best employees you have trained will leave
Pay above average salary	You can choose worthy candidates Employees will value their work, turnover is minimal Some employees may be paid more than they are worth on the market
Pay the maximum salary level on the market or even higher	You can invite the best of the best to work You can set high plans and demands Employees may stop working well due to the effect of overpayment - a feeling of indispensability arises

The main rule of the compensation package is that the amount of money and other benefits received by the seller must be tied to the performance of his activities. If a seller prefers to work for a fixed salary and is in no hurry to serve the next customer, most likely the store does not need such an employee. The wolf is fed by his feet, and the seller is fed by the amount of goods he sold to the buyer, and not by the ability to come to work on time and stand beautifully at the rack (although in some cases these abilities may come in handy).

When recording quantitative sales indicators, one should not forget about the quality standards of work. If an employee sells well, but at the same time allows himself to be late for work and be rude to the buyer, this cannot but affect the level of his salary.

The second rule is that the payroll scheme must be understandable to the employee (it’s good when he himself can calculate how much he earned this month). Complex coefficients of labor participation, incomprehensible even to the store director, as well as bonuses based on the principle “this month we will assume that Petya worked better, because now it’s his turn” do not encourage the employee to work better.

The third rule is that the remuneration system must be perceived by employees as fair. If the rule applies: “From each according to his ability, but to each the same” - be prepared to say goodbye to good sellers, since they have already been hired to work in a competitor’s store. If the unwritten rule says: “From each according to the need (of the store), to each according to the whim (of the manager)” - the result will be the same. If a store tends to skimp on sales staff and salespeople earn less than the average salary in similar stores, is it worth describing the result?

The social compensation package consists of cash payments (fixed and non-fixed) and social benefits (mandatory and additional)

The gradual development of a compensation system makes it possible to offer employees competitive working conditions and strengthens the positive image of the employer.

Thus, developing a compensation package for personnel is not a matter of one day, and it is necessary to have a good understanding of its structure and the principles of selection and calculation of individual components (Fig. 1.2)

Rice. 1.2 Compensation package structure

When choosing non-financial incentives, which still cost money for the company, you should determine which categories of employees work in a particular store. For example:

For students and interns, flexible schedules, training opportunities and a guarantee of employment after the internship are important;

For young people under 27 - 30 years of age who do not have families, the opportunity to earn money is important, since during this age period they initially accumulate money. No less important for them career and related short-term training;

For families with small children, it is important to have a guaranteed income, medical insurance, and various benefits related to the child (flexible schedule, vouchers);

For professionals aged 30-45 years, independence in work is required, as well as privileges indicating social status (an office, a car, payment for a tourist trip abroad, medical care in a high-status clinic). They may also be interested in studying related professions or obtaining a second higher education;

For people of pre-retirement and retirement age, social guarantees, medical insurance, and the opportunity to transfer experience to young professionals are important.

Different forms of non-material incentives pursue different goals.

Social involves taking care of the health of employees (medical insurance, a trip to a sanatorium) or the convenience of their movement to work (paying for a travel card or renting a bus that takes employees from the metro to the store).

Functional involves improving working conditions (flexible hours, rest room).

Social-psychological emphasizes public recognition (honor boards, increased status, public praise from superiors).

Creative work provides an opportunity to improve skills (training, internship).

Personal is what is pleasant for a specific person (additional vacation, paid trip abroad, a place to park a car).

Fines have a demotivating effect. Instead of fines, it is better to use a bonus payment system.

Thus, a good leader directs the motivation of employees to achieve goals, attracting the individual abilities, skills, interests, attitudes, and needs of each. By treating each employee as an individual, a manager can ensure a fit between the employee and the position he or she occupies.

Almost every domestic enterprise, one way or another, is faced with the issue of motivating the work of employees, so the question of various systems of motivating employees is always relevant.

Research conducted in 2003-2005. Association of Russian Managers among 300 representatives of senior management personnel of organizations showed that the level of competitiveness of an enterprise directly depends on the level of employee motivation. 72.2% of respondents agreed with this opinion: Fig. 8. It should be noted that the management of the surveyed enterprises put the factor of staff motivation in first place among other internal factors of competitiveness.

Rice. 8

Let us note that what is important for management practice is not so much the choice of one or another theory of motivation, but rather the development of a specific system that takes into account the specifics of this particular enterprise and allows for maximizing the efficiency of using the enterprise’s labor resources.

In the specialized literature on systems theory, it is noted as an initial thesis that the systems approach is applicable only to the management of system objects. Personnel management, as an institution as a whole, as well as subjects and objects of personnel management can also be classified as systems.

However, before moving on to studying the essence of labor motivation systems, let us turn to the very concept of a “system” and its characteristics. This will make it possible to determine those specific requirements for labor motivation that arise from its systematic nature. In different sources, the system is understood as:

• - an object whose properties cannot be reduced without remainder to the properties of its constituent elements;
• - anything consisting of parts connected to each other;
• - a complex of interacting components;
• - a set of connected operating elements;
• - not just a set of units, but a set of relationships between these units;
• - a set of objects that have these properties, and a set of connections between objects and their properties;
• - a complex of selectively involved components, in which the interaction and relationship takes on the character of interaction of components aimed at obtaining a focused useful result.

Thus, the following properties of the system can be distinguished:

• - the system is a collection of elements;
• - under certain conditions, these elements can be considered as systems;
• - the system is characterized by the presence of connections (interrelations) between elements, which naturally determine the integrative properties of the system, distinguishing the system from a simple conglomerate, and distinguishing it as an integral formation from environment.

Studying methodological literature on the development and implementation of labor motivation systems at enterprises made it possible to identify the presence of three interrelated components (groups of methods) of labor motivation. Among them are administrative, economic and social elements. The general structure of methods and forms of labor motivation is shown in Fig. 9.

Rice. 9 Labor motivation system

Organizational and administrative methods involve, first of all, involving employees in the affairs of the organization and the work of collegial bodies: for example, they are given the right to vote when deciding a number of issues. Motivation by the prospect of acquiring new knowledge and skills also plays an important role. It makes workers more independent, self-reliant, and gives them confidence in the future.

This group also includes motivation by enriching the content of work. It consists of providing employees with more meaningful, important, interesting, socially significant work that corresponds to their personal interests and inclinations, with broad prospects for job and professional growth, as well as allowing them to demonstrate their creative abilities, exercise control over the resources and conditions of their own work.

Economic methods of motivation include, first of all, activities that involve employees receiving or depriving employees of certain material benefits. These include various types of bonuses, various types of permanent payments and allowances, and benefits. This group also includes the provision of material benefits such as tourist vouchers, payment for sanatorium treatment, etc.

Social and psychological methods of motivation contain the following basic elements:

• - creating conditions under which people could feel professional pride in the fact that they can cope with the assigned work better than others, involvement in it, personal responsibility for its results, feel the value of the results, their specific importance;
• - the presence of a challenge, providing opportunities for everyone at their workplace to show their abilities, realize themselves in work, prove that they can do something;
• - recognition, which can be personal and public;
• - setting high goals that inspire people to work effectively;
• - an atmosphere of mutual respect, trust, encouragement of reasonable risks and tolerance for mistakes and failures; attentive attitude from management and colleagues;
• - promotion to a position that combines all the considered methods of motivation, because it provides higher wages (economic motive), interesting and meaningful work (organizational motive), and also reflects recognition of the merits and authority of the individual through transfer to a higher status group (social motive). At the same time, this method of motivation is internally limited: there are not many high-ranking positions in the organization, much less free ones; not all people are capable of leading and not everyone strives for this; promotion requires increased costs for retraining;
• - praise when completing a large volume of work, mastering new work methods or new products, introducing an innovation proposal;
• - approval during the process if the work is done efficiently;
• - support when an employee has doubts, is not sure, cannot decide on the choice of goals, objectives, methods of behavior and action;
• - censure, i.e. the use of appealing to conscience when communicating with a person.

Great importance in organizing everyday moral and psychological stimulation should be given to the most authoritative members of the team. Praise, approval, support can come not only from the leader.

Let us note that each individual element of an individual’s work motivation system definitely has a relationship with other elements. Simply having a high salary cannot motivate staff to work. If this were so, then managing staff would be extremely simple.

At the level of specific research, it is possible to identify people who are guided in their activities by a very limited range of motives, for example, only wages, and the rest either have no significance or their influence is extremely low. Other workers, when justifying their behavior, compare a wide range of motives - salary, interest in work, opportunities to improve their qualification level, relationships with colleagues, with the manager, etc. The variety of motives depends on the development of the individual and allows us to determine the range of influences on workers in the management process. The variety of motives, their relationships and ways of manifestation in individual employees is so significant that it is impossible in practice to create a motivation system that takes into account all the variables of this system.

One of the ways to solve the practical problem of creating and improving a labor motivation system is to develop a hierarchy of motives for the team, individual professional groups and specific employees.

When using this approach, the entire set of motives is distributed in order of their importance for a person, i.e. a hierarchy of motives is created. The result is an ordered set that characterizes the priority orientation of a person’s internal determinants. In the management process, the hierarchy of motives allows you to prioritize incentive methods, develop a concept and policy for personnel management and other aspects of management.

The development of a hierarchy of motives is directly related to such a category as the strength of motives. This indicator determines the relative importance of each motive in the hierarchy. The need to use the category of motive strength is due to the fact that the magnitude of the significance gap between two motives closely located in the hierarchy can be different.

In addition, for effective use labor motivation systems must take into account that the strength of certain motives is gradually changing, and, accordingly, the hierarchy of motives itself is subject to change. Of course, motives, as determinants of labor behavior, are relatively static formations, and their change requires a significant period of time, since they are closely related to value-normative mechanisms. In this regard, it is important to consider such a parameter as the stability of motives or the degree of stability of motives. Comparison of the hierarchy of motives (absolute importance) and the strength of motives (relative importance) in dynamics over different time periods, as well as in different situations, allows us to assess the stability of different motives and determine the “anchor” motives that form the motivational core of the individual and the team.

The listed characteristics make it possible to develop and effectively use labor motivation systems. In particular, based on these indicators, it is possible to describe the motivational structure of an individual. In the center of this structure there is a motivational core, which is a set of the most significant, strong and stable motives that determine the nature of the manifestation of all other motives. Further, at the second level, there is a second group of motives that are of significant importance, but are not included in the motivational core. Both third and fourth levels can be distinguished, the number of which depends on the development of motives and the closeness of the connection between them.

A graphical representation of the motivational structure can serve as a very visual and informative tool in management: Fig. 10.

Rice. 10 Options for personnel motivation structure

The options for the motivational structure presented in the figure clearly demonstrate the main value orientations of employees and make it possible to characterize and predict the effectiveness of their work, behavior in various situations and develop personalized management methods. Let us briefly comment on the options for the motivational structure of personnel presented in the figure.

The motivational core of the first employee is wages, therefore, no matter what he does, no matter what processes occur, everything is perceived by him through the prism of influencing the possibility of changing wages. But he is not inclined to make much effort to increase his salary; comfortable working conditions are more important to him.

The second employee is driven primarily by interest in the functions performed. He sees the development of this interest in career moves. To realize these two conditions, the employee is ready to constantly improve. However, he is not a complete altruist; it is also important to him how his work is paid. The following conditions can be mentioned as supporting conditions: a good relationship in a team and the ability to perform functions independently.

Having determined the structure of motivation for individual employees and the team as a whole, it is necessary to use a system of levers that activate certain motives depending on the specific situation. IN in this case It is advisable to consider the classification of types of motivational influence: Fig. eleven.

Depending on the main groups of needs, motivation is distinguished between material, labor and status. Material motivation is the desire for prosperity and a higher standard of living. It depends on the level of personal income, its structure, income differentiation in the organization and society, and the effectiveness of the system of material incentives used in the organization.

Rice. eleven

Work motivation is generated directly by work, its content, conditions, organization of the labor process, and work regime. This is a person’s internal motivation, the totality of his internal driving forces of behavior associated with work as such. Of course, every employee feels the need for meaningful, interesting, useful work, is interested in certain prospects for job growth, feels self-respect if the results of his work are highly valued. In general, work motivation is connected, on the one hand, with the content and usefulness of the work itself, and on the other hand, with self-expression and self-realization of the employee.

Status motivation is the internal driving force of human behavior associated with his desire to occupy a higher position, perform more complex and responsible work, and work in prestigious, socially significant areas of the organization. In addition, a person may have a desire for leadership in a team, a higher unofficial status, as well as a desire to become a recognized specialist and enjoy authority.

Based on the methods used, motivation is distinguished between normative, compulsory and stimulating.

Normative motivation is inducing a person to a certain behavior through ideological and psychological influence: persuasion, suggestion, information, psychological infection, etc.

Coercive motivation is based on the use of power and the threat of dissatisfaction with the employee's needs if he fails to meet the relevant requirements.

Incentive motivation is an influence not on the individual as such, but on external circumstances with the help of benefits - incentives that encourage an employee to behave in a certain way.

The first two types of motivation in this group are direct, since they involve a direct impact on team members, the third type is indirect, since it is based on the influence of external factors - incentives.

Based on the sources of motives, a distinction is made between internal and external motivation. Intrinsic motivation manifests itself when a person, solving a problem, forms motives independently. For example, this could be the desire to achieve a certain goal, completion of work, knowledge, the desire to fight, fear.

Based on internal motivation, people act more calmly; They perform their work more conscientiously, spend less effort, understand tasks better and master knowledge. Internal motivation to action is the result of the interaction of a complex set of changing needs, therefore, in order to achieve motivation, a leader must identify these needs and find ways to satisfy them.

With external motivation, the influence on the subject occurs from the outside, for example, through payment for work, orders, rules of conduct, etc.

Internal and external motivation are not clearly distinguished, since in different situations motives can arise for both internal and external reasons. It is very important for managers to know about the presence of these two types of motivation, since it is possible to manage effectively only by relying on external motivation, while also taking into account the possible occurrence of certain internal motives.

Based on their orientation, they distinguish between positive motivation, which contributes to the effective achievement of goals, and negative motivation, which prevents certain ways of employee behavior. The main types of positive motivation include: material incentives in the form of personal salary increases and bonuses; increasing the authority of the employee and trust in him in the team; assignment of particularly important work, etc. Negative motivation is, first of all: material penalties (penalties); decrease in social status in the team; psychological isolation of the employee; creating an atmosphere of intolerance; demotion. The system of penalties must be continuous, have no “forbidden zones”, the consequences of sanctions must be communicated to all employees and be clear to them.

Thus, creating a system of labor motivation in a commercial organization is a complex, complex task that involves solving a number of economic, social, psychological, and organizational problems. At the same time, the motivation system used must have both a direct communication flow that allows the impact to be transmitted to the workforce, and feedback channels that allow monitoring the effectiveness of various motivation methods and specific measures.

Since for more than 15 years the Russian economy was at an extremely low level of labor resource utilization, which was associated with crisis processes, the problem of personnel motivation was studied with high intensity, both in academic circles and by practicing managers. Researchers and managers have come to the conclusion that the motivation system is one of the key subsystems of a modern commercial organization. At the level of the control object, it is either an activator or a blocker of management influences.

In this regard, attempts have been made to develop and use methods for diagnosing personal motivation systems. An analysis of the personality structure and the determinants of work behavior shows that the structure of motives reflects the basic value orientations of the individual and is the link of motivation in which personally meaningful meaning is given to managerial influences. Therefore, you can develop as “perfect” personnel management systems as you like, but if they do not take into account the motives of specific employees of the organization, they will be rejected by the object and will not bring the expected effect. This makes the task of personifying motivational influences one of the most pressing for organizational leaders.

St. Petersburg State University

Special Faculty of Economics

Department of Enterprise Economics and Entrepreneurship

Coursework on the topic:

“Using staff motivation to improve the efficiency of a commercial enterprise”

(Specialty “Economics and Enterprise Management”)

Completed:

4th year student

Correspondence department

Volkov Oleg Nikolaevich

Scientific adviser:

Candidate economic sciences, assistant professor

Maslova Elena Viktorovna

Saint Petersburg

Introduction………………………………………………………………………………….……….……………….3

Chapter 1. Factors influencing the achievement of the main goal of the organization

§ 1.1. The main goal of commercial organizations and ways to achieve it………...5

§ 1.2. The influence of management style on achieving the efficiency of commercial enterprises (organizations)……………………………………………………………….………………….7

Chapter 2. The essence and basic systems of motivation.…………………..…………......…..13

§2.2. Classification of motives for work activity….…………………..….......... 15

§2.3.Characteristics of motivational theories………………….…………………………….18

§2.4.Implementation of motivational theories in management practice…………….…….21

§3.1.Analysis practical application employee motivation systems at Russian enterprises………………………………………………………………………………..24

§3.2. Approaches to improving personnel motivation systems at

enterprise…………………..……………….………………………………………………………………………………….27

Conclusion………………….…………………………………………………………………………………..32

Literature……………………………………………………………………………….………………………...33

Introduction

The collapse of the “single Soviet factory” system that had developed in the USSR since the late 80s of the 20th century into more than 15 “national states”... has not yet created a new sustainable development model in the country: either along the Western or any other path 1 . In the 21st century, it became clearly and finally clear that in Russia development along the Western or European path is not happening, rather the opposite.

Things in Putin’s “Russia” are even worse than (according to Professor Preobrazhensky) in Bulgakov: the “ruin in the heads” was complemented by the collapse of social ties, which was largely organized deliberately.

The situation with labor motivation in today's Russia is paradoxical. In many ways, what is unique is the established and so far somehow self-reproducing urban industrial society, which still retains one of the world's leading scientific and technical potentials (and a system of mass universal education - albeit greatly degraded). The cost of Russia’s labor force is artificially and sharply reduced “several times” (sustainably in this state, supported by the established patterns of reproduction) by the “skewed” labor market.

Application of standard world methods for sociological studies of “work ethic” in modern Russia gives inadequate results, requiring their rational interpretation to be “fitted” into the specific socio-cultural context of the country that has developed over centuries. Any sociological research (for example, the Levada Center), first of all, records extreme “atomization” (disunity) and complete moral and legal anomie 2 (a historically determined process of destruction of the basic elements of culture, primarily in the aspect of ethical norms) of the “new Russian” society.

In fact, the country is experiencing “arbitrariness of the tough” at all levels, the disintegration of social ties, and an “irresponsible exploitative state” as the dominant form of “Russian business, senseless and merciless.” Former Minister of Economy G. Gref publicly said that “the state in Russia today is an abstraction, and real problems are being solved specific people through negotiations,” this very accurately describes the “new Russian reality.” The brazen robbery of the country's population by the state-mafia "market" continues every day to this day - under PR cries about "growth" and "strengthening the state." People who are primarily engaged in “self-survival” simply cannot have a chance of developing normal work motivations...

In this situation, the call of President D.A. Medvedev sounds very relevant. “We must begin modernization and technological renewal of the entire production sector. This is a question of the survival of our country in the modern world." 3 . In fact, if we talk about microeconomics,

The President’s words are addressed specifically to each enterprise. Namely, increasing the efficiency of each enterprise. Of course, there are no ready-made recipes for this and cannot be.

The purpose of this course work is to substantiate one of the directions

practical application and development of work motivation at Russian enterprises.

Objectives of the course work: 1. clarify the main goal of a commercial enterprise, justify

influence of management style on achieving the main goal, 2. reveal the essence of motivational

____________________________________________________________________________

1 - M. Malyutin “Work ethic of modern Russians”, magazine “Golden Lion” No. 113-114 www.zlev.ru

2 - Wikipedia - the free encyclopedia

3 - Message from the President of the Russian Federation Federal Assembly"Go Russia!" (2009)

process, classify motives and characterize the main theories of motivation, 3. analyze the practical application of motivation systems in Russian enterprises, 4. In accordance with the chosen management style, show the construction of a motivation system at the enterprise.

In accordance with the purpose and objectives, the course work contains three chapters. The first chapter substantiates the management style that leads to the effective operation of the enterprise. The second chapter examines the main categories of the concept of motivation and the main theories of motivation. The third chapter shows the motivation systems adopted at Russian enterprises, and also shows the approximate construction of a motivation system in accordance with the chosen management style.

When preparing the course work, textbooks by domestic and foreign authors, articles from specialized periodicals (magazines), materials from the free encyclopedia "Wikipedia", various Internet resources and materials from a course of lectures by Ph.D. in Economics, Associate Professor were used. E.V. Maslova.

Chapter 1. Factors influencing the achievement of the main goal of the enterprise (organization)

§1.1. The main goal of commercial organizations and ways to achieve it

When creating a commercial enterprise, the main goal is to make a profit.

Nicolò Machiavelli in his book “The Prince” (published in 1527) wrote: “... about people in general it can be said that... they... are attracted by profit...” 4 .

Part I (Article 50) of the Civil Code of the Russian Federation legislates “ Legal entities there may be organizations pursuing profit as the main goal of their activities (commercial organizations)" 5 . In other words, the purpose of a commercial organization is to make a profit. The basis of “profit making” is, of course, money and its derivatives, as the most liquid form of good.

To “make a profit,” the head of any enterprise strives to make it effective. To do this, he first thinks about reducing costs, that is, the money invested. Any manager of a commercial enterprise, and especially the owner, always knows what resources are at his disposal. “On what,” in fact, is his business “built”? And what can he “manipulate” by changing his profit.

The first and simplest actions that a manager takes are: buying goods (or raw materials) cheaper, delivering them cheaper, cheap processing and cheap delivery of the final product to customers. At the same time, other costs are reduced - rent of premises, utility costs, and so on. That is, the first thing a manager does when managing the resources available to him is to save wherever possible.

All this is “conditional” and “in general”. There is no specific company in mind.

All these cost-cutting measures are, of course, necessary. But, unfortunately, they do not lead to the creation of an effective enterprise, even for the medium term. In other words, there is no long-term and irreversible increase in the competitive advantages of the enterprise - sooner or later the enterprise again becomes ineffective. That is, not only does it not bring the desired profit, but on the contrary, profit may even decline. And, what’s really bad, it can disappear.

It is explainable. Competition is the main feature of a modern efficient economy and competitors also think about the same thing. Namely, how to make more money. That is, invest less, but get (“output”) more.

These, of course, necessary measures can be called extensive, since they do not lead to a change in the quality of work.

Consequently, there is a group of resources, the change of which does not lead to a long-term and irreversible increase in the competitive advantages of the enterprise.

True, there is also a resource that not every manager takes into account in his work. We will talk about people, that is, about the human factor.

Only in the middle of the twentieth century was the theory of “human capital” developed. The previously laid foundations and main directions of the theory of “human capital” were formulated by foreign researchers G. Becker, W. Bowen, E. Jenison, T. Schultz and others 6 . By the end of the twentieth century ________________________________________________________________________________

4 - N. Machiavelli “The Prince” (published in 1523)

The theory of “human capital” is recognized by the award Nobel Prize in economics to Theodore W. Schultz in 1979 and Gary Becker in 1992. In the era of scientific and technological revolution and transformations in the structure of productive forces, a factor in economic growth

becomes the employee himself. The efficiency of using basic resources increasingly depends on how much employees are morally and materially interested in achieving high final results.

“Human capital is the most valuable resource, much more important than Natural resources or accumulated wealth. Exactly human capital, not plants, equipment and inventories are the cornerstone of competitiveness, economic growth and efficiency” (W. Bowen).

The manager must understand that it is precisely the increase in labor intensity that will create those competitive advantages that are difficult to achieve for other market participants, which will make his enterprise truly effective.

In the early 80s of the 20th century, another remarkable discovery was made - the phenomenon of exponential growth was first discovered and described (Fig. 1), when some

Figure 1. Graph of exponential growth in sales volume

organizations, operating in a seemingly occupied market, without significant financial resources, increased their turnover, profit, and market share by an order of magnitude within a short period of time.
There are many examples, but, in my opinion, the most interesting is the fact that more than 50% of companies whose shares are listed on NASDAQ 7 , belong to this type of company. That is, at the beginning of their activity they showed exponential growth in a busy sector of the market over a short period of time.

At the same time, in the mid-80s, the term “synergy” or “synergetic effect” was introduced into modern scientific circulation, that is, the ability of several employees to create together much greater value than the sum of their individual effectiveness.

The synergetic effect (from the Greek Synergos - acting together) is an increase in the efficiency of activity as a result of integration, the merging of individual parts into a single system due to the so-called systemic emergence effect. Where emergence is (English emergence - emergence, appearance of something new) in systems theory 8 - the presence of any system with special properties that are not inherent in its subsystems and blocks, as well as in the sum of elements that are not connected by special system-forming connections; irreducibility of the properties of a system to a simple sum of the properties of its components; synonym - “system effect”. The knowledge and efforts of several people can be organized in such a way that they are mutually reinforcing. About the same thing

7 -US statistics

8 - “Wikipedia” - the free encyclopedia

The second concept also speaks - the superadditive effect 9 - this is the state of affairs, usually

conveyed by the phrase “whole more than the amount separate parts" (1+1=2x, where x>1).

The synergistic effect (superadditive effect) is one of the most important indicators efficiency of a highly developed team. It represents the ability of the team as a whole to achieve results in work that are much higher than can be achieved by a group of people of the same size working independently of each other, not united by the system of described relationships. This is the rarest type of organizational interaction.

The contribution of each specialist fits optimally into the overall picture, joint efforts greatly increase the mutual effect, the overall result exceeds the sum of the contributions of all specialists.

Any head of a commercial organization strives to make his enterprise effective. And having made it effective, bring the efficiency to such a level when super-efficiency appears - a synergistic effect.

Consequently, the synergistic (super-additive) effect can be considered the highest stage of enterprise efficiency. And this highest stage of efficiency can only be achieved in a team, by competently managing human resources.

§1.2. The influence of management style on achieving the efficiency of commercial enterprises (organizations)

One of the main “tools” for solving the problem of increasing the efficiency of an enterprise and, then, achieving a synergistic effect is the competent application of different views on motivating employees to perform highly effective work. That is, conscious, expedient management of human resources.

An interesting management style was proposed by American psychologists Robert Blake and Jane Mouton 10 , having developed a “managerial grid”. According to Robert Blake and Jane Mouton's "Managerial Grid," a manager's job is based on a combination of two fundamental behaviors. One component is the attention paid to production; the other is attention to people.

“Attention to...” does not mean dedication to specific goals, nor the achievement of results in themselves. This means a general approach to management, namely: how a manager defines himself in relation to production and in relation to people.

The term "production" can refer to the number of worthy research ideas, the number of calculations completed, the volume of sales, the quality of service provided, and so on.

“Concern for people,” similarly, includes attention to friendships, to staff involvement in tasks, to one's self-respect, to fair pay, and so on.

Each manager's approach to management will exhibit both of these fundamental components to a greater or lesser extent. A manager may place a high emphasis on production with little emphasis on people, or quite the opposite, or may be in the middle of these dimensions.

Indeed, all this often occurs, and, as a rule, is not satisfactory.

Blake and Mouton, placing these two fundamental components along the axes of the graph, built _________________________________________________________________________

9 - “Wikipedia” - the free encyclopedia

10 - Reader by D.C.Pugh, D.J.Hickon and C.R.Hinings “Writers on organizations” (edition 1994)

grid (Fig. 2), in which not only many everyday features of a leader are very simply presented, but also the desired combinations of “Attention to...”.

Figure 2. Blake-Mouton control grid

Different positions on the grid represent different behaviors. Of course, it assumes the possibility of change in two directions at once, both in the direction of high attention to production (score 9), and in the direction of high attention to people (also score 9), that is, to the “group management” management style (score 9.9) . Of course, the whole spectrum of degrees of attitude towards people and production is possible. But for the sake of simplicity, only five management styles are shown here.

All five management styles can be explained in detail, but I still suggest focusing on area 9.9 as the most desirable.

So, style 9.9 - “Group Management” - shows a high attention to production (that is, high attention to a group of resources, the change of which causes only extensive consequences) and high attention to people (namely, human resource management entails intensive changes in work enterprises as a whole). Style 9.9 does not imply that these parameters are incompatible. Management in the group is aimed at integration around production. Human relationships are built around the problem being solved. Unlike the 5.5 style, the 9.9 style attempts to discover the best and most effective solutions, and is focused on achieving the highest performance possible, to which all participants contribute and feel a sense of satisfaction. This style assumes that employees are work-oriented and do not need management control.

A similar thought 11 American social psychologists Rensis Likert and Douglas also expressed

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11 - Reader by D.C.Pugh, D.J.Hickon and C.R.Hinings “Writers on organizations” (edition 1994)

McGregor, describing the fourth type of management system, characterized by participation in group management. The leader provides economic incentives (motivation) and takes full advantage of the group's participation in setting goals related to high productivity, improving work methods, etc. The job of a manager is to ensure that the work is planned and organized by those who have staked their claim on it; It is not necessary for the manager to perform this task personally. The goals must be clear to everyone; and, despite the demands, must be real. The possibility of conflicts must be accepted, but problems must be met "face to face", directly and openly, and not in the form of interpersonal disputes. This encourages creativity.

Here it is worth remembering “Theory Y”, developed by Douglas McGregor 12 , implying a democratic leadership style, namely its participatory form. The participatory form of democratic leadership assumes that the leader fully trusts his subordinates in all matters (and then they respond in kind), always listens to them and uses all constructive suggestions, and involves employees in setting goals and monitoring their implementation. At the same time, responsibility for the consequences of decisions made is not shifted to subordinates. All this brings the team together.

Typically, a democratic leadership style is used when the performers (employees of the enterprise) are well, sometimes better than the manager, understand the intricacies of the work and can bring a lot of novelty and creativity to it.

A democratic leader, if necessary, can compromise or abandon the decision altogether if the subordinate’s logic is convincing. Where an autocrat would act with orders and pressure, a democrat tries to convince and prove the feasibility of solving the problem of benefits that employees can receive.

Of primary importance is the internal satisfaction received by subordinates from the opportunity to realize their creative abilities. Subordinates can independently make decisions and look for ways to implement them within the framework of the granted powers, without turning special attention on little things.

As a rule, the environment created by a democratic leader is also educational in nature and allows one to achieve goals at low cost. There is a positive resonance of power: the authority of the position is reinforced by personal authority. Management occurs without harsh pressure, relying on the abilities of employees, respecting their dignity, experience and skills. This creates a favorable moral and psychological climate in the team.

Most likely, this style of management can be called adhocracy (according to Henry Mintzberg’s classification) with small “reasonable inclusions” of machine bureaucracy 13 .

Research on different management approaches last decades The twentieth century shows how important the ability of a manager to build trusting, benevolent relationships in a team is in achieving enterprise efficiency. How important is an attentive human approach to people?

Continuing to think about creating an effective enterprise, one cannot help but talk about freedom - freedom of choice, freedom of action. It is a certain degree of freedom that can be identified from the group of factors “attention to people” (Blake-Mouton grid) as a fairly significant and sometimes decisive condition for an enterprise to achieve efficiency. What we mean here is the degree

12 - Douglas McGregor “The Human Side of Enterprise”.

13 - Reader by D.C.Pugh, D.J.Hickon and C.R.Hinings “Writers on organizations” (1994 edition)

freedom of each individual employee, allowed by the head of the enterprise depending on

on the degree of his maturity and readiness for it. Of course, freedom should be allowed and encouraged by the leader only to a certain extent.

As an example of proving the benefits of the permissible degree of freedom, I propose to use the Blake-Mouton management grid, supplementing it with a third axis, conventionally calling it “Degree of Freedom” and also dividing it into nine segments (Fig. 3).

Let us assume that graphically the efficiency of an enterprise can be designated by an area - a sphere

(shaded), in which its lower boundary is expressed by a section of a sphere with coordinates, for example, 7.7.7 (“attention to people/attention to production/degree of freedom”), while the upper

the boundary of the sphere logically tends to infinity.

Let us consider two characteristic points in the region of the sphere - A and B.

Point A with coordinates 9.9.1, that is, with sufficiently high attention to people and production, workers are given a small degree of freedom or none at all. Point A, of course, falls into the realm of efficiency and this is quite consistent with real life.

Style 9.9.1 has obvious disadvantages that can easily affect not only the efficiency of the enterprise, but also put the enterprise at risk of cessation of activity:

1. The solution to almost all issues depends on the manager, management authorization reaches a high degree, and, unfortunately, any person makes mistakes.

2. The leadership style requires the manager to pay daily painstaking attention to literally all issues, from thorough knowledge and attention to production to increased attention to people, which is not so easy to put into practice in life.

3.In the event of an unexpected illness or death of a manager, the enterprise very quickly faces the threat of cessation of activity.

Point B with coordinates 4.4.7, that is, with little attention to production and people, a fairly high degree of freedom granted to workers. Point B also falls into the sphere of efficiency and this, too, is quite consistent with the realities of life.

Along with some disadvantages, one cannot fail to note the obvious advantages of the 4.4.7 style:

1. The manager may no longer monitor production and personnel so closely, but rather focus, for example, on solving strategic issues.

2. In the absence of a manager, not a single major trouble will occur at the enterprise, since employees are accustomed to making decisions themselves and being responsible for them.

3. The effectiveness of an enterprise is based not on the personality of the manager (as in the case of 9.9.1.), but on the entire team, which makes the achieved competitive advantages almost irreversible.

You can mention the theory 3 - D of leadership behavior according to Reddin 14 , also based on the Blake-Mouton management grid, where Reddin introduces the third dimension

efficiency, but it seems to me that this approach is not entirely correct. Efficiency is not

may be another dimension. Efficiency is the goal of all enterprise work, which is achieved through tools such as attention to people, to production and the degree of freedom provided to employees.

Of course, there are no absolute truths in managing subordinates, since people’s behavior is not only rational, but also irrational. It is influenced by both objective conditions and subjective factors. In practice, successful leadership is a function of three variables: the leader, the subordinate and the situation. Paul Lorenz and Jay Lorsch 15 , emphasized that “it is the correspondence of the organization’s structure to the requirements of its environment that underlies effectiveness.” The main way to manage people in an enterprise (organization) is to motivate them to perform certain actions. Moreover, an optimally constructed motivational system is the main tool for creating an effective enterprise.

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15 - Reader by D.C.Pugh, D.J.Hickon and C.R.Hinings “Writers on organizations” (edition 1994)

Chapter 2. The essence and basic systems of motivation.

To achieve his main goal, the manager must ensure the effective actions of the staff. To do this, it is necessary not only to ensure the functional load of workers and create for them the necessary conditions, but also to arouse in them a desire to energetically perform precisely those actions that bring the enterprise closer to achieving the various goals set by the manager. In this regard, the manager must perform a very important function - creating conditions for motivating employees and implementing it in practice.

The word itself is motive (lat. moveo - I move) 16 - this is a material or ideal object, the achievement of which is the meaning of activity. The motive is presented to a person in the form of specific experiences, characterized either by positive emotions from the expectation of achieving a given object, or negative ones associated with the incompleteness of the present situation. Understanding the motive requires inner work. Motive is one of the key concepts of the psychological theory of activity, developed by leading Soviet psychologists A.N. Leontyev and S.L. Rubinstein. The simplest definition of motive within the framework of this theory is: “Motive is a materialized need.”

Motive is often confused with need and goal, but need is, in fact, an unconscious desire to eliminate discomfort, and goal is the result of conscious goal setting. For example: thirst is a need, water is a motive, and a bottle of water that a person reaches for is a goal. A motive is something that causes a person to act in a certain way. The motive is “inside” a person, has a “personal” character, depends on many factors external and internal to the person, as well as on the action of other motives that arise in parallel with it. Motives are often defined as a person’s initially unrealized readiness for a certain behavior. Updating a motive means turning it into the main impulse of psychological activity that determines behavior.

Motives exist in systemic interaction with other psychological phenomena,

forming a complex mechanism of motivation. This mechanism includes needs, aspirations, incentives, attitudes, evaluations, etc. (Figure 4).

The initial link, the first “pole” of the motivation mechanism (from the Latin movere - incentive to

action) is a need that expresses the need, the necessity for a person of certain goods, objects or forms of behavior. Needs can be both innate and acquired in the process of life and upbringing.

Real, environmentally relevant forms of need manifestation are claims and expectations. They are the next link in the motivation mechanism after need. Aspirations represent a habitual level of satisfaction of a need that determines human behavior. Based on the same need, different claims and expectations can be formed.

Expectations specify claims in relation to the real situation and certain behavior. Based on approximately the same claims, expectations, however, can

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16 - “Wikipedia” - the free encyclopedia

vary significantly. Let's say, in a crisis situation, when the enterprise is on the verge of bankruptcy, the expectations of employees are much lower than in ordinary, “normal” times.

It is important to take into account the different levels of aspirations and expectations of employees in the motivation process. Thus, for one employee, accustomed to modest earnings, setting a monthly salary higher than the previous one will be an effective incentive that motivates conscientious work. For another, previously highly paid employee, the same salary will cause dissatisfaction and become a demotivating factor.

Accordingly, there is nothing more demotivating than low wages.

The second “pole” of the motivation mechanism is a stimulus, which represents certain benefits (objects, values, etc.) that can satisfy the need for certain actions (behavior). Strictly speaking, the incentive is focused on satisfying a need.

Thus, the stimulus is directly focused on the need, its satisfaction, while the motive is the main connecting link, the “spark” that, under certain conditions, jumps between the need and the stimulus. For this “spark” to occur, the stimulus must be more or less conscious and accepted by the employee.

Between the need and the incentive, as the two extreme “poles” of the motivation mechanism, there is a whole series of mediating links that characterize the process of perception of the motive. At this stage of the cycle of transformation of a stimulus into a behavior-determining motive, the stimulus may be previously accepted, or perhaps rejected by the person.

The mechanism of work motivation, characterizing only the general links of the motivational process, does not yet provide meaningful ideas about the formation, strength and duration of action, structure and subordination, direction and features of the interaction of various motives of human behavior. An analysis of these aspects of the processes of motivating a person to organizational activity is contained in theories of motivation, which I will discuss below.

Motivation, as a management function, is the process by which the head of an enterprise encourages employees to act as previously planned and organized, since the success of the enterprise to a certain extent depends on how effectively the participants act production process. Thus, motivation in an enterprise can be interpreted as encouraging members of the enterprise to act.

§2.2. Classification of motives for work activity

Let's look at the most well-known methods of motivation 17 :

Normative motivation is inducing a person to a certain behavior through ideological and psychological influence: persuasion, suggestion, information, psychological infection, etc.;

Coercive motivation, based on the use of power and the threat of deterioration in the satisfaction of the employee’s needs in the event of his failure to comply with the relevant requirements;

These methods of motivation are direct, because they involve a direct impact on a person.

There are various types of motivations :

External motivation (extrinsic) is motivation that is not related to the content of a certain activity, but is caused by circumstances external to the subject.

Internal motivation (intrinsic) is motivation associated not with external circumstances, but with the very content of the activity.

Positive and negative motivation :

Motivation based on positive incentives is called positive. On negative – negative

Motivation can also be divided into stable and unstable. Motivation that is based on human needs is considered sustainable, because... it does not require additional reinforcement.

There are two main types of motivation : “from” and “to”, or “carrot and stick method”. Also distinguished: individual motivations aimed at maintaining homeostasis 18 , that is, a person’s ability to maintain most of the stable states of his body. (American physiologist Walter Bradford Cannon in 1932 19 proposed this term as a name for "the coordinated physiological processes that support most of the body's steady states"). For example: hunger, thirst,

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17 - “Wikipedia” - the free encyclopedia

19 - Walter B. Cannon "The Wisdom of the Body"

avoidance of pain, striving for optimal temperature, etc.

Group motivations - caring for offspring, finding a place in the group hierarchy, maintaining the community structure inherent in a given species, etc.

Cognitive, exploratory behavior and play activities.

The motive of self-affirmation is the desire to establish oneself in some group of people (society); associated with self-esteem, ambition, self-love. A person tries to prove to others that he is worth something, strives to obtain a certain status in society, wants to be respected and appreciated. Sometimes the desire for self-affirmation is referred to as prestige motivation (the desire to obtain or maintain a high social status). Thus, the desire for self-affirmation, for increasing one’s formal and informal status, for a positive assessment of one’s personality is a significant motivational factor that encourages a person to work intensively and develop.

The motive for identification with another person is the desire to be like a hero, an idol, an authoritative figure (father, teacher, etc.). This motive encourages you to work and develop. It is especially relevant for teenagers who try to copy the behavior of other people.

The motive of power is the individual’s desire to influence people. Power motivation (the need for power) is one of the most important driving forces of human action.

The meaning of activity during the actualization of procedural and content motives lies in the activity itself (the process and content of activity are the factor that encourages a person to show physical and intellectual activity).

Extrinsic (external) motives- this is a group of motives when the motivating factors lie outside the activity. In the case of extrinsic motives, activity is encouraged not by the content or process of the activity, but by factors that are not directly related to it (for example, prestige or material factors).

Here are some types of extrinsic motives:

1. motive of duty and responsibility to society, group, individuals;

2. motives for self-determination and self-improvement;

3.the desire to gain the approval of other people;

4.desire to obtain a high social status (prestigious motivation).

In the absence of interest in activities ( procedural-substantive motivation) there is a desire for those external attributes that activity can bring - excellent grades, getting a diploma, fame in the future;

Motives to avoid trouble and punishment ( negative motivation) are motivations caused by the awareness of some troubles and inconveniences that may arise if an activity is not performed.

If, in the process of activity, extrinsic motives are not supported by procedural-substantive ones, i.e., interest in the content and process of the activity, then they will not provide the maximum effect. In the case of extrinsic motives, it is not the activity itself that is attractive, but only what is associated with it (for example, prestige, fame, material well-being), and this is often not enough to motivate activity.

The motive of self-development is the desire for self-development, self-improvement. This important motive, which encourages an individual to work hard and develop. According to Abraham Maslow, this is the desire to fully realize one’s abilities and the desire to feel competent.

The motive for achievement is the desire to achieve high results and mastery in activities; it manifests itself in the choice of difficult tasks and the desire to complete them. Success in any activity depends not only on abilities, skills, knowledge, but also on motivation to achieve. A person with a high level of achievement motivation, striving to obtain significant results, works persistently to achieve his goals.

Scientists identify four factors that determine the level of motivation in each specific activity:

1.the importance of achieving success;

2.hope for success;

3.subjectively assessed probability of achieving success;

4.subjective standards of achievement.

Prosocial (socially significant) motives are motives associated with awareness of the social significance of an activity, with a sense of duty, responsibility to a group or society. In the case of prosocial motives, identification of a person (individual) with the group occurs. A person not only considers himself a member of a certain social group, not only identifies with it, but also lives with its problems, interests and goals. A person who is driven to action by prosocial motives is characterized by normativity, loyalty to group standards, recognition and protection of group values, and the desire to realize group goals. Responsible people, as a rule, are more active and perform their professional duties more often and more conscientiously. It is very important for a manager to update the corporate spirit among his subordinates, since without identification with the group (enterprise), namely, with its values, interests, and goals, it is impossible to achieve success.

The motive of affiliation (from the English affiliation - joining) is the desire to establish or maintain relationships with other people, the desire to contact and communicate with them. The essence of affiliation is the intrinsic value of communication.

Negative motivation is motivation caused by the awareness of possible troubles, inconveniences, and punishments that may follow in case of failure to perform an activity. In the case of negative motivation, a person is encouraged to act by fear of possible troubles or punishment and the desire to avoid them.

Forms of negative sanctions 20 , which can be applied and which are capable of actualizing negative motivation, are varied:

1.verbal (verbal) punishment (condemnation, reprimand, etc.);

2.material sanctions (fine, deprivation of privileges, scholarships);

3.social isolation (neglect, ignorance, rejection by the group, social ostracism);

4. physical punishment, imprisonment;

The main disadvantage of negative sanctions is the short duration of their influence: they stimulate activity (or deter undesirable actions) only for the period of their action. Negative motivation has a stronger influence on a person, the greater his confidence in the inevitability of punishment. Thus, negative motivation, including punishment, is a fairly strong motivational factor that can motivate a person to activity, but is not without many disadvantages and undesirable consequences.

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20 - “Wikipedia” - the free encyclopedia

§2.3. Characteristics of motivational theories.

The process of motivation is complex and ambiguous 21 . Ideas about the possibilities of motivating workers have undergone great changes in the science and practice of management. For a long time it was believed that the only and sufficient incentive to motivate an employee to work effectively was material reward. The psychological boom began after the Hawthorne Experiment (1924) 22 , carried out by Elton Mayo - a series of socio-psychological works, as a result of which, after 2.5 years, without additional costs, labor productivity at the plant increased by 40%, absenteeism decreased by 80%, and turnover dropped sharply. The main theoretical result of the experiment was the awareness of the dependence of a worker’s labor productivity on the manager’s attention and interest in it, as well as the employee’s intrapersonal motivation.

Theoretical approaches to motivation are based on ideas formulated by psychological science, which studies the causes and mechanisms of purposeful human behavior. From these positions, motivation is defined as driving force human behavior, which is based on the interconnection of human needs, motives and goals.

In practice, it is almost impossible to determine and structure the elements that make up the motivational process due to the uniqueness of the motivational structures of different people, the non-obviousness of motives, and the complex interaction between different needs.

The versatility and ambiguity of the motivation process is reflected in a number of theories. Currently, the typology of M.Kh. Meskona (1992), according to which

all motivational theories are divided into two groups: substantive , explaining human behavior by motives based on certain human needs, and procedural - establishing one or another set of factors that interact with each other in the psychological process of forming motives of behavior.

The scope of this work does not include detailed description numerous motivational theories - they are quite fully presented in modern literature; I will limit myself to only a brief description.

In these theories, individual characteristics are identified as the source of forces that condition, guide and support the efforts expended on specific behavioral acts. Most of these theories are theories

needs, based on the assumption that people spend their efforts on performing such behavioral acts that make it possible to fill some deficits present in their lives (satisfy needs).

Of the theoretical developments belonging to this category, the most well known is Maslow's hierarchy of needs (Maslow, 1943) (Figure 5). At that time, it aroused great interest, which, however, has almost completely faded away by now, since the main provisions of this theory have never been confirmed in research. However, among practicing managers, students and many management consultants, Maslow's pyramid is highly respected.

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22 - Reader by D.C.Pugh, D.J.Hickon and C.R.Hinings “Writers on organizations” (1994 edition)

Clayton Alderfer (Alderfer, 1969, 1972) 23 proposed a theory of work motivation based on Maslow's hierarchy of needs, but with some important changes. The starting point of this theory is the hypothesis of the existence of three groups of needs, listed in order from the most to the least specific (basic). These needs are: existence (“C”), connections or relationships with other people (“B”) and growth (“P”), which is why many domestic authors designate it as Alderfer’s SVR theory.

Two-factor (motivational-hygiene) theory developed by Frederick Herzberg (1966) 24 motivation also goes back to Maslow's hierarchical model. According to Herzberg, only those conditions that allow people to satisfy higher-level needs - the need for recognition and self-actualization - can enhance work motivation.

One of the most paradoxical conclusions that Herzberg made from analyzes of health factors was the conclusion that wages are not a motivating factor.

There is a hypothesis that the need for achievement arises through learning and develops (or does not develop) in childhood. According to David McClelland's (1961) learned needs theory, people who have a need for achievement work harder than people who do not have such a need. A unique feature of the theory of work motivation is the hypothesis that in people with low levels of this need it can be developed through training. It can also develop in the context of work, where people directly experience the benefits associated with achievement.

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23 - Reader by D.C.Pugh, D.J.Hickon and C.R.Hinings “Writers on organizations” (edition 1994)

24 -Herzberg, F. “One more time: how do you motivate employees?” (“One more time: how do you motivate employees?”)

Processual (cognitive, that is, cognitive) theories of labor motivation. From the point of view of these theories, motivation is a conscious choice made on the basis of a complex

decision-making process in which options are compared, costs and benefits are weighed, and the likelihood of achieving desired results is assessed.

Of the several cognitive approaches to the study of motivation, the most influential are those belonging to the group of expectancy theories. The first such theory was proposed by V. Vroom (Vroom, 1964) - Vroom's theory of expectations . It is based on the following assumption: motivation is determined by the expectation that effort put into a particular activity will lead to the desired results. The interaction of three factors is fundamental: the expectation that the efforts expended will give the desired result; the expectation that the results obtained will entail the expected reward, and the expected valence, that is, the value of the reward.

people compare the relationship between what they get out of their work situation (their results) and the effort they put into it (their investments) with the relationship between the results and investments of other people. Outcomes include salary, bonuses, fringe benefits, moral incentives, status and job level. The most significant investments are skills, knowledge, work experience, education, dedication, specific labor costs, creativity, and labor achievements.

Porter and Lawler's (1968) model combines elements of expectancy and equity theories. In this model, the motivation process is defined through five variables: effort expended, expectations, results obtained, rewards and satisfaction. One of the most important conclusions of this model is that high job performance is the cause of satisfaction, not its consequence.

There are two known theories that belong to the category of labor theories, related to the content of labor and the functions performed. These theories define a number of general characteristics of labor that contribute to increased interest in the labor process itself, stimulation by labor and its content. D.S. Sink 25 called them: the theory of labor enrichment and the theory of job characteristics.

The central principle of Locke's goal setting theory (Locke, 1968) 26 or goal-setting approach to motivation is the statement about the purposefulness of human behavior: people set goals for themselves and are motivated to work towards their implementation, since achieving goals is rewarded.

A very interesting view on work motivation was offered by the famous professor of management, founder of the scientific direction “Organizational Psychology” Edgar Schein.

Dr. Shane identified eight core values ​​in the work of employees and called them “career anchors”, defining his own motivation for each anchor 27 :

1.Technical and functional:

The employee’s pronounced interest in becoming a good professional in his work, the employee likes the work, and he feels a great need for professional communication with similar specialists, and feels pride in the consciousness of his professionalism. To motivate an employee with a technical and functional orientation,

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25 -D.S. Sink “Performance Management”

26 -Edwin Locke article “On the theory of motivation and stimulation by goals” 1968

Shane advises leaders:

constantly set new professional tasks for the employee; create opportunities to solve professional problems, the implementation of which will allow the employee to experience self-esteem and respect from colleagues; promote an employee along a career path that would be associated with improving his professional skills.

2.General Guide:

The employee’s desire for general leadership and control of others, a developed sense of responsibility and the ability to organize everyone to accomplish a common cause. The motivation for such employees is:

entrust the management of any project; provide the opportunity to introduce system and order into the team’s work, and then coordinate them; recognition of their merits by management and senior managers, which is regarded by the employee as a sign of possible future career advancement.

3.Autonomy and independence:

An employee always tries to complete work in his own style; what is important to him is his own assessment of the quality and timing of the work performed, and not external structural frameworks. The motivation of such an employee should have the following content:

assign him a task that allows him to act independently, with minimal supervision; entrust to lead a project from start to finish and bear great responsibility for it; do not assign an employee to a position where general management functions and ongoing group decision-making are required.

4.Feeling of security and stability:

For such employees, it is important to maintain stable work for a long time; work well in a team; they are of little interest in innovative approaches to work problems and new roles. Their motivation:

offer them more traditional and less risky work:

long-term projects that give a sense of stability; give new tasks in an old project.

5.Entrepreneurial spirit:

Constant desire to create new business ventures; developing your vision of the business and trying to implement it in reality; application of an innovative and creative approach; work well in a team; do not like routine and predictable work. The following motivation is suitable for such employees:

offer to participate in a project to create new products together with other team members or in a creative project to create an alliance with another department or other companies; involvement in the development of the overall project strategy, and especially at the project launch stage; do not assign to work that limits the employee to narrow boundaries; As one project is completed, immediately involve in a new project.

6.Striving to be useful and dedication to work:

The employee has a constant desire to help others, and the work has personal meaning for him, and loves to teach and advise others. Motivation for such employees:

provide services such as “customer service” to other team or project members;

place such an employee in an area of ​​work where there is a lot of different communication with clients;

provide an opportunity to resolve any disagreements and conflict situations in a team;

perform tasks they deem necessary to improve someone's life; helping other employees do their job or duty.

7. Test of strength in its purest form:

A high level of internal motivation of the employee, a constant desire to test himself, while solving new professional and personal problems. The employee is ready to take on difficult and risky tasks, and routine tasks are boring and uninteresting for him. To motivate such employees it is necessary:

offer as varied and new tasks as possible; conduct conversations with them in advance in order to find out what kind of work would interest them, what projects would be a test of strength for them; they can be used in critical situations when it is necessary to save the day.

8.Lifestyle:

An employee’s work in accordance with their own ideal lifestyle and the performance of professional duties should not take away their personal time. Work-life balance is important to the employee and he values ​​organizational work flexibility. For motivation you need:

providing them with a flexible work schedule, part-time work; using telecommunications to receive and send work; evaluation of their work based on the result, and not on the time spent in the office; assign tasks that have a clearly defined beginning and end and that will not regularly occupy his personal time; engage in work that does not require frequent or lengthy travel.

Israeli sociology researcher B. Shamir believes that traditional theories of motivation that consider human actions in the short term should be complemented by theoretical approaches that reflect a broader view of life and raise the question of the role of moral obligations and values ​​in human behavior patterns. The author proposes his theory of “self-conception”, which focuses on a person’s ability to occupy a certain social position and achieve self-realization through work.

§2.4. Implementation of motivational theories in management practice

People (human resource) management is today an advanced area that determines the efficiency and competitiveness of organizations in different areas of the economy. Managers' awareness of the importance of this area of ​​work comes with the experience they have gained during last years. Real management practice has clearly demonstrated a simple truth - the most ingenious schemes and scenarios for change will not succeed if their “human component” is ignored.

Finnish management consultants have found that if an employee is effectively motivated, he will devote not 20% of his potential to work as usual, but 80-90%. HR managers of many Russian companies can say that the motivation system is not working effectively enough. But rarely do any of them manage to achieve understanding from senior management in solving this problem. According to scientists, only a third of entrepreneurs in Russia form and use any kind of motivation systems in their production.

However, the practice of using motivational systems 28 further aggravates the unfavorable

___________________________________________________________________________________

position. The development and implementation of motivation systems are in the hands of management personnel, and their preferences are expressed in the most widespread use of methods of material incentives. This approach has its empirical confirmation. The object of research is not the internal needs of people, but those forms of rewards that an organization can provide them in exchange for work. Although material reward plays an important role in motivation, without taking other factors into account, it usually does not achieve all goals. It must be combined with socio-psychological and organizational-administrative factors: recognition of the team, participation in management decisions, power, privileges, interesting work, promotion, comfortable working conditions, and so on.

The practical application of classical theories of motivation has its own characteristics depending on the degree of development of market and labor relations. In countries with a developed and stable economy, a high level of labor relations, when personnel are considered as a human resource, substantive theories of motivation have extremely limited application. The situation is different in Russia, where the peculiarities of labor relations today make it possible for employers to form motivational complexes based, first of all, on theories of a substantive nature.

Considering Maslow’s hierarchy of needs, in practical terms we can draw the following conclusions:

1.To influence human behavior, you must first find out what the need for this moment the main thing for him, and then demonstrate to the employee the organization’s capabilities in meeting this need.

2. It should be remembered that the employee’s orientation can quickly switch from one need to another. Therefore, if an organization is interested in an employee, it is necessary to change the form of his motivation.

3. The structure of a person’s needs is determined by his place in social structure or earlier

gained experience. Therefore, there are many differences between people in

regarding the needs that are important to them. Therefore, the leader must own

a large arsenal of various techniques and methods of motivation.

The approach based on theories of general expectations is rich in practical consequences that make it possible to influence the work activity of employees and the effectiveness of their work:

1.use of methods of selection, distribution and promotion that allow

match abilities (in the form of basic learning ability) or experience, knowledge and skills with the requirements of the job.

2. an official job training program, the availability of comfortable and appropriate material working conditions, adequate tools and work equipment, information and other resources, the use of the correct (as objective as possible) system for assessing job performance.

From the approach to work motivation through goal setting, two more important consequences for practice can be formulated:

1. Clearly formulated tasks that allow quantitative assessment are more effective in increasing the overall level of work activity of the organization’s employees than vague instructions such as “work as best you can.”

2. Setting goals that are difficult enough to have a stimulating effect should also have a positive effect on the overall level of work activity of the organization's employees.

Considering the remuneration factor and its role in work motivation, the following conclusion can easily be drawn: rewarding desired behavior should have a positive impact on the overall level of work activity of employees.

The implications presented here, arising from the main theories of work motivation, at the applied level can be considered as strategies for a long-term active approach to motivation by integrating existing knowledge on this topic with the current functions of the organization.

The role of motivational factors in modern market economy extremely large. Their correct use helps create a team of employees that will ensure the economic success of the enterprise.

In Russia, the problem of motivation remains not only the most pressing, but also the most unresolved in practical terms. However, competition and the need for great specialists force Russian employers to learn the unfamiliar word “motivation” and try to determine the needs of their employees.

Existing theories of labor motivation, without explaining the problem as a whole, each individually significantly enriches the idea of ​​motivation, complementing each other.

In order to increase labor efficiency and influence the negative aspects of modern labor relations, it is necessary to constantly search and implement various ways and techniques of influencing the labor efforts of employees using existing theories of motivation, which provide broad and specific opportunities for this.

Chapter 3. Practical application of various approaches to the process of personnel motivation

§3.1. Analysis of the practical application of employee motivation systems at Russian enterprises

As a rule, domestic managers consider the motivation system as a tool based on personal payments to the employee, which is very similar to the “goal setting theory” of Edwin Locke.

At most Russian enterprises, the motivation system is inseparable from the wage fund calculation system, one of the best options of which can be graphically reflected in Figure 6. 29

Figure 6. Scheme for calculating actual wages (material incentives).

According to accepted motivation systems at domestic enterprises, an employee receives:

1.Basic salary depending on the hierarchical level of management;

2. Prizes and bonuses based on the performance of the unit for the reporting period;

3. Prizes and bonuses based on the results of the employee’s personal activities (personal bonuses and additional payments for the implementation of projects, commissions, support for students, etc.);

4. Prizes and bonuses based on the performance of the organization as a whole (annual bonuses);

________________________________________________________________________________

Options, which are relevant mainly for Western countries, are not considered in this model, although they carry both material and moral incentives. Russia, unfortunately, is not yet ready to adequately perceive the concept of a “people's enterprise” 30 , the risks and profits of entrepreneurial and managerial activities are still too authorized in the mind.

Unfortunately, even this approach to calculating monetary remuneration can not be found in all Russian enterprises and not for all full-time positions. The labor market in the country is not developed. Firstly, due to the fact that the Russian economy is still in its infancy and the overwhelming majority of business processes are unstable. Indeed, the risk and profit of entrepreneurs is quite high. Secondly, there is either no trade union movement in the country, or it is in an “interesting position”, subordinate to the employer and receiving its wages at the enterprise. That is, the employee always deals directly with the employer “face to face”. And since all resources, including moral ones, are in the hands of the employer, bargaining in the labor market comes down to developing the employer’s opinion “like it - don’t like it” or “friend or foe”. Qualifications are rarely taken into account.

If we consider official salaries as a set of hygiene factors (according to F. Herzberg), then in the overwhelming majority of Russian companies the size of these hygiene factors is divided approximately in half. The first half is the salary and is paid monthly, and the second half the employee must still earn in the form of bonuses or some other remuneration. By the way, in many companies (for example, CJSC St. Petersburg Alcohol Company), the employee is not paid, even a salary and all his “hygienic factors” he must earn only in the form of a percentage of sales.

What is shown in Figure 5 above the official salaries “works” only in large companies and for senior management, being a pipe dream for everyone else.

In addition, Figure 5 does not reflect the components of the “compensation package”, which is just beginning to be implemented in the country, following the example of Western companies that have come to us. In general, the “compensation package” is a system of material incentives (Figure 5) plus additional benefits and additional incentives for employees.

Additional benefits (organizational events)

1.Payment of housing,

2.Training at the expense of the company,

3.Other (vouchers, vacations, payment for gasoline, meals at work, payment public transport. etc.)

4.Insurance and medical care,

5.Loans to employees,

All these benefits cannot be found in any Russian enterprise. Since the cost of labor is very low, the employer can easily get by with either one thing, for example, paying for public transport, or all these additional benefits can be ignored altogether.

Additional incentives for employees.

1.Valuable gifts,

2. Moral encouragement,

3. Time off, additional holidays,

30 -Law of the Russian Federation dated July 19, 1998 N 115-FZ “On the features legal status joint stock companies workers (national enterprises)"

4.Attracting personnel funds at interest, staff participation in profits

5. Sale of company shares

It should be noted that the lists of additional benefits and incentives in Russian companies, were determined during a survey of companies that announced the use of a “compensation package”. Many Russian enterprises use a motivation system similar to that shown in Figure 5. This motivation scheme is quite effective due to the low standard of living (cheap labor), and, for most enterprises, remains relevant. However, for example, in the Moscow labor market, despite the external logic and balance of the scheme, it is gradually losing its effectiveness.

This is due to the following factors:

1. with regular payment of bonuses, commissions and premiums, the value and motivating impact sharply decreases - the employee gets used to them, regards them as a form of wages, and any reduction in such essentially additional payments is perceived as humiliation on the part of the employer.

2. the initial motivating effect of the variable part of the remuneration, as a rule, motivates the employee’s creativity. But, in practice, active creativity is almost never required by the employer. Creativity is perceived as an annoying misunderstanding that interferes with ongoing regular work. Creativity, from the point of view of the modern Russian owner-manager, can be shown either by the owner himself or by the top manager, because they and only they “know better and are responsible.” A conflict arises based on mutual misunderstanding, the motivating influence is compensated by a negative attitude towards creative impulses.

The decrease in the effectiveness of motivational schemes (according to Figure 5) forces the employer to look for new methods of motivating staff. In this case, as a rule, moral “motivators” are not taken into account, since it is not entirely clear why they should be used. The only moral method of motivation traditionally used in Russia is the method of personal communication. These “moral rewards” in 85% of cases come down to personal praise and in 10% of cases – to praise (certificates, gratitude, etc.) in front of colleagues. Thus, the main moral factor is personal communication.

There are several motivating factors in this case, for example:

1. Factor of attention and protection from the top manager - there is someone to talk to, there is someone to test your ideas on, there is someone to “cry into your vest” and ask for protection;

2. The “guy” factor - you want to work with such a leader, you want to support him and indecently deceive him;

3. The factor of involvement - proximity to the decision-making center, advanced information and possession of confidential information significantly raises the status of the employee;

4. Influence factor - close contacts with the decision-making center provoke “adviser syndrome”, in which the employee seeks to exert an emotional or intellectual influence on the decisions made

In general, Russian traditions of moral stimulation are aptly reflected by the term “access to the body.” As shown above, such motivation methods pose a serious threat to business, since the influence of employees on the manager is not related to the efficiency of the enterprise as a whole, but only reflects the desire of certain specialists to strengthen their status in the enterprise.

Praise in front of colleagues - in other words, a call for public recognition of an employee's merits - is beginning to become increasingly popular among domestic managers. This is due to the fact that this type of incentive carries several factors that can be used in management:

1. Status factor - if an employee is publicly praised, it means that this employee, as it were, becomes closer to the manager, receives the moral right to some kind of leading position, which, however, in women's teams must be done very carefully so as not to provoke the syndrome 31 "beloved wife" 32 .

2. Team factor - the one who was publicly encouraged begins to feel like a member of the “team”, he develops a sense of responsibility for the overall result;

3. Singling factor - by praising someone, the manager destroys the informal connections of such an employee, especially if the employee was singled out against the backdrop of a negative attitude towards the rest of the group. Here, again, we must remember about the “beloved wife” syndrome in the women's team. Singling out one employee can provoke common envy among female colleagues, which in the future can lead not only to serious conflicts, but also to the destruction of the team.

4. Goal-setting factor - public praise, in fact, is a reflection of the goals of the leader, shows employees the “line of the party and government.”

This list can also be continued, which will not be difficult for an experienced manager.

Unfortunately, all these factors are still inherent in a certain despotism and most likely imply an authoritarian management style. Of course, an effective enterprise can be “built” this way, but, in fact, creating a super-efficient “self-reproducing and self-improving tool for making money” will not work.

Other methods of moral motivation and labor stimulation, by the way, have proven themselves well in Soviet time, unfortunately, are not considered by domestic entrepreneurs and managers due to a lack of understanding of their applicability and uncertainty about their effectiveness. For example, a challenge banner for a proven employee; an article in a wall newspaper (by the way, it should be published at the enterprise); photograph on the honor board and so on.

§3.2. Approaches to improving the personnel motivation system at the enterprise.

The idea of ​​the created motivation system should be based, first of all, on an understanding of the main goal of the enterprise and the management style chosen in accordance with this goal.

In this work 33 the main purpose of any commercial enterprise is justified, as well as mandatory presence one of the main factors inherent in the management style and work motivation of personnel, namely “permissible freedom”.
Any enterprise is a real participant in the market and fully feels the impact of all its factors: the socio-political and economic situation in the country, _____________________________________________________________________________________

32 - film “White Sun of the Desert”

33 -§1.1 and §1.2. of this work

pressure from suppliers, consumers and competitors. Also, any enterprise participates in competition in the labor market. Moreover, the more competitive an enterprise is in this market, the easier it will be for it to provide itself with highly qualified and loyal employees.

specialists. Therefore, to create a highly efficient enterprise, a manager (or group of managers) must initially, already at the stage of creating the enterprise,

mentally isolate (distance) oneself from the collective of employees of the enterprise, believing that the manager (or group of managers) himself must withstand competition in the labor market, and the workers hired by him (them) constitute this very labor market.

It is obvious that the created personnel motivation system should mainly imply in its structure a balanced, appropriate environment 34 , ratio of attention to production; human, attentive attitude towards people and an acceptable degree of freedom. Also, keeping in mind these three main factors, it is necessary to create “your own” management style and a corresponding motivation system, which implies motivating staff “from the inside.” Each employee must motivate himself.

The fact is that until now the motivation of enterprise employees, with its factors and percentages, was perceived as if “from the outside.” Each member of the enterprise team most likely acted simply as a resource. Like a human unit that has its own characteristics. For example, “a man is 30 years old, does not drink, does not smoke, has a Group B driver’s license, and so on.” And for each one it was necessary to set the size of his salary, bonuses, etc., so that there would be no effect of “undermotivation” or “overmotivation.” Thus, one can imagine the team of an enterprise as a “black box”, or more correctly, as a set of “black boxes”. You can communicate with this team, somehow encourage someone, give some bonuses and even invite them to participate in the profits. But all this is everyday, every minute “influence” and “control”. All this is “from the outside.” Similar to “Pavlov’s Dog” with its conditioned instincts.

All people are different - good and bad. Often, a little bad and a little good at the same time. It is impossible to thoroughly know the character of each potential employee and determine his relationship between “good” and “bad”. It is impossible, if only because each person has his own “out of reach zone”, where he not only does not allow “outsiders”, but even himself, as a rule, cannot clearly formulate for himself what is actually “out of reach” in his character for others.

The work of the head of the enterprise and the personnel department, of course, should be aimed at

creating the clearest possible understanding of the character of each member of the organization,

including its “out of reach zone”. And this work is quite important and intense. Always and in any case, a leader must know what a person is capable of and how his character can manifest itself in a given situation and, therefore, whether the leader can rely on him in different situations.

With a rational-legal type of exercise of power with its bureaucratic organizational form (Max Weber) 35 , which is currently predominant, at least in Russia, it is indeed very important to know everything about people. Or almost everything. Accurate, competent and qualified work of both the HR department and the head of the enterprise is very important. In case of possible errors in this work, which cannot be completely excluded,

_____________________________________________________________________________________

34 - Paul Lorenz and Jay Lorsch – Reader by D.C.Pugh, D.J.Hickon and C.R.Hinings “Writers on organizations” (edition 1994)

35 – Reader by D.C.Pugh, D.J.Hickon and C.R.Hinings “Writers on organizations” (1994 edition)

There are tactical and, which is very painful, strategic miscalculations in the daily activities of the enterprise, which can lead not only to a decrease in operational efficiency, but also raise the question of its very future existence.

Over many years of leading various teams, making mistakes and achieving some successes, I have come to the conviction that one of the easiest ways to reduce the consequences of errors in personnel work is to provide employees with as much

complete freedom of action, freedom to make decisions and responsibility for the result. Moreover, the measure of freedom of action and freedom of decision-making given to the employee should be determined similarly to the “Time intervals of freedom of action” (Eliot Jakes) 36 .

With sufficient freedom, the employee makes the “necessary” decision for the enterprise or performs the “necessary” work not under the influence (or not only under the influence) of various motivating factors, but simply because he likes it that way. For example, does he like to make certain decisions in a certain situation? You, as a manager, do not tell him when giving him a task that “this and that must be done,” but simply outline the sector of work and highlight necessary resources. And you know for sure that he will want to act in a certain situation, exactly as you want. Of course, this does not exclude various forms of control (according to Henri Fayol) 37 . The manager actually delegates part of his powers to employees.

And, let’s say, the result you want may be achieved not in the way that you like, but in another way that your employee is more passionate about. Consequently, some “dispersion” in the character qualities of the applicant being hired is quite acceptable. And the only thing that the manager must formulate to the HR department employees when searching for a candidate to fill a vacant position is a list of necessary principles that they must adhere to. For example, the candidate must:

1.have sufficient qualifications and level of intelligence;

2. have sufficient life experience and responsibility to make independent decisions in their specialty, and older age should be an advantage when hiring;

3.be sufficiently sociable and have sufficient life experience to work in this team (this team);

4. must be focused on achieving results in his work. Ambition and ambition should be welcomed;

5. the potential employee must be mature enough and ready for some freedom in

their actions.

This is clearly shown in Figure 3, where the “degree of freedom” allowed by the manager, along with actual human participation and responsiveness (“attention to people”), are the most important tools that will allow you to create a truly effective enterprise.

Naturally, any despotic type of management of such a collective is unthinkable. And with some (small) bureaucratic apparatus, the positive role of which Max Weber wrote 38 , the leader should most likely be a benevolent “big brother”,

___________________________________________________________________________________

36 - Reader by D.C.Pugh, D.J.Hickon and C.R.Hinings “Writers on organizations” (1994 edition)

37 - Reader by D.C.Pugh, D.J.Hickon and C.R.Hinings “Writers on organizations” (1994 edition)

38 - Reader by D.C.Pugh, D.J.Hickon and C.R.Hinings “Writers on organizations” (1994 edition)

a confident leader of a team of free people, allowing and welcoming any constructive discussions.

The manager is required to submit positive example not only at work, but also in his personal life, being the most competent, decisive, moral leader for everyone, putting personal freedom and decency at the forefront.

Without the respect of the entire team for the leader, it is impossible to create an effective enterprise, and respect can only be achieved by personal example.

I can talk about the motivation of older workers. Or rather, about the very fact of hiring older employees. The fact is that such human resources in Russia are currently undervalued. One could even say that a rather disdainful attitude has developed towards such job applicants. However, one cannot help but mention the obvious advantages of candidates “over 40”:

1.this is without a doubt an experience. And not only in the specialty, but also simply in human communication, which is important in the formation and healthy communication in a team. It should be noted here that, for example, I have never considered people under 45-50 years of age for the position of forwarding driver - experience, lack of frivolity, prudence, ability to clearly communicate with traffic police, and so on - I consider them obvious advantages.

2. An employee “over 40” is unlikely to “look for adventure” at his age and will never become a “stranger among his own.”

3. a qualified elderly worker always knows “how much it costs” and his qualifications always clearly correspond to the declared cost.

4. He will try to work at the enterprise as long as possible, due to his age and lack of prospects.

Another, in my opinion, undervalued human resource is women. A,

Meanwhile, here are just the most obvious advantages:

1. As a rule, women do not drink or smoke;

2.Women are generally more punctual;

3.They are less demanding in terms of wages;

4. For women, verbal praise or compliment plays a big role;

5.As a rule, women are more permanent and loyal to their employer.

It is very important when communicating with women to try to show each one that she is exactly what she is in.

team of the most beautiful and desirable woman.

Separately, I will try to briefly talk about payroll.

Firstly, the main part of the salary (salary) must be paid regularly, in full and on time. Its size, in accordance with the qualifications of the employee, must not be lower than the average income established in the labor market corresponding to the fulfillment of this task. labor function. The higher the size of the main part of the salary, the greater the competition for replacement vacant positions can be organized and therefore

the higher the likelihood of hiring qualified workers and the higher their loyalty.

Secondly, the variable part of the salary, called the “bonus”, must be significant enough compared to the salary, but not so large as to detract from or neutralize its significance. Each bonus ruble must be “tied” to the employee’s real labor effort. It is desirable to achieve a situation in which, at any given time, each person could know the amount of the bonus that he has already earned and will receive at the end of the month. At the same time, the motivation of each employee does not occur “from the outside” at the will of the employer, but he motivates himself, choosing the intensity and size of work during working hours.

Other bonuses and awards are most easily divided into two parts:

1.Bonus to the unit based on performance results reporting period,

2. An unscheduled bonus (the more unexpected it is, the better), depending on the employer. In fact, it can be called “for beautiful eyes.”

It is advisable to avoid various fines and charges, as this causes a sharply negative reaction and can lead to a deterioration in the moral climate in the team. You can, for example, use the following wording: “You could receive a bonus of 10,000 rubles, but due to ... you will not receive anything.”

As I already wrote above 39 , almost any team can be organized according to the principle of “adhocracy with small “reasonable inclusions” of machine bureaucracy” - this is always

leads to a more complete use of the mental and creative potential of the team to solve any work problem. The degree of permissible freedom of each employee, at the same time, is almost always regulated by the team itself and always contributes to increasing the efficiency of the enterprise.

By forming a team of relatively free people, we receive a truly powerful business tool for creating a highly effective enterprise. There are a few positive aspects, distinguishing an enterprise built on this principle:

1. This human business instrument is self-regulating and self-reproducing, since every part of it, every person is interested in the result, and not in words, but in deeds. Employee motivation is carried out, as it were, from within. Each employee motivates himself;

2.Everyone is responsible for himself and for everyone together, since free people commit moral actions that imply responsibility “by default”; from the inside. Each employee motivates himself;

3. There is a high probability of a synergistic effect, since there is free, confidential communication between free people.

39 -page 9 real work.

Conclusion

As conclusions on course work It should be noted that:

1. the style of enterprise management should imply providing employees with acceptable freedom of action and decision-making in order to maximize the use of their creative potential and desire to work,

2.creating a truly effective enterprise that has irreversible and difficult-to-achieve competitive advantages for others is impossible without providing employees with some acceptable freedom of action and decision-making,

3. The motivation system created at a given enterprise cannot exist separately from the management style adopted by the manager. A motivation system must be created, taking into account the most important (and sometimes decisive) role of free labor,

4.The degree of freedom of labor must necessarily be planned in personnel work. Despite the difficulty of accounting for it, it shows the level of maturity of the head of the enterprise and the personnel department employees,

4.Only free labor is effective.

5.Only competition in the economy (and not only), requiring the creation of the most efficient enterprises possible, encourages internal freedom in a person and leads to the creation of teams of truly free people.

Literature

1. M. Malyutin “Work ethic of modern Russians”, magazine “Golden Lion” No. 113-114 www.zlev.ru

2. "Wikipedia" - a free encyclopedia

3. Message from the President of the Russian Federation to the Federal Assembly “Russia, forward!” (2009)

4. N. Machiavelli “The Prince” (published in 1523)

7.statistics stock exchange New York (USA)

8. Reader D.C.Pugh, D.J.Hickon and C.R.Hinings “Writers on organizations” (1994 edition)

9. Douglas McGregor, “The Human Side of Enterprise.”

12. Walter B. Cannon “The Wisdom of the Body” (“The Wisdom of the Body”)

14.Herzberg, F. “One more time: how do you motivate employees?” (“One more time: how do you motivate employees?”)

15. D.S. Sink “Performance Management”

16. Edwin Locke / Edwin Locke article “On the theory of motivation and stimulation by goals” 1968

20. Law of the Russian Federation of July 19, 1998 N 115-FZ “On the peculiarities of the legal status of joint-stock companies of workers (national enterprises)”

22. film “White Sun of the Desert”

Polushina Irina Sergeevna

Associate Professor, Department of Economics and Organization of Production, Faculty of Economics, Vyatka State Agricultural Academy, Kirov, Russian Federation

Abstract: The article discusses the mechanism for managing the motivation of employees of the commercial department of an enterprise based on an analysis of the motivational types of employees. With the help of testing, the strength, direction and type of motivation were determined according to the method of A. Ya. Kibanov and V. I. Gerchikov. Recommendations have been developed for differentiating incentive methods depending on the prevailing type of employee motivation.

Key words: commercial department, motivation, types of employees, management

Management motivation of employees of commercial enterprises

Polushina Irina Sergeevna

Associate Professor of the Department of Economics and organization of production Vyatka state agricultural Academy Kirov, Russian Federation

Abstract: The article describes the control mechanism of motivation of employees of commercial department of the enterprise based on the analysis of motivational types of workers. Using the test identified the strength, direction and type of motivation as described Kibanova AY and Gerchikova VI The recommendations on methods to stimulate differentiation depending on the predominant type of worker motivation.

Keywords: sales department, motivation, types of employees, management

Managing employee motivation in an organization is very important for every enterprise and is understood as methods aimed at the process of activating the motives of employees (internal motivation) and creating incentives (external motivation) to encourage them to work effectively. The goal of motivation management is effective management in the system of forming a set of conditions that encourage a person to take actions aimed at achieving a goal with maximum effect.

The motivation process can be simplified into the following stages: identifying needs, forming and developing motives, managing them in order to change people’s behavior necessary to achieve goals, adjusting the motivational process depending on the degree of achievement of results.

The goal of managing the current economic situation should be, first of all, to increase the interest of personnel in improving their performance in order to receive higher wages and extract maximum profits. To achieve the desired effect, it is necessary to change the existing system of personnel motivation by developing existing ones and introducing new forms of material and non-material incentives.

Personnel motivation is the main means of ensuring optimal use of resources and mobilizing existing human resources. The main goal of the motivation process is to obtain the maximum return from the use of available labor resources, which makes it possible to increase the overall effectiveness and profitability of the enterprise.

The main problems of motivation management are as follows:

The non-obviousness of the motives of human behavior, their indirectness in various forms of behavior;

Variability of the motivational process due to the dynamic interaction of needs;

Differences in the motivational structure of employees due to the uniqueness, strength and stability of motives;

Multiple options for satisfying every need;

Lack of awareness of labor results, interdependence of work, imperfect technology;

Low professional competence of decision makers in the field of personnel motivation.

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The specifics of the provision of services at the enterprise are based on the “fixed advertising placement” model. This is the model that is most common on domestic television today. The main advantage of such advertising placement is the simplicity and transparency of the entire technological chain. In this case, the advertiser takes upon himself all the successes and failures of the placement. The function of the channel comes down to the usual sale of time and a guarantee that the advertising spot will be released at a certain, clearly fixed time.

The disadvantage of such placement is its weak information validity, and therefore the high probability of ineffectiveness of the advertising campaign.

LLC "Gorod-TV" is average in terms of activity size (Table 1). Over the course of five years, there has been an increase in revenue by 78%, while the number of employees has increased by only 29%, which indicates an increase in labor productivity.

The efficiency of using fixed production assets has generally increased over the period, although the capital-labor ratio has decreased slightly due to the transition to a different type of camera and a simultaneous increase in the number of employees. Increased efficiency of use current assets explained by the active work to reduce accounts receivable, carried out in 2012 and before that amounted to more than 3 million rubles.

Table 1 – Enterprise size indicators

The company has a consistently high staff turnover, which is a problem for it.

In order to analyze the motivation of employees of the commercial department of Gorod-TV LLC, we conducted a study to identify the typology of labor motivation using the methods of Ardalyon Yakovlevich Kibanov and Vladimir Isaakovich Gerchikov. For this purpose, 15 employees were tested, which is 100% of the commercial department staff.

The age of the employees in the commercial department does not exceed 40 years, the majority of employees are between 25 and 30 years old or 40%. 73% of employees higher education, 33% of the employee has short experience of up to two years, since recruitment was recently carried out.

According to the survey results, 80% or 12 employees of the department are quite satisfied with their work and 67% or 10 people are doing what they love.

Results of the study using the method of Kibanov A.Ya. show that in the commercial department type 1 motivation predominates, employees are focused primarily on the content and social significance of work (Table 2).

Table 2 – Summary table of research results using the method of Kibanov A.Ya.

Employee no.	Group average	Type of motivation	Average score per employee	The power of motivation	Orientation of motivation
1. Palkina Olga					Achievements
2. Olga Medvedeva					Saves
3. Andrianova Ksenia					Saves
4.Okatyeva Irina					Saves
5.Prokosheva Elena					Saves
6. Ishimova Tatyana					Achievements
7. Sitnikova Olga					Saves
8. Zaborskikh Oksana					Saves
9. Kokoulina Irina					Achievements
10. Leushina Natalya					Saves
11.Toryanik Yana					Saves
12. Bakulina Alexandra					Saves
13.Baranov Dmitry					Saves
14. Kuznetsova Maria					Saves
15.Dolgikh Svetlana					Saves

In terms of strength of motivation, 67% of department employees belong to types with strong motivation, 27% - to types with average motivation, and only 7% - to weak ones. In terms of orientation, the motives of the department’s employees relate to the motives of conservation, that is, employees want stability in work, fair wages, and confidence in the future.

From the survey it is clear that the enterprise incentive system is not at its best. top level. Only 67% of employees who took part in the survey are well motivated and satisfied with their work as such, 33% of those surveyed in the department do not feel a sense of success and satisfaction for their work.

According to the method of Gerchikov V.I. 39% or 6 people are assigned to the professional type of motivation, 27% (4 people each) to the instrumental and patriotic type, 7% or 1 person to the owner type and there is no lumpen type of motivation for workers in the department (Figure 1).

According to the interview results, 54% of the interviewed employees of the commercial department or 8 people have a process motive, 20% or 3 people have an achievement motive, 13% (2 people) each have a reward motive and a social motive.

For each type of employee motivation, based on our research, we have proposed appropriate incentives (Table 3).

Having analyzed the work of the company, it can be noted that there is no accounting or control over the motivation of staff, no special motivational programs are developed that take into account the interests of employees, and no surveys are conducted.

Table 3 – Correspondence of motivational types and types of stimulation

Types of incentives	Types of Motivation
	Instrumental	Professional	Patriotic	Master's	Lumpenized
Negative	Applicable	Prohibited	Applicable	Prohibited
Cash		Applicable	Neutral	Applicable	Neutral
Natural	Applicable	Applicable	Applicable	Applicable
Moral	Prohibited	Applicable		Neutral	Neutral
Paternalism	Prohibited	Prohibited	Applicable	Prohibited
Organizational	Neutral		Neutral	Applicable	Prohibited
development	Applicable		Neutral	Applicable	Prohibited

There are no social programs that, as a rule, have a positive effect on staff motivation by satisfying various social needs.

The economic crisis at the present stage leaves its mark on the activities of Gorod-TV LLC, therefore, when developing recommendations for managing motivation and incentives in this company, it is necessary to make allowances for economic situation modern world. In the complex of anti-crisis measures, work on motivating personnel is centered around two main tasks: stabilization of personnel (the moral climate in the team) and changing the system of material motivation.

For example, for an employee with professional motivation, we suggest using public praise and public recognition of an achievement.

For an employee with a predominance of the instrumental type in the structure of motivation, we suggest rewarding him with a valuable gift based on the results of his work for the month.

An employee with a dominant patriotic type of motivation can have a positive motivational effect from public praise.

We propose to appoint an employee with a master's type of motivation as a curator of a project.

Table 4 – Proposed measures to stimulate selected types of employee motivation

Types of Motivation	Suggested activities
Professional	1.public praise, public recognition of an achievement; 2.flexible work schedule; 3.Posting a photo on the honor board.
Instrumental	1. reward with a valuable gift based on the results of work for the month; 2.give time off or provide additional days to annual leave based on the results of the month; 3. introduce a deduction (if you do not fulfill the plan for income for the week - 300/500 rubles, depending on the general plan).
Patriotic	1.public praise; 2.flexible work schedule; 3. placement of a photograph on the honor board; 4.participation in organizing a corporate event.
Master's	1.make him the curator of any project; 2. create a new offer yourself that will interest advertisers; 3. reward with a valuable gift at the end of the month.

It is very important now to openly inform employees about the current state of affairs in the company, as well as planned anti-crisis measures. In times of crisis, more than ever, people need certainty and confidence that leadership has a plan of action. It is important to explain the current situation to employees, indicate what anti-crisis measures are planned to be taken, and also list management’s expectations from employees in connection with the current situation.

Thus, according to the expert assessment of the enterprise’s employees, as a result of the implementation of the proposed measures, the labor productivity of employees can increase by an average of 7% and lead to an increase in the profitability of Gorod-TV LLC.

Bibliography:

1. Gerchikov, V.I. Personnel management: the employee is the most effective resource of the company: tutorial/ IN AND. Gerchikov. - M.: INFRA-M, 2012. - 282 p.
2. Kibanov, A.Ya. Personnel management: textbook / A.Ya. Kibanov. - M.: INFRA-M, 2013. - 238 p.