Lecture presentation system of motivation and stimulation of labor. Presentation on the topic "Development of a system of motivation and stimulation of labor." The work can be used for lessons and reports on the subject "General topics"

TYPES OF WORK MOTIVATION OF EMPLOYEES INSTRUMENTAL PROFESSIONAL PATRIOTIC The work itself is not a significant value for the employee, but is considered by him only as a source of income The employee appreciates its content in the work The employee most of all appreciates the effectiveness of the common cause in which he participates, and the public recognition of his participation

FACTORS OF DETERMINING THE OFFICIAL SALARY Qualification Complexity of the work performed Degree of independence in performing work Degree of responsibility for managing the work of other employees Intensity, harmfulness (danger) of labor Cost of living in the region (settlement) Natural and climatic features Industry specifics

FACTOR-CRITERIA EVALUATION METHOD Work complexity factor Weight of the factor Criteria of the factor Significance of criteria Degree of specialization 0.10 under the supervision of the chief in accordance with the instructions independent 0.2 0.6 1.0 Degree of responsibility 0.20 Only for their own work For the work of the group For the work of the entire unit 0.3 0.6 1.0

TARIFF GRID Tariff category Tariff coefficient Base salary, rub. 10,

EXAMPLES OF CORRELATION OF THE COMPONENTS OF CASH REMUNERATION trading floor Chief Accountant Deputy. gene. directors

ADDITIONAL SOCIAL BENEFITS USED BY RUSSIAN COMPANIES (according to a survey of company executives) Education at the expense of the company Public transport fares Meals Loans Medical care Insurance Tourist vouchers, vacation Accommodation payments

CAFETERIA SYSTEM Each employee gets the opportunity to choose from the general list those benefits and services that make him prefer Actively used in the system of incentives for managers It spreads rather slowly to other categories of personnel, which is associated with a great need for information and uncertainty about the correct choice

Stimulation of personnel Stimulus - (stimulus - pointed stick) - a means of influence to encourage action Stimulation - a targeted impact on the behavior of an employee (behavior management) using an appropriate set of tools Impact with a "+" sign and with a "-" sign

The main disincentives for staff Violation of an implicit contract Lack of important information from staff Failure to use any employee skills that he himself values ​​Ignoring ideas and initiatives Lack of a sense of belonging to the company Lack of changes in the status of the employee Lack of recognition of achievements and results by management and colleagues Unfair punishment

Significance of incentives (according to the S/B survey) manager Salary Reliable RM Possibility of promotion Good working conditions С t.zr. employees Human recognition Possession of complete information Assistance in personal matters For young professionals: Combination with training

Staff retention program Analysis of the situation: Questioning Conversations Seminars Studying the image of the enterprise Reasons for dismissal Factors that bind employees Weaken and eliminate Strengthen and stabilize Consolidation results: Decrease in staff turnover Reduction in the number of absences and absenteeism Increased attachment to the enterprise

Motivation for the effective work of middle managers Decent level of salary, social package Clearly defined tasks of the unit Delegation of authority from the top manager Compliance with the management hierarchy (no “jumping” over their heads) Availability of levers of influence on subordinates

Motivation for the effective work of performers Salary level adequate to market conditions, social package Clearly defined tasks Delegation of authority by the manager No “equalization”, injustice in the remuneration system Transparency of the remuneration system Interrelation between the assessment of the employee’s work and the activities of the unit Management style by the immediate supervisor

5 types of motivation according to V.I. Gerchikov Type of motivation Main motive Instrumental “I can make money” Professional “I can use my knowledge and experience” Patriotic “I feel needed by the team” Owner’s “I can decide on my own what and when to do” Unattainable Habitual work, stability

Professional type Interested in the content of the work Does not agree to work that is not interesting for him, no matter how much they are paid Interested in difficult tasks - the possibility of self-expression Considers freedom in operational actions important Professional recognition as the best in the profession is important

Avoidant Does not care what job to do, no preference Agrees to low pay, provided that others do not get more Does not seek to improve skills, counteracts this Low activity and opposing the activity of others Low responsibility, desire to shift to others The desire to minimize effort

Forms of incentives Negative Fines, punishments, threat of job loss Monetary wages, all types of bonuses and allowances In-kind Car, phone, housing Moral Letters, badges, awards (20 thousand) Paternalism Additional social and medical insurance, recreation conditions Organizational Conditions of work, its content and organization Involvement in management

Correspondence of motivational types and forms of incentives Forms of incentives Types of motivation Negative 0-+–Base Monetary Base+0+0 Natural (social package) +0+0Base Moral -+Base00 Paternalism --+-Base Organizational 0Base0+– Participation in co-ownership and management 0++Base–

F. Herzberg's theory of motivation Dissatisfaction is influenced by hygienic factors: Way of management Company and administration policy Working conditions Interpersonal relationships Earnings Uncertainty in the stability of work Influence of work on personal life Satisfaction is influenced by motivational factors: Achievements (qualification) and recognition of success Work as such Responsibility Promotion service Opportunity for professional growth

Difficulties in developing a motivation system Insufficient understanding of the importance of staff motivation The prevalence of a “punitive” system of staff motivation Does not take into account the expectations and interests of employees Significant interval between obtaining results and rewarding

2 is the desire of the employee to satisfy his needs through work activity Motivation is a set of motivating forces, both conscious and not conscious by the person himself, this is the process of influencing a person in order to induce him to certain actions by awakening certain motives in him Motivation -

3 THE CONCEPT OF NEEDS AND MOTIVATION OF ACTIVITY AND MOTIVATION OF ACTIVITY Motive Motive - an internal motive cause, a reason for some action, an argument in favor of something to a certain result Motivation – Motivation is the process of motivating oneself and others to act in order to achieve the personal goals of the organization. Motives to work appear when society (or the subject of management) has at its disposal the necessary set of benefits that meets the needs of a person.

5 EXTERNAL AND INTERNAL MOTIVATION External motivation External motivation is a means to an end. Figure - External motivation External motivation should perform at the initial stage the role of a support for creating an effective labor system. It can also be seen as an additional supportive stimulus during the period of consolidation. However, long-term motivation and effective changes in the behavior of employees are achieved only if internal motivation is created.

6 Intrinsic motivation Intrinsic motivation is the understanding of meaning, conviction. Intrinsic motivation in the modern world of production is becoming more and more important. It is important because of its long-term impact on performance and attitudes towards work. Its influence is the stronger, the higher and more diverse the requirements for the content of the work, the more it corresponds to the internal state of a person.

7 CONTENT THEORIES OF MOTIVATION MASLOW THEORY Human behavior is determined by the lowest unsatisfied need of the hierarchical structure Needs are divided into primary and secondary and represent a five-level hierarchical structure in which they are arranged in accordance with priority After the need is satisfied, its motivating effect ceases HERZBERG THEORY Motivation, which roughly correspond to the needs of the highest levels in Maslow and McClelland, actively influence human behavior In order to effectively motivate subordinates, the leader must delve into the essence of the work himself Needs are divided into motivating and hygienic The presence of hygienic factors only prevents the development of dissatisfaction with work McClelland's THEORY Three needs that motivate a person - the need for power, success and belonging (social) Today, these higher-order needs are especially important, since the needs of lower levels, like usually already satisfied

8 PROCESSIVE THEORIES OF MOTIVATION Expectancy theory Based on the fact that the presence of an active need is not the only necessary condition for motivating a person to achieve a certain goal. A person must also hope that the chosen type of behavior will actually lead to the satisfaction or acquisition of the desired. Equity theory It postulates that people subjectively determine the ratio of reward received to effort expended and then relate it to the reward of other people doing similar work. If the comparison shows imbalance and injustice, i.e. a person believes that his colleague received a greater reward for the same work, then he experiences psychological stress. As a result, it is necessary to motivate this employee, relieve tension and correct the imbalance in order to restore justice. The Porter-Lawler model The Porter-Lawler model Includes elements of expectation theory and equity theory. Five variables appear in this model: effort expended, perceptions, results obtained, reward, degree of satisfaction. At the same time, the results achieved depend on the efforts made, abilities and characteristics, as well as on the employee's awareness of his role. The level of effort expended will be determined by the value of the reward and the degree of confidence that a given level of effort will in fact entail a well-defined level of reward.

10 STRUCTURE OF WORK BEHAVIOR MOTIVATIONS Monetary reward Approval Action Reward with free time Mutual understanding and showing interest in the employee Career advancement and personal growth Providing independence and favorite work Prizes Figure - The structure of labor behavior motives

11 Place of material incentives in the complex system of motivation of employees Goals of the integrated system of motivation of personnel: Goals of the integrated system of motivation of personnel: Retention of employees (especially the best), ensuring loyalty and commitment of employees; Retaining employees (especially the best), ensuring employee loyalty and commitment; Stimulation of correct production behavior; Stimulation of correct production behavior; Attracting the right employees from the "external" market. Attracting the right employees from the "external" market.

12 Effective incentive system Increases efficiency Promotes value creation at each workplace Motivates Inefficient motivation system DOES NOT increase efficiency DOES NOT contribute to value creation at each workplace Does not motivate Harmful motivation system Hinders efficiency increase, reduces efficiency Prevents value creation at each workplace DEmotivates Motivation system

13 Loyalty Initiative Creativity Good discipline High efficiency High performance Responsibility Growth of added value at each workplace Fluidity Inertia Passivity Poor discipline Low efficiency Low productivity Irresponsibility Motivation system Indicators of an effective motivation system: Indicators of an inefficient and harmful motivation system:

14 The structure of material incentives The structure of material incentives Economic incentives Material incentives Permanent payments Variable payments Lump sums Indirect financial incentives Labor and social benefits for all employees Privileges For certain employee categories Permanent payments - generate confidence in the future, create a feeling stability and reliability; Bonuses - maintain the tone and the necessary focus and are a form of gratitude to the Company for high results or selfless work; Benefits and privileges - emphasize the care and love of the Company for employees and, ideally, are designed to evoke love in return.

15 Financial Incentives and Organization Development Cycle Start Flexible remuneration Non-monetary forms of remuneration are used; Salaries are low; Premiums are high. Growth Competitive base salaries; Increasing the share of incentive payments; Availability of long-term bonus systems. Maturity Salaries are often above market rates; Seniority allowances; Introduction of incentive systems to cut costs. Recession Salaries are reduced or frozen; Premiums are not paid; Reduced or canceled the system of benefits and additional services of the company.

16 Sequence of work on building a system of grading and salaries Analysis of the pros and cons of the existing system of remuneration of personnel Analysis of the optimality of personnel costs (dynamics of the company's indicators and payments per 1 employee) Ensuring the availability of job descriptions Development of factors, their weights. Approval from management Formation of an expert committee (with the participation of the 1st person) Conduct a brainstorming session. Determine the integral assessment of each position Build a graph: Determine Overpaid and underpaid Positions. Corridors. Select 5-10 key positions. Carry out an analysis of market wages for them Determine the Company's capabilities in terms of pay limits Set salary brackets and levels

17 Construction of the salary structure Construction of the salary structure of the number of grades Determination of the number of grades. fork overlap Determine fork overlap. An overlap is considered correct when the maximum of one fork is at the level of the midpoint of the fork of the next rung in the career ladder. fork spread Determine the fork spread. May be different for different grades. Large spreads are used where they want to emphasize increased pay for experience, length of service and work in conditions of high uncertainty.

18 Factors influencing the setting of salaries Current practice – current rates and salaries in the company, adjusted for inflation forecasts. The company's capabilities - in terms of the planned payroll volumes and the growth or reduction ratios of the average wage in the company. o Prices of regional and sectoral labor markets, claims of candidates for company vacancies.

19 Features of individual motivation of personnel. Model V.I. Gerchikov: Types of Motivations: Instrumental (I) Instrumental (I) Avoidance (FROM) Avoidance (FROM) Patriotic (PA) Patriotic (PA) Professional (PR) Professional (PR) Economic (X) Economic (X)

20 Instrumental (I) Prefer specific pay arrangements; Prefer specific pay arrangements; Money is much more important to them than praise, gratitude, honor roll; Money is much more important to them than praise, gratitude, honor roll; They prefer money earned by their own labor, on the basis of agreed rules; They prefer money earned by their own labor, on the basis of agreed rules; Knowing this, it can be argued that employees with this type of work motivation are best affected by a clear, understandable incentive system, moreover, focused on such criteria that depend directly on this person. Knowing this, it can be argued that employees with this type of work motivation are best affected by a clear, understandable incentive system, moreover, focused on such criteria that depend directly on this person.

21 Avoidance (ID) Employees with this type of work motivation are not the best option for commercial structures focused on achieving results. Employees with this type of work motivation are not the best option for results-oriented commercial structures. Very often they serve as a brake on the development of business, carrying the remnants of the "soviet, totalitarian" thinking. Very often they serve as a brake on the development of business, carrying the remnants of the "soviet, totalitarian" thinking. They fear a lot, do not take on unnecessary work, responsibility, both for their words and for their own, and even more so, other people's deeds. They fear a lot, do not take on unnecessary work, responsibility, both for their words and for their own, and even more so, other people's deeds. Often they internally envy those who do better, including managers, and those who earn more. Often they internally envy those who do better, including managers, and those who earn more. Among them, depending on the type of personality, may be criticized. But, understanding internally their complexes, these people are afraid, as a rule, to lose their place. Among them, depending on the type of personality, may be criticized. But, understanding internally their complexes, these people are afraid, as a rule, to lose their place. As a rule, they are poor workers with low labor costs, who do not want to improve their skills, avoid responsibility, strive to minimize effort. As a rule, they are poor workers with a low price of labor, who do not want to improve their skills, avoid responsibility, strive to minimize effort. They themselves do not show activity and do not allow others to "stick out", often suppressing them with their confident, "holistic", "reasoned" position on any issue. They themselves do not show activity and do not allow others to "stick out", often suppressing them with their confident, "holistic", "reasoned" position on any issue. One of the ways to influence people of this type can be the clarity of instructions and the firmness of demand. Those. they are afraid of the "stick" and are very fond of gratuitous "gingerbread". One of the ways to influence people of this type can be the clarity of instructions and the firmness of demand. Those. they are afraid of the "stick" and are very fond of gratuitous "gingerbread".

22 Patriotic (PA) Employees with this type of work motivation are extremely loyal to the organization, very often they cement the corporate culture of the organization. Employees with this type of work motivation are exceptionally loyal to the organization, very often they cement the corporate culture of the organization. Usually they are less efficient and productive than employees with instrumental, professional or economic motivation. Usually they are less efficient and productive than employees with instrumental, professional or economic motivation. At the same time, such employees are also important in any organization, since any organization needs people who diligently and efficiently perform their duties. At the same time, such employees are also important in any organization, since any organization needs people who diligently and efficiently perform their duties. Such employees are less picky about their remuneration, which in a number of cases is important for the company. For them, an idea is important at the level of belief in a leader and / or in success, as well as public recognition of their merits. Such employees are less picky about their remuneration, which in a number of cases is important for the company. For them, an idea is important at the level of belief in a leader and / or in success, as well as public recognition of their merits.

23 Professional (PR) Strive to become professionals, to become better than others in a professional sense. They strive to become professionals, to become better than others in a professional sense. People of this type are interested in new and new tasks. Routine, just functioning in the process is not their element. People of this type are interested in new and new tasks. Routine, just functioning in the process is not their element. The manager can set more and more complex tasks for such employees and, as a rule, will find an understanding of the need and expediency of solving these problems. These employees thus satisfy their need for their own development. The manager can set more and more complex tasks for such employees and, as a rule, will find an understanding of the need and expediency of solving these problems. These employees thus satisfy their need for their own development. Appreciate the freedom to choose how the work is done. Appreciate the freedom to choose how the work is done. Such employees want to earn more for honestly done work. At the same time, in a number of cases, such employees, instead of money, will be grateful that the management publicly evaluates them as the best of the best. Such employees want to earn more for honestly done work. At the same time, in a number of cases, such employees, instead of money, will be grateful that the management publicly evaluates them as the best of the best.

24 Economic (X) Employees with this type are sometimes called internal entrepreneurs (entrepreneurs). Employees with this type are sometimes called internal entrepreneurs (entrepreneurs). They are proactive, not because they will get more money for it - no, it's just their normal state, they thus realize their essence, their potential. They are proactive, not because they will get more money for it - no, it's just their normal state, they thus realize their essence, their potential. In key areas that require an independent, creative and motivated approach, such employees are preferred. In key areas that require an independent, creative and motivated approach, such employees are preferred. They are characterized by voluntary responsibility, sovereignty (a heightened sense of freedom, a desire for lack of control). They are characterized by voluntary responsibility, sovereignty (a heightened sense of freedom, a desire for lack of control). They are stimulated by a sense of freedom, the provision of complex and responsible tasks in which they can show their personal and managerial potential, participation in decision-making regarding the key points of the enterprise's activities They are stimulated by a sense of freedom, the provision of complex and responsible tasks in which they can show their personal and managerial potential, participation in decision-making related to the key points of the enterprise

25 Forms of incentives used in the model of V.I. Gerchikova Negative displeasure, punishment, threat Negative displeasure, punishment, threat of job loss. job loss. Cash salary, bonuses, bonuses. Cash salary, bonuses, bonuses. In-kind purchase or rental of housing, In-kind purchase or rental of housing, provision of a car, etc. provision of a car, etc. Moral gratitude, etc. Moral gratitude, etc. Paternalism concern for the worker. Paternalism concern for the worker. Working conditions, its content and organization. Working conditions, its content and organization. Involvement in co-ownership and participation in Involvement in co-ownership and participation in management. management.

28 Example: Calculation of bonus payments for the Commercial Director The salary of the Commercial Director with bonuses is RUR/month. The salary of the Commercial Director with allowances is RUR/month. The maximum bonus is 50% of salary = RUB/month. The maximum bonus is 50% of salary = RUB/month. The maximum possible income at the end of the month: = rub. The maximum possible income at the end of the month: = rub. Results of the evaluation of the Commercial Director's activities: Results of the evaluation of the Commercial Director's activities: К.1. "+" - planned sales figures were achieved - 50% К.1. "+" - planned sales figures were achieved - 50% К.2. «+» - no complaints or complaints from customers were received - 20% К.2. «+» - no complaints or complaints from customers have been received - 20% К.3. «-» - no innovations were offered or implemented in the reporting period - 0% К.3. «-» - no innovations were offered or implemented in the reporting period - 0% К.4. «-» - a violation of discipline was recorded in the sales department - 0% К.4. «-» - a violation of discipline was recorded in the sales department - 0% К.5. "+" - claims of the Manager to the activities of Kom. No service - 10% K.5. "+" - claims of the Manager to the activities of Kom. No service - 10% Total for 5 evaluation criteria performance indicator - 80% Total for 5 evaluation criteria performance indicator - 80% Accrual of bonus payments: Х 0.8= rub. Accrual of bonus payments: Х 0.8= rub. Total monthly income: = rub. Total monthly income: = rub.

29 Implementation of the new incentive system Formalization of the new compensation policy; Formalization of the new compensation policy; Training of managers at all levels on the new compensation policy; Training of managers at all levels on the new compensation policy; Conducting a "pilot" project for 3 months (1 month - in the old way, 1 month - the largest, 1 month - in a new way); Conducting a "pilot" project for 3 months (1 month - in the old way, 1 month - the largest, 1 month - in a new way); Procedures for current consultations of managers on remuneration issues; Procedures for current consultations of managers on remuneration issues; Monitoring the level of satisfaction with the new compensation system; Monitoring the level of satisfaction with the new compensation system; Procedures for possible correction of compensation policy. Procedures for possible correction of compensation policy.

Labor motivation
activities
N.N. Shelenkova
Associate Professor of the Department
management

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Human resource management model
Communication
Motivation
Reward
personnel
Realization of goals
organizations
Production
behavior
Ability Potential
Personel assessment
Development and preparation
personnel
Recruitment

The goals of mastering the discipline
-
familiarity with the basic theoretical concepts and
approaches to the study of labor motivation of personnel, types and
forms of labor stimulation
-
form an idea of ​​the experience of developing systems
motivation and stimulation of labor in foreign and domestic
organizations of various types.
- to acquaint with various schemes of motivation and their influence on
the choice by the individual of the purposeful behavior of the individual in
accordance with the requirements of the organization.
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In the field of personnel management, under the concept
work motivation means:
Employee needs and expectations
Measures taken by the company
attitude towards the employee to improve
efficiency of his work
Compensation, salary of an employee
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Basic concepts of motivation
1. Need - the state of a person, determined by need,
the need for something.
2. Motive - a specific, conscious type of internal motivation
employee to activities, the actual need that he
tries to satisfy by working at this enterprise/company.
Actual motives and needs determine the motivational sphere
person.
3. Reward - everything that a person considers valuable for himself.
Internal rewards - achievement of results, content and
the importance of work, communication in the process of work (friendship, mutual assistance
etc.) Why do I want to do this?
External rewards - salary and additional payments,
promotion, symbols of official status and prestige,
praise and recognition. Under what condition do I do it?
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Basic concepts of motivation
Labor motivation is the process of encouraging an employee to work effectively.
labor, in which the labor behavior of an individual, a worker in
in accordance with the goals of his work, features and working conditions in
organizations;
Motivators - factors that increase work efficiency
person and (or) his satisfaction due to what corresponds to his
internal needs and motives, which at the moment are partially or
completely dissatisfied and demand satisfaction.
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Stages of the motivation process:
The emergence of a need
Search for ways to meet the needs
Definition of goals (directions) of action
Action Implementation
Receiving a reward for the implementation of an action
Need elimination
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The main types of motivation
Material
Raise
salary
Surcharges and
allowances
Variable
part of salary
8
intangible
Reward
for merit,
having
monetary
expression, but
issued
an employee in
monetary form
Moral
Organizational
Creation
organizational
culture awards,
, not having
supportive
monetary
motivation
expressions
employee on
achievements of goals
companies
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Theories of motivation
Informative
(structural) theories of motivation.
Based on identification
systems of internal motivations,
determining the specifics of labor
employee behavior. Reveal
reasons for a particular behavior
people (identification of internal
motives) and try to respond to
the question "what?"
A. Maslow
D. McClelland
F. Herzberg
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Procedural
theories of motivation
Theories trying to answer
the question "how?"
W. Vroom
L. Porter, E. Lawler
V.I.Gerchikov
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Hierarchical theory of needs A. Maslow
V. Self-realization
(self-expression)
IV. egotistical (self-respect and
recognition from others)
III. Social (involvement, belonging to
group / team)
II. Security and confidence in the future
I. Physiological
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Exercise:
Need levels
Reward
Organizational
forms
1. Physiological
needs
food, water, air, sex
etc.
a)
b)
v)
2. Needs for
security
Safety,
stability, protection
a)
b)
v)
3. Social
needs
To belong to
group, love,
attachment
a)
b)
v)
4. Needs for
respect and recognition
Self-esteem,
self-respect, status,
prestige
a)
b)
v)
5. Needs for
self-expression
Growth, success, creativity
a)
b)
v)
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Application of A. Maslow's theory:
Knowledge of the theory of needs requires the leader to
first determine what level of hierarchy
is the most relevant for the employee;
The hierarchy of needs makes it clear that the levels
actual needs of workers can
differ;
This theory helps an organization determine
sequence of motivating employees,
take into account not only physiological needs, but also
the needs of higher levels;
Accounting for the dynamics of needs (motivation,
working once is not necessarily effective
work all the time)
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Possible demotivating factors:
Violation of agreements between the leader and subordinates
Failure to use those professional skills of an employee that
he appreciates
Ignoring the initiative of employees
Lack of recognition from management
Lack of final results (due to the peculiarities of the corporate
culture projects get stuck at the stage of approval, consideration. V
In this case, the employee cannot influence this due to internal
organization specifics
No change in employee status
Performing tasks that are not within the scope of immediate
employee responsibilities
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Consequences of demotivation:
High staff turnover
High level of conflicts in teams
Low level of executive discipline
Poor performance of duties
Problems in creating a consistent team
Low professional level of staff
Lack of initiative of employees
Staff dissatisfaction, etc.
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Content theories of motivation
D. McClelland's Theory of Needs
os
Need in
Need in
Need for power
Man's aspiration
take leadership
position and influence
work and working conditions
other people
achievements
(goal, success)
Committed to
achieving
the best
results in its
profession or
the work assigned to them.
involvement
(affiliations)
Expressed Need
person to work in
team and receive
recognition from their
colleagues
Of particular importance in the theory is given to achievement motivation.
Achievement motivation is provided by:
Personal responsibility for the execution of the task
Feedback on performance results
The presence of a feasible task, i.e. task is quite difficult, but not
too much
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Content theories of motivation
(two factor model
F. Herzberg)
The essence of the concept: people have two types of needs:
Need
avoid suffering
Need
psychological growth
As a result of the research, a pattern was revealed:
Job satisfaction is related to performance
certain tasks
(work content factor), career growth opportunities, etc.
Job dissatisfaction (context factor) is the result of poor
working conditions
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Content theories of motivation
Motivational-hygienic theory

To protect workers from suffering
or dissatisfaction
Favorable working conditions must be created!
Psychological
human growth is associated with satisfaction
content needs.
Motivating factors (associated with
the nature and essence of the work,
performance enhancing)
Hygiene factors (associated with
environment and making
work more attractive)
Growth and development
Performance related pay
labor
Recognition and approval is good
work done
Recognition in the team
Work that forces you to develop your own
capabilities;
Difficult and difficult work
Authority and responsibility
Reverse
connection
17
Involvement in decision making and
Environment
No stress and
stress
No noise and pollution
A sufficient amount of information about
what is happening in the organization
Flexible working hours
Fair distribution of volumes
works, etc.
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Content theories of motivation
Motivational-hygienic theory
(two-factor model of F. Herzberg)
Conclusions:
In order to motivate staff, the manager must
ensure the availability of hygienic and determine the main
motivating factors;
Leader's task:
keep the employee's passion and desire for achievement
to notice and take certain steps in time, if
there will be a negative trend
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Theory X and Theory Y
Expectancy Theory (Victor Vroom, 1964)
Leaders need to know three things about performance
activities of individuals and the organization as a whole:
A person believes that the results obtained depend on his efforts;
The person believes that the reward will match
the results obtained;
For a person, the reward should be significant
If one of these points is violated, the effectiveness
worker performance is declining. Summarized, these provisions
can be presented in the following form:
An effort
19
Execution
Reward
Need in
performance
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Process theories of motivation
Theory X and Theory Y
The motivation model is described by the formula:
Motivation \u003d O (U - P) x O (P - B) x T, where
O (U - R) - the expectation that the efforts will give the expected results;
O (P - B) - the expectation that the results will entail
certain remuneration;
T-valence - the expected value of the reward
(attractiveness - unattractiveness).
Motivation will be zero if:
the employee cannot cope with the task (does not know how, does not know, does not
has the necessary physical and psychological
characteristics);
achievement of the result does not imply remuneration or it
is of no value to the worker.
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Process theories of motivation
Justice theory
The theory was developed in the works of American and Western European
economists, psychologists and management specialists
counseling (D. Kuhn, J. Slocum, R. Chase, J. Shuster, B. Clark
and etc.).
The theory is based on the correlation of remuneration received
employee, with the costs of his labor and the remuneration of others
workers performing similar work (as in this
organizations and in comparable market sectors).
_
Unlike V. Vroom's model, it emphasizes that the value
remuneration for any employee has a relative
character and depends not only on the standard
consumption and the level of prices in the consumer market, but also on prices for
professional labor market and established in this
pay level organizations
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Process theories of motivation
Model L. Porter - E. Lawler
The model combines expectations theory and equity theory.
Starting positions:
The high labor motivation of the employee encourages him to be better
apply their abilities and do their best
effort to do your job;
The level of work motivation is directly dependent
employee satisfaction;
Satisfaction is measured by how fair, with
the views of the employee, the remuneration he receives for his
work.
When evaluating his working situation, the employee takes into account how
the ratio of the remuneration received by him to the achieved
results, as well as other factors considered within the
theories.
22
10.02.15

Gerchikov Vladimir Isakovich (1938-2007)
Professor, Doctor of Social Sciences, author of over 230 scientific papers, including 14 in English.
language.
One of the founders of domestic industrial sociology and domestic
scientific and practical school of personnel management.
Main developments: a typological model of work motivation and a test
Motype, a method for measuring sociological scales of quantitative traits,
including salaries, typology of missions of Russian companies, etc.
1968-1971 Institute of Economics of the Siberian Branch of the USSR Academy of Sciences.
1971-1981 Industry Center NOTiU at the Perm Telephone Plant
(branch).
1982-2001 Institute of Economics SB RAS, Novosibirsk State University. university,
Faculty of Economic Cybernetics and Department of General Sociology (after
opening in 1989 departments of sociology).
2001-2007 State University "Higher School of Economics", Faculty of Management,
Department of Human Resource Management.
23
10.02.15

Process theories of motivation
Motivation and labor behavior: the basic model of V.I. Gerchikov
Basic postulates:
Employees
fundamentally differ in the predominance of
they are achievement motivation or avoidance motivation.
Any
the organization is interested in receiving from each
employee maximum labor efficiency
activities and not cause destructive labor
behavior.
24
10.02.15

Process theories of motivation
Basic model of work motivation
active, constructive
labor behavior
II
I
avoidance motivation
achievement motivation
III
IV
passive, destructive
labor behavior
25
10.02.15

Process theories of motivation

Square I

an employee with a developed achievement motivation is proportional to
degree of satisfaction of his motivational expectations and is limited
only "natural" limits - the maximum possible
efficiency for these organizational and technological
conditions.
26
10.02.15

Process theories of motivation
Features of the connection between motivation and labor behavior:
Square II
Growth of organizational efficiency of labor activity
an employee with an avoidance motivation is fundamentally limited:
task (normative value), the ability of the leader
to prove the guilt of the employee in case of non-fulfillment of the building; high
the likelihood that with regular execution it will be increased.
27
10.02.15

Process theories of motivation
Features of the connection between motivation and labor behavior:
Square III
The level of destructive reactions of an employee with avoidance motivation
is also limited and comes down, most often, to passive labor
behavior and “working by the rules” (solid line). However, if in
the group has a strong leader who comes into conflict with
leadership of the organization (usually someone from the highest
managers or high-ranking employees with
unsatisfied strong achievement motivation, most often
money), he is able to bring employees with avoidant
motivation to extreme forms of destructive behavior up to
complete destruction of the organization (dashed line)
28
10.02.15

Process theories of motivation
Features of the connection between motivation and labor behavior:
Square IV
If organizational working conditions and incentive system
run counter to the motivational expectations of the employee,
contributing to the achievement of the goals set
the likelihood of receiving destructive labor behavior from him in
rather sharp forms. However, before the destruction of the organization, the matter
won't come.
29
10.02.15

Types of work motivation
Instrumental

Price maximization is the amount of earnings and other benefits received in
as remuneration for work;
The ability to "earn" the money received (quite accurately
calculated expected amount by the worker), rather than receiving them as
spontaneous increase due to the generosity of the leader;
Developed social dignity
___________________________________________________
Example:
An employee with an instrumental type of motivation is more likely to react positively to
offer to work in worse conditions: this will serve as a basis for him to demand
increase in earnings as additional payment for unfavorable working conditions
30
10.02.15

Types of work motivation
Professional
For this type of worker are important:
Diversity,
fascination, creative nature of the work;
An opportunity to prove himself and prove that he can handle
a difficult task that not everyone can do;
Professional Development
___________________________________________________
Employees prefer independence in work and are distinguished by a developed
professional merit. As a rule, this type of worker quickly enough
becomes the best specialist of the company, and his professional interests
move outside the organization - within the professional community.
31
10.02.15

Types of work motivation
Patriotic
For this type of worker are important:
Participation
in the implementation of a common, very important business for the organization.
They are distinguished by their willingness to take on additional
responsibility for achieving the results of the common cause. For them
public recognition of their participation in common achievements is important.
32
10.02.15

Types of work motivation
Master's
For this type of worker are important:
Voluntarily accepted
take full personal responsibility for
work performed;
Striving for maximum independence in work
(sovereignty);
Dislike for control
_______________________________________________
Example: people engaged in entrepreneurial activities. The employee is considered
the most effective in the ratio of the costs invested in it and the results of its work.
However, it is quite difficult to manage it because of its desire for maximum
independence.
33
10.02.15

Types of work motivation
Lumpenized
There are also employees with motivation to avoid punishment, who
features:
The desire to minimize their labor efforts;
Low price of labor force (qualification, responsibility, activity);
Calculation on a favorable combination of circumstances and favor
leader.
Despite these qualities, this type of worker is comfortable and
needed because:
Can work where a motivated employee would not agree to work
achievements;
I agree to a fairly low salary in the event that none of his
colleagues does not receive significantly more than him;
It is a justification for the administrative style of leadership, tk.
needs constant monitoring.
34
10.02.15

What is labor knowledge used for?
motivation?
Labour Organization
Education and development
Communications
35
10.02.15

Formation of a personnel reserve

staff movement
Type of motivation
Position
Examples
The performer works with
clearly measurable
result
Performer on
battery life
Performer on simple
works
Specialist at work
functional
character
Supervisor
divisions
supreme manager
36
_
10.02.15

Formation of a personnel reserve
Preferred types of motivation for recruitment, placement and intra-company
staff movement
Type of motivation
Position
Examples
instrumental
The performer works with
clearly measurable
result
Sales Manager
with individual
work
Master's,
professional +
instrumental
Performer on
battery life
Insurance agent, trade
representative, repairman
instrumental,
avoidant
Performer on simple
works
Operator
professional
Specialist at work
functional
character
Marketing Manager,
office workers
departments
Master's +
patriotic
Supervisor
divisions
Heads of departments, workshops
Master's
supreme manager
37
_
10.02.15

Labour Organization
Knowing the structure of labor motivation, you can effectively
solve the following questions:
1. Formation of work teams
2. Estimation of the probability of "restructuring" by the company's employees
jobs occupied:
which of the employees will strive to expand their
functions, and who to narrow?
Which employees can be expected to show creativity and
initiatives, and who will try to avoid it?
3. Assessment of the likelihood of compliance with corporate rules
labor and performance discipline.
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10.02.15

Dependence of expected labor behavior on motivation
Expected labor behavior
Types of motivation
Functions
Initiative
instrumental
Neutral
Only with special Average
stimulation
professional
Extension
High
Average, with
breakdowns
Patriotic
Extension
High
High
Master's
Committed to
systemic
completeness
High in
work limits,
functions
Average, with
breakdowns
avoidant
constriction
Missing
Average or
low
39
Discipline
10.02.15

Education and development
Knowing the structure of work motivation helps better
solve the following questions:
1. Choice of forms and types of training and advanced training
person, including:
who will strive to develop their qualifications through
company, and who will in every way avoid any form of training, considering
it's a waste of time
what forms and types of training - internal or external
– preferred for Co? To whom (target groups) they should
orient for maximum efficiency?
2. Evaluation of career orientations of various groups of personnel,
development and organization of the implementation of individual plans
career development in accordance with personal intentions
employees and company goals.
40
10.02.15

Dependence of career development on the types of motivation
Expected
Career Orientations
Types of motivation
For the cause
Attitude to
learning
For the sake of power
instrumental
Medium
Medium
Neutral or
passive-negative
professional
High
Missing
active,
positive
Patriotic
Low
Low
positive
Master's
Medium or
high
Medium or
high
Neutral or
negative
avoidant
Missing
Low
Actively
negative
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10.02.15

Communication between company management and
other staff
Knowing the structure of work motivation allows you to better identify
problems of relationships in the team and leadership data of people,
not yet proven in this regard:
1.Whom
should be wary of the administration or individual
company executives, who can with a relatively high proportion
likelihood to serve as a source of severe, and sometimes destructive
conflict in the team.
1. Whose
undisclosed leadership data allows management to
companies rely on these people in interactions with the team?
Who, on the contrary, is eager to take some semi-official place in
structure of intra-company relations, but in no case should anyone
to these places to allow?
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10.02.15

Dependence of leadership and communication data on the type
motivation
Expected
Types of motivation
Leadership Data
Relationships with others
employees
instrumental
Low, medium
neutral,
tense
professional
Medium
benevolent or
neutral, rare
tense
Patriotic
high, medium
Good
Master's
High
Neutral
avoidant
Extremely low
Good
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10.02.15

In order to understand human behavior, it is important to understand
key principles that underlie work motivation
Basic principles
motivation
44
10.02.15

Basic principles of motivation
Polymotivation of labor behavior.
The behavior of an employee can be simultaneously influenced by many
factors.
The most frequently mentioned needs that determine the choice of a job
(according to the results of a survey of Russian companies):
Decent salary
Decent working conditions
Attractive career prospects
Friendly climate in the work team
Constructive relationship with management
Interesting job
Opportunity to show initiative and independence
Opportunities for learning and professional development
Confidence in the future, job security
High level of social protection
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10.02.15

Basic principles of motivation
Hierarchical organization of motives
The significance of a particular motive and its place in the hierarchy
may change depending on the situation.
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10.02.15

Basic principles of motivation
Compensatory relationships between motives
The motives that influence the labor behavior of a person are interconnected.
The lack of strength of some can be balanced by others.
Example:
not very interesting work can be attractive due to
high salary.
Important to consider!:
compensatory opportunities have a limited time frame.
Example:
it cannot be expected that the lack of monetary motivation can be
compensate with moral incentives, free schedule, etc.
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10.02.15

Basic principles of motivation
The principle of justice
It is important to consider and compare what a person gives to an organization and
receives in return.
The very concept of justice is formed on the basis of comparisons.
The employee compares his contribution to the work of the organization and the unit
and what he got in return with what others have contributed and what they
received for it.
The concept of justice is subjective, it cannot be measured. What
an employee may regard as an unfair assessment of his
labor contribution, its leader can consider quite
fair.
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10.02.15

SECTION CONCLUSIONS
With such knowledge of HR services and company management
can most accurately:
Choose both monetary and other forms and methods of incentives
desirable for the company labor behavior of various employees;
Design
specific programs of action to be
to carry out to obtain the desired result
IMPORTANT!
To build an effective system of motivation and choice
tools, each of the listed
principles.
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10.02.15

Intangible tools
motivation
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10.02.15

Groups of intangible instruments
motivation
1.
Working conditions. Everything that provides employees
comfortable work.
1.
Social support. Everything that provides
employees guarantee stability, confidence in
tomorrow.
1.
Corporate culture - corporate system
values, allowing the employee to feel
involved in an important group for themselves, to receive from it
recognition of one's own professionalism.
1.
Possibility of self-realization. Everything that gives an employee
company opportunities for career growth, development,
achieving goals that matter to him.
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10.02.15

1. Working conditions
Place of work
Equipment
Overalls
Safety
Transportation
mobile connection
Internet
Nutrition
Medical service
Sports
Schedule
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2. Social support
Medical insurance
Pension insurance
Lending
Material aid
Vacation packages
Product Discounts
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3. Corporate culture
Organization of work, clarity of distribution of functions
Decision mechanism
Work standards
Evaluation of performance
Leadership style
External and internal communications
Ways to resolve conflicts
Attitude to business
Attitude towards the organization as a whole
Corporate identity (single symbolism)
Competitions and contests
Corporate traditions and holidays
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4. The possibility of self-realization
Professional and career development
Ability to make decisions
Participation in management
Education
Internships
Stimulating Innovation
55
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Many
managers tend to attribute their own
motivation (this model of behavior is called a projection). It leads to
a huge number of errors in management. However, to avoid such a situation
can. First of all, it is necessary to correctly assess the future employee and
his motivation during the interview.
Research
showed that a significant part of managers do not have
adequate ideas about the real motivators of activity
subordinates.
They
overestimate the importance of factors such as regular performance appraisal,
disciplinary actions, recognition from colleagues, but underestimate
the desire of subordinates to achieve!
Leaders
higher estimate their ability to control motivators,
than their subordinates.
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It is interesting:
As a result of the survey, 56,000 people were
ranked factors related to work,
by their importance.
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Motivational factors of work activity,
arranged in descending order of their importance for
employees:
1.
The desire to achieve high results, qualitatively solve the tasks;
2.
The need to always perform one's duties well;
3.
Feeling of respect due to a job well done;
4.
Personal professional goals;
5.
Interest in the content of the work;
6.
The possibility of promotion;
7.
Opportunity to receive a higher salary;
8.
Control. Regular performance appraisal.
9.
Recognition and approval from the head.
10.
Opportunity to gain independence.
11.
Recognition from colleagues. The desire not to let down their colleagues.
12.
Good physical working conditions.
13.
The desire to be a full member of your group.
14.
Opportunity to receive an award or an award.
15.
Possibility of disciplinary action.
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The process of formation of integration
motivational programs
The goal of the program is to combine all stimulating effects and
their use for the intensification of industrial or commercial
organization's activities.
Stages of creating a program:
Analysis of methods and forms of incentives for employees and their opportunities
use in specific conditions;
Analysis of actual needs and satisfaction of employees with work;
Comparison of analysis results;
Selection of methods and forms of incentives based on the comparison
and taking into account the individual characteristics of employees;
Checking the effectiveness of the selected forms and methods of stimulation in
organization as a whole or at individual workplaces, their correction in case of
need;
Implementation of a motivational program and its periodic evaluation
efficiency and correction.
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10.02.15

1. Setting relevant, hard-to-reach goals that
understandable and can be accepted by subordinates.
QUESTION: “Do subordinates understand and accept the boss’s expectations?”
Three important aspects of goal setting:
Process. Goal setting can be seen as an additional motivator
factor, if subordinates participate in the development of goals and consciously accept
obligations to achieve them. This element is especially important when
assignments require new skills, entail deterioration in relationships, etc.
Target characteristics:
concreteness
measurable
Consistency
Complexity
Feedback allows you to establish whether the goals are clear, accepted and difficult to achieve.
performers.
60
10.02.15

Elements of the integration motivational program
2. Removing personal and organizational barriers to
implementation. Creation of favorable conditions for achieving
goals.
QUESTION: "Do subordinates believe that the goals can be achieved?"
The best results are achieved when subordinates are confident in the help and support of others.
leaders, even if they do not resort to this help. For achievement
good results are enough for the manager to ask from time to time
subordinate questions:
How is the work going?
What satisfies (does not satisfy) you the most?
Do you need my help to be successful?
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10.02.15

Elements of the integration motivational program
3. Using rewards and punishments to prevent
unwanted behavior and rewarding excellent performance.
QUESTION: “Do subordinates understand that good performance is rewarded in
more than bad or average?
Survey results: 42% of 125 companies change their system within 3 years
rewards to strengthen the pay-performance relationship.
4. Providing appropriate internal and external incentives.
QUESTION: “Do subordinates believe that the reward for high achievement will
match the effort?
5. Fair distribution of rewards.
6. Ensuring that remuneration is timely and truthful
feedback on performance results.
62
10.02.15

Basic tools of motivation
Change in work is one of the essential factors of motivation.
A program of change at work aimed at making it more
interesting and varied, involves:
Changes in individual
activities
a) Rotation
b) Changing tasks
c) Expanding responsibilities
d) Enrichment of labor
63
Group Activity Changes
a) Integration of group work
b) Isolation of the group
c) Qualitative shifts
10.02.15

Compensation package
64
10.02.15

Compensation package formation
Compensation package - all types
remuneration and benefits received by an employee from
companies.
Development of various CPs for all allocated in
employee category companies are one of the
the most important strategic tasks of management
by human resourses.
! The composition of the CP must meet the needs
employees and be balanced.
65
10.02.15

Compensation package includes:
1. Constant
(fixed
th part
salary):
Base
salary
Surcharges and
allowances
2.
variable part
salary:
3.
Prizes
Additional
Bonuses
privileges
Commission
Dr.
4.
Intangible 5. Pension
motivation (in
and
savings addiction
results
programs
labor)
6. Other payments
66
10.02.15

Fringe benefits
Additional benefits - rewards, not
related to the quantity and quality of labor.
Employees receive them for the fact of working in this
organizations.
67
10.02.15

What are the additional benefits?
Medical
insurance for employees and their families
Payment for additional holidays
Payment for meals
Travel expenses reimbursement
Reimbursement for mobile communications or provision of
corporate number
Provision of official transport
Life and accident insurance for employees and
their family members
Payment for employee training (second higher education, MBA,
teaching foreign languages, etc.)
68
10.02.15

Objectives of the additional benefits system
Providing a sense of security and care for employees with
side of the company.
Encouragement of long-term work in the company (additional benefits in
depending on experience)
Attracting and retaining highly qualified employees
depending on qualifications, grade \ rank, position, according to
certification results)
Stimulation of labor productivity (according to the results
performance)
Improving the physical and financial well-being of employees
(to all employees)
Creating a favorable public opinion about the company (to all
various benefits packages for employees)
_________________________________________________
The system of additional benefits must be acceptable to the company
and attractive to employees.
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10.02.15

There are two systems on the market
additional benefits:
Fixed system:
Development and delivery
employee benefits on the list.
The list may vary according to
grades, but the choice from it
employee cannot do.
He only has the right
accept or refuse
any benefits.
70
Flexible system:
List of Basic Benefits for All
employees
Involving employees in choosing from
additional variables menu
benefits depending on the grade and
results of work
10.02.15

Advantages of a flexible system of additional
benefits:
Effective cost planning
Greater employee satisfaction
Increasing the value of rewards in the eyes of employees
Attractiveness of the company as an employer
Disadvantages of a flexible system of additional benefits:
Complex development process
Time spent on development and implementation
Material costs for development and implementation
“consequences” of tax and labor laws
71
10.02.15

Non-material motivation
Fringe benefits often overlap or are combined with
non-material motivation
The purpose of non-material motivation:
creating a sense of belonging among employees, recognition of merit
employees, their involvement in the life of the company, encouragement for
high results
Non-material motivation can have a monetary value
or a form of moral encouragement.
72
10.02.15

Types of non-material motivation
Participation in the work of committees, commissions, working groups
Employee or Unit Merit Recognition Programs
(competitions for the best employees in various categories)
Bonuses (not for performance in general, but for specific
achievements in nominations)
Valuable gifts or gift certificates (as a reward)
Payment for membership in sports clubs
Excursions, business trips for the exchange of experience
Informal meetings with management
Provision of a separate office
Payment for membership in professional communities and associations
73
10.02.15

Classification of remuneration for work
(EXAMPLE foreign company)
First group
Second group
Third group
coffee breaks
Free
lunch break
grocery sets
Easter hams
Christmas
turkeys
Meals with family at
companies
Picnics in the company
parties after
works (cocktails)
Additional table
Personal
computer
wall decorations
environments
Company car
Home furniture
Cloth
Home tools
Tools for
kitchen garden
74
Workplace with a window
Club discussions
Company Literature
Personal Area
Club privileges
10.02.15

Organizational and social forms
remuneration (EXAMPLE foreign company)
Organizational
Social
friendly greetings
informal recognition
formal gratitude for
achievements
Performance Feedback
Congratulations on your progress
Pats on the shoulder
Smile
verbal and non-verbal
OK
Money
Rewards
Stock
Payment of insurance premiums
Trade marks
Dinners
Theater and sports tickets
competitions
Vacation travel
75
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Trends:
The main trend in the formation of compensation
packages in large companies:
increase in additional benefits and
non-material remuneration in the general system
rewards.
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1. “Our workers are paid above average
level in the labor market - they themselves can buy everything
necessary services":
minimization
employer's efforts in building a system
motivation;
Employee
does not identify money with this company, but
only with their own labor;
employee
77
easier to "buy"
10.02.15

Various company policies in the field of remuneration
can lead to different outcomes:
2. “We keep average and below average
salary, but we remove some of the worries from the employee and
improve their standard of living and security
good job in our company":
Additional
efforts and resources
Employee identifies income and company
The employee feels cared for and an individual approach
Positive impact on loyalty and sense of community
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Complexity of intangible
motivation
Determination of methods for influencing work efficiency
employees - this is due to the individuality of the system
motivation of each person (a set of needs can be
the same, but the strength and relevance of different motives for each
its)
Developing a motivation system in a company is very difficult
build a system of motivation that would take into account the interests of all
team members;
Instability of the motivation system: any motivation system
works for some time - part of the needs is satisfied and
the system loses its initial attractiveness and efficiency;
Monitoring of the motivation system - expectations and motives of employees
are changing, so previously working motivation tools with
may stop working over time.
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10.02.15

Principles of building a motivation system
Availability. The terms must be clear to
workers.
Perceptibility. There is a threshold of effectiveness
stimulus.
Graduality. Financial incentives are subject to
constant upward correction. No way
case, it is not allowed to reduce the level of material
incentive, no matter how high it may be.
Combination of material and non-material incentives.
It is necessary to intelligently combine these types of incentives, taking into account
their targeted impact on each employee.
80
10.02.15

The motivation system cannot be universal for everyone
employees.
The method depends on which category the employee belongs to.
non-material incentive for him!
Diagnosis of the employee's position in relation to the company:
Individualists
focused on
maximum material
motivation
81
Collectivists
identify their
interests with interests
companies
10.02.15

motivation:
1. Purpose.
A clear understanding of the purpose of the work is one of the success factors. But
this is only enough for a short-term project - for a long-term
motivation, it is necessary that this goal coincides with personal needs
each member of the team.
2. Challenge.
There are cases when not too outstanding teams showed
excellent results influenced by the complexity of the task, which itself
became a motivating factor. But one must take into account the degree
difficulties.
3. "Feeling of the elbow."
Successful teams are characterized by both competence and
the effectiveness of the organization of interpersonal relations. For such groups
employees are characterized by mutual sympathy, respect, support and
striving to develop these qualities.
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Principles for the formation of a collective
motivation:
4. Responsibility.
Both teams and individual employees can effectively
stimulate, helping them to realize responsibility for a certain
work area. But responsibility can also be demotivating.
factor. In which case?
5. Growth.
Professional Development
Delegation of powers
6. Leadership.
A leader can be a catalyst for motivation for a short period of time, but
The best leaders create the conditions in which their team itself
motivates himself. To do this, it is necessary to understand the importance of the collective
tasks, its challenge, "a sense of comradeship", responsibility, growth and constantly
work on these factors.
83

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Slides captions:

The essence of the business: People, products, benefits. “People come first. Unless you have a good team, you can't get very far on the next two points." Lee Yokokka. Motivation

MOTIVATION is… the process of motivating oneself and others to act in order to achieve personal or organizational goals

High motivation of the staff is the most important condition for the success of the organization. Initial concepts Carrot and stick policy Attempts to use the methods of psychology in management

Intrinsic motivation is the motivation that a person possesses independently when performing tasks. “Someone does something because he wants to do it himself” External motivation is motivation added “from the outside”, due to “external” incentives. Example: salary, percentage, company car or mobile phone, vacation, recognition, praise, promotion…

Key principles that determine the connection between work motivation and work behavior of a person Polymotivation of work behavior Hierarchical organization of motives Compensatory relationships between motives. Principle of Justice Principle of Reinforcement Dynamism of Mitivation

Reward is ... in everything that a person considers valuable for himself Internal - a sense of achieving a result, meaningfulness and significance of the work performed, self-respect, etc. (motive) External - does not arise from the work itself, but is given by the organization (salary, promotion in service ...) (incentive) The reward may be

List of incentive systems in the organization Form of incentives Main content Salary (nominal) Remuneration of an employee, including basic and additional wages. Wages (real) Ensuring real wages by: Raising tariff rates in line with government-imposed minimums; Introduction of compensation payments; Indexation of wages in accordance with inflation. Bonuses One-time payments from the company's profit. Types: for the absence of absenteeism, export, for merit, for length of service, target.

List of incentive systems in the organization Profit sharing The share of profit from which the incentive fund is formed Participation in equity capital Purchase of company shares and receiving dividends: purchase of shares at preferential prices or gratuitous receipt of shares. Additional payment plans Most often associated with employees of sales organizations and stimulate the search for new markets: company gifts, covering personal expenses indirectly related to work, paying business expenses. Labor or organizational stimulation Regulates a person's behavior on the basis of measuring his sense of job satisfaction and implies the presence of creative elements in his work, the possibility of participating in management, promotion within the same position, creative business trips

List of incentive systems in the organization Incentives that regulate employee behavior based on the expression of public recognition Presentation of diplomas, placement of photos on the honor roll, honorary titles and awards, public incentives Payment of transport costs or maintenance of own transport Allocation of funds for: Payment of transport costs Purchase of transport: - from full service - with partial service for persons associated with private traveling Savings funds Organization of savings funds for employees with payment of % not lower than established in Sberbank. Preferential mode of accumulation of funds. Catering Allocation of funds for food, catering at the enterprise

List of incentive systems in the organization Sale of goods produced by the organization or obtained by barter Allocation of funds for a discount on the sale of these goods Scholarship programs Allocation of funds for education (covering the costs of education on the side) Staff training programs Covering the costs of organizing training (retraining) Medical care programs Organization of medical care or conclusion of contracts with medical organizations. Allocation of funds for these purposes.

Free time The manager can encourage subordinates for good work by increasing the duration of the vacation, give the employee a task for the day and release him from work if it is completed earlier.

Better working conditions The color of the walls of the room where people work, how the furniture is arranged, whether there are flowers on the windows, their mood depends.

Recognition No matter how strong material incentives are, moral ones can be even stronger. There is no person who would remain indifferent to the recognition of his abilities and the high appreciation of his work.

Interesting work It is meant for the best workers. If a person performs well, the manager can reward him by giving him interesting tasks and allowing him not to do what he does not like.

Modern theories of motivation Substantive are based on the identification of those internal motives (called needs) that make people act in this way and not otherwise Processual are based primarily on how people behave, taking into account their perception and cognition

A simplified model of behavior motivation through needs Needs (lack of something) Motives or motives Behavior (actions) Goal Result of meeting needs Satisfaction Partial satisfaction Lack of satisfaction

Maslow's hierarchy of needs

McClelland's Needs Theory People have three needs: power, success, and belonging.

Herzberg's two-factor theory Questions: "When did you feel especially good after performing your duties?" “When did you feel especially bad after performing your official duties?” The answers are divided into two categories: HYGIENIC FACTORS are related to the environment in which the work is carried out MOTIVATIONS are related to the very nature and essence of the work

Process theories of motivation

Expectancy theory The presence of an active need is not the only necessary condition for motivating a person to achieve a certain goal Expectations for labor costs - results (R-R) - this is the ratio between the efforts expended and the results obtained Expectations for results - rewards (R-R) are expectations certain rewards or incentives in response to the level of performance achieved. Valence is the perceived degree of relative satisfaction or dissatisfaction arising from the receipt of a certain reward Motivation \u003d Z-R x P-B x Valence

Equity theory People subjectively determine the ratio of reward received to effort expended and then correlate it with the reward of other people doing similar work.

Money is…the most obvious way an organization can reward employees

Theories of motivation. Essence. Practical application Motivation theory Essence Possibilities of practical application F.U. Taylor Give the opportunity to earn more by producing more. Timing and bonus payment system If Ivanov falls into the category of "loafers", pay one rate for each part of the work up to the standard limit (but no less than that Ivanov could travel to work by metro, and no more than that he could come by taxi once a month). If Ivanov is a "worker", he has a chance to get rich. Hierarchy of needs A. Maslow Basic and higher needs. If one need is satisfied, another unmet need appears. Hierarchy. Feed Ivanov in a corporate canteen, put him in a warm place, making him a boss. You look, there it self-actualizes!

D. McClelland's theory of acquired needs Needs of achievement, complicity and domination. Needs are acquired under the influence of life circumstances, experience and training. Interdependence of achievement, complicity, power. Conduct an analysis of Ivanov's life, identifying what needs had a noticeable impact on his behavior. Then determine: Ivanov - Ivanov's prize - to the working committee of Ivanov - to the bosses. Two-phase theory of motivation by F. Herzberg Hygienic factors (salary, working conditions, social status, job security, technical management, company policy, relationship with the manager) and motivators (personal success, recognition, promotion, work, growth opportunities, responsibility.The process of satisfaction and dissatisfaction are different processes, but not opposite, between them - "lack of interest in work" If Ivanov is full - do not feed anymore! % of Satisfied Customers And remember: salary is not a motivating factor.

The theory of justice by S. Adams Equality of comparison of one's own efforts: Reward with effort Reward with other people Conduct a study of envy in Ivanov and his popular colleagues. To convince everyone else of the fairness of remuneration for their hard managerial work. E. Lok's theory Setting a difficult but achievable goal To be always smarter and more educated than Ivanov, otherwise how to choose the right task difficulty for him? The theory of reinforcement (behavior modification) by V. Skinner Almost according to Pavlov: positive behavior is reinforced and elevated to the level of a reflex Ivanov should be assigned a specially trained leader who will strictly monitor every action performed by Ivanov. If Ivanov, in the opinion of the leader, performs the right action - immediately reinforce it with a positive reward, if not the right one - beat on the hands

Vroom's theory of expectations Interaction of efforts, performance and results his efforts depend on the result of the 1st level; Consequences flow from results; The results obtained are of value to a person. Theory X, Y, Z by D. McGregor (modified by V. Ouchi) Division of employees into X, Y, Z, where X are lazy and slobs forced to work using the carrot and stick method; Y - enterprising workaholics, forced to complete work by all means; Z - collectivists revealing their potential Find out who Ivanov is. After - to force him to work empirically, establishing a positive feedback, and assign him to a group that will outshine him with his collective potential.

The theory of E. Mayo "Theory of human relations" Creation of informal groups at the enterprise - as an incentive to motivate the employee. encouragement to the whole group. Not an individual worker. If Ivanov is introduced into an informal group, if interpersonal relationships are established with the members of the group, then Ivanov will work with full dedication. K. Alderfer's theory of motivation Needs of existence, connection and growth. The same hierarchy, but with the scheme of ascent and return Do not feed Ivanov, put him in a warm place, let them get him food

Essay topics: What types of needs exist? What mechanism operates between needs and labor activity? What is motive and what is motivation? What is meant by extrinsic and intrinsic motivation? Can extrinsic motivation weaken intrinsic? How are motives related to needs? What are the human needs? List the main theories of motivation, describe them. Describe the situations in which the motivation of subordinates is necessary. What forms of incentives do you know? What is the difference between encouragement and motivation?