The purpose of any sociological research is to analyze problems that are not of secondary, but of key importance for social and economic practice. The subject of sociological study must be relevant, have a close connection with life, with the nature of the issues being solved. modern conditions challenges and, in addition, meet the needs of not only today, but also tomorrow. In other words, one of the main reasons for turning to sociological research in enterprises today is the need to have the most extensive, meaningful and up-to-date information, reflecting those aspects and nuances of the life of teams that are often hidden from the “external eye”, but which must be taken into account in management practice, in organizing the functioning of the entire enterprise. One of these aspects is the characteristics of the structure and orientation of the motives for the work activity of the organization’s management personnel. In practice, depending on the method used for collecting empirical data, three types of sociological research are distinguished:
- - survey;
- - observation;
- - analysis of documents.
Based on the subject of our research - motives for work - it is advisable to consider only the first two methods of collecting the necessary information (the third method is used to obtain information about past events, the observation of which is no longer possible). Belyaeva I.F. Labor motivation as a criterion for the success of economic reforms. // Problem of theory and practice of management. 1993. No. 6.0.41 p. 20-21
A survey is the most common type of sociological research. With its help, almost 90% of all sociological data is collected. In each case, the survey involves addressing the direct bearer of the problem being studied and is aimed at those aspects of it that are little or even amenable to direct observation.
There are two main types of sociological surveys:
- Ш survey;
- Sh interviewing.
When surveying, the respondent fills out the questionnaire himself, in the presence of the questionnaire or without him. Depending on the form, it can be individual or group. Dryakhlova M. Sociology of labor.// M., p.31
Group questionnaire surveys are widely used at places of work and study. Questionnaires are distributed to be filled out in the audience, where the sampled workers are invited to be interviewed. Typically the surveyor works with a group of 15-20 people. At the same time, a 100% return rate of questionnaires is ensured, respondents have the opportunity to receive additional individual advice on filling out techniques, and the questionnaire, when collecting questionnaires, can control the quality of their completion.
During individual surveys, questionnaires are distributed at workplaces, and the return time is discussed in advance. This form of survey has the same advantages as group questioning.
Today, questioning remains one of the most efficient ways of collecting primary sociological information. If we also take into account the fairly widespread opinion about the “ease” of compiling a questionnaire, then the reason for the popularity of this type of survey becomes clear.
A sociological questionnaire is a system of questions united by a single research plan aimed at identifying quantitative and qualitative characteristics. In order for the questionnaire to successfully fulfill its purpose - to provide reliable information into the hands of the researcher - there are a number of rules and principles for its design, features of the various questions included in it, which the interviewer must know and follow. In addition, special attention should be paid to the composition and design of the questionnaire (introduction, instructions, graphics, illustrations, etc.).
The survey, in addition, can be in person or in absentia (by mail, through a newspaper, magazine, etc.).
Interviewing involves personal communication with the interviewee, in which the interviewer himself asks questions and records the answers.
In best practice, the interview method is used less frequently than various shapes surveys. When planning a study, it is often decided which type of survey is preferable, which provides the most reliable and reliable information with the least amount of time and money. This choice depends on the specific goals and objectives of the study, as well as its organizational capabilities and conditions.
The main difference between an interview and a questionnaire is the form of contact between the researcher and the interviewee. When surveying, their communication is mediated by a questionnaire.
When interviewing, contact between the researcher and the respondent is carried out with the help of an interviewer, who asks questions provided by the researcher, organizes and directs the conversation with each individual and records the answers received according to instructions.
There is no doubt that to obtain the same amount of information during an interview, the researcher spends more time and money than during a questionnaire. Additional costs require support and training of people to conduct a survey using the interview method. However, it also increases the opportunity to improve the reliability of the data collected by reducing non-response and errors in completing questionnaires. In addition, the participation of the interviewer allows you to maximally adapt the questions on the interview form to the capabilities of the respondent (explanations, additional questions).
The form of the interview can be direct (“face to face”) or indirect (by telephone).
Sociological observation is a purposeful and systematizing perception of a phenomenon, the features, properties and characteristics of which are recorded by the researcher (using a form, an observation diary, a photo and film camera, and other technical means).
The advantage of the method is that it is carried out simultaneously with the development of the phenomena and processes being studied, that is, it is possible to directly perceive people’s behavior in specific conditions and in real time. Observation allows you to broadly, multidimensionally cover events and describe the interaction of all its participants. It does not depend on the desire of the observed to speak out and comment on the situation.
The disadvantages of the method can be reduced to objective ones, independent of the observer; to subjective ones associated with the personal and professional characteristics of the observer. Objective ones include the limited, fundamentally private nature of each observed situation (conclusions can be generalized and disseminated with extreme caution and subject to many requirements). It is also characterized by high labor intensity and difficulty (even impossibility) of repeating observations. Often the participation of a large number of highly qualified people is necessary.
Subjective shortcomings are manifested in the fact that the quality of primary information may be influenced by differences in the social status of the observer and the observed, the dissimilarity of their interests, value orientations, behavioral stereotypes, etc.
Most often, the observation method is used when analyzing the most significant situations for employees, in which their attitude to work and to each other is most acutely manifested (even in a conflicting form).
Observation can be classified according to the degree of formalization (structured and unstructured), depending on the degree of participation of the observer in the situation (involved and not included), by location (field and laboratory), etc.
So, to conduct a study of the motives for the work of management personnel in the Committee on Family, Motherhood and Childhood, in principle, it is possible to use one of the described methods or a combination of them. In this case, it seems appropriate to use the survey method:
- - least expenditure of time and money;
- - one hundred percent return of written answers from respondents;
- - objectivity of the relationship between the researcher and the respondents;
- - fairly low labor intensity in preparing the survey;
- - solution to the problem of anonymity.
Introduction
Relevance of the study. Motivation as a complex, multidimensional phenomenon is a necessary element of the personnel management system. Creating conditions for motivating employees and its practical implementation make it possible to achieve the goals of the organization. Orienting employees to achieve the goals of the organization is essentially the main task of personnel management. Due to changes in the content of labor in the conditions of scientific and technological progress, widespread automation and informatization of production, as a result of an increase in the level of education and social expectations of employees, the importance of motivation in personnel management has increased even more, and the content of this type of management activity has become more complex.
Changes in the principles of personnel management are aimed primarily at the implementation of motivation policies, at the formation and development of a person’s motivational structure.
Leaders have always realized that it is necessary to encourage people to work for the organization. However, they believed that simple material rewards were enough for this. Currently, the problem of personnel motivation requires combined approaches and methods based on the knowledge and use of both traditional theories of motivation and the latest achievements of behavioral sciences.
In addition, in modern conditions, the main attention of managers should be directed to strengthening the motives of human actions that are desirable for the subject of motivation and weakening those motives that interfere with effective management. This type of motivation requires a lot of effort, knowledge and abilities to implement it, but using it in practice helps to manage members of the organization more successfully and efficiently.
The motivation system is one of the main elements of the company's management system, which influences employees to achieve the main goal of the company. In practice, the motivation system is implemented through motivation programs, which include various methods of motivating employees.
The relevance of motivation problems is not disputed either by science or practice, since not only the increase in the social and creative activity of a particular employee (manager, worker), but also the final results of the activities of enterprises of various organizational and legal forms depend on the clear development of an effective motivation system property, production and non-production areas activities.
^ Target course work is to study problems associated with building an effective system of motivation methods at an enterprise and developing possible ways to solve them.
The goal is achieved by solving the following tasks:
Studying the basic concepts and aspects of personnel motivation at the enterprise;
Analysis of the experience of scientists studying the problems of personnel motivation
enterprises;
analysis of the personnel status of the researched object of the course work;
analysis and assessment of the system of management methods;
proposing measures to improve methods for managing the motivation of employees of the research object;
^ Research methods motivation systems at the enterprise used in the course work: observation, analysis of documentation, survey, questioning conducted among employees of the enterprise under study, as well as analytical, statistical, graphical.
When writing this course work, special literature and periodicals related to the formation of an effective system of methods for motivating the activities of enterprise employees were studied.
^ Theoretical basis The research consists of the works of scientists and practitioners engaged in scientific and practical research in the field of personnel motivation: E. A. Utkin, A. Ya. Kibanov, A. Maslow, O.S. Bi-saysky, A.I. Naumov, V.V. Travin, V.A. Dyatlov, A.P. Egorshin, S.A. Surkov, Z. P. Popov, N. Kitaeva, I. Vardanyan and others.
^ Work structure. The course work consists of an introduction, three chapters, a conclusion, a list of sources used (23 titles), contains 2 figures, 2 tables.
^
1 Theoretical foundations motivation in the management system
1.1 Motivation: essence, content, basic concepts
Any human activity (physical or mental) is aimed at satisfying a need, achieving a certain goal, state, and it is this focus and degree of activity in human activity that is subject to the influence of the motivation system.
Translated from Latin, “motivation” - “movere” - means motivation. In management, there are many definitions of the concept of “motivation”. Let's list some of them. So, motivation:
“It is the process of stimulating (or encouraging) oneself and others to
activities aimed at achieving individual and general goals of the organization”;
“this is a set of internal and external driving forces that motivate a person to activity, set the boundaries and forms of activity and give this activity a direction focused on achieving certain goals” (in our opinion, the most interesting and correct definition);
“a state of personality that determines the degree of activity and direction of a person’s actions in a specific situation”;
“this is the employee’s desire to satisfy needs (obtain certain benefits) through work”;
Motivation is the phenomenon of internal generation of motivation for certain actions and results. A person can decide for himself whether to be motivated or not. People often resist motivation in the workplace unless there is a natural, ongoing motivational factor in their work.
A set of driving forces are located outside and inside a person and force him to consciously or unconsciously perform certain actions. At the same time, the connection between individual forces and human actions is very mediated complex system interactions, resulting in various people can react completely differently to the same influences from the same forces. Moreover, a person’s behavior and the actions he takes, in turn, can also influence his reaction to influences, as a result of which both the degree of influence of the influence and the direction of behavior caused by this influence can change.
Motivation is a set of internal and external driving forces that encourage a person to act, set the boundaries and forms of activity and give this activity a direction focused on achieving certain goals. The influence of motivation on human behavior depends on many factors, individually and can change under the influence of feedback from human activity.
The following aspects are especially important in the concept of motivation:
determining that human activity is directly dependent on motivational influence;
identifying the relationship between internal and external forces;
correlation with the results of human activity.
The mechanism of motivation is quite complex. In order to comprehensively reveal the essence of motivation, let us dwell on understanding the meaning of the basic concepts and psychological phenomena that are in systemic interaction with each other are motive, needs, motivation, goal, claims, expectations, interest, incentive.
The central place in the theory of motivation is, of course, occupied by the concept of “motive”.
In accordance with S.I. Ozhegov’s explanatory dictionary, “a motive is a motivating reason, a reason for some action; an argument in favor of something."
A motive is a predominantly conscious internal urge of a person to engage in certain behavior aimed at satisfying certain needs.
Motive characterizes, first of all, the volitional side of behavior, i.e. it is inextricably linked with the will of man. We can say that a motive is an impulse and a reason human activity. It represents predominantly a conscious impulse. Despite the fact that many motives originate in the subconscious, nevertheless, they become a driving force, a determinant of behavior, only when they are more or less conscious.
Needs are a feeling of a physiological or psychological lack of something, this is something that arises and is located inside a person, which is quite common for different people, but at the same time has a certain individual manifestation in each person. Finally, this is something from which a person strives to free himself, since as long as the need exists, it makes itself felt and “demands” its elimination.
In psychology, organic needs and personal needs are distinguished. An organic need is the body’s need for something, a lack of something. Personal need is an experienced state of internal tension that arises as a result of the reflection of a need (need, desirability of something) in consciousness and stimulating mental activity associated with goal setting.
In general, all needs can be divided into two types: primary and secondary.
Primary needs are physiological in nature, for example, the need to breathe, sleep, the need for food, water. They are congenital, genetically determined.
Secondary needs are psychological, for example, the need for success, respect, power, belonging to something or someone is acquired, realized through experience.
The behavioral manifestation of a need is motivation. Motivation is desire, intention to act, energetic charge. A drive is a need that has a specific focus, a goal.
When carrying out motivational activities, it should be taken into account that although most people have the same needs, they satisfy them differently, since the individual’s behavior in different situations cannot be determined and cannot be influenced by external influences.
It should also be noted that often a motive expresses not one, but several needs at once. For example, the motive for obtaining material benefits, based on the need for respect and social recognition; on the needs 5 of safety and security in the future; on physiological needs.
The real forms of manifestation of needs, correlated with the environment, are claims and expectations (expectations). They are, as it were, the next link in the motivation mechanism after need. Claims represent a habitual level of satisfaction of a need that determines human behavior. On the basis of the same need, different claims and expectations can be formed.
Different level It is important to take into account the aspirations and expectations of employees in the motivation process. Thus, for one employee accustomed to modest earnings, setting a monthly salary of, say, $300 will be an effective incentive to motivate conscientious work. For another, previously highly paid employee, such a salary will cause dissatisfaction and become a demotivating factor.
Interest is special attention to something, a desire to get to the bottom of it, to learn, to understand; entertaining, significant; needs, needs; benefit, self-interest.
Interest (Latin “interes” - matters, important) is a form of manifestation of a person’s cognitive need, aimed at a particular object, an attitude towards the object as something valuable, important, attractive for him (the person). The content and nature of interest are related both to the structure and dynamics of motives and needs of the individual and to the nature of the forms and means of mastering reality. Individual interests are extremely diverse, mainly this concept is that, having shown interest in a subject, a person can make this interest a means of achieving his goals. They distinguish between direct interest caused by the attractiveness of an object for an individual, and indirect interest as a means of achieving the set goals of activity.
The next important concept in the theory of motivation is incentive. It is widely believed that incentive is reward. This is not entirely correct, since the word comes from the Latin “stimulus” - a pointed stick that was used to stab animals and gladiators in the arena, forcing them to fight, and has exactly the opposite meaning - coercion. Therefore, it is more correct to say that a stimulus is an incentive to action or a reason for human behavior. There are four main forms of incentives:
Compulsion. History shows wide range forms of coercion, starting with execution, torture and physical punishment to deprivation of property, citizenship and rank. In a democratic society, an enterprise uses administrative methods of coercion: reprimand, reprimand, transfer to another position (with demotion), severe reprimand, transfer of vacation, dismissal from work.
Material incentive. This includes incentives in financial
real form: wages, remuneration for results, bonuses from enterprise profits, compensation, vouchers, loans for the purchase of a car, furniture, loans for housing construction and more.
Moral encouragement. Incentives aimed at satisfying the spiritual and moral needs of a person: gratitude, certificate of honor, honor board, honorary title, academic degree, diploma, press publications, government awards and more.
Self-affirmation. Internal driving forces of a person that motivate
him to achieve goals without direct external encouragement. For example, writing a dissertation, publishing a book, creating an invention, making a film, getting a second education, and more. This is the most powerful incentive, however, it manifests itself only in the most developed members of society.
Defining motivation through incentives (and vice versa) is very common among management specialists. If we also take into account the fact that for many people the incentive is identified with remuneration, we get a completely confused picture in this aspect of personnel management
Unlike a stimulus, a motive, according to Professor O.S. Vikhansky - inside a person. In other words, a motive is an ideal image in the internal plane of human consciousness. Secondly, this is not just an ideal representation, but an energetically saturated image of a necessary, need-significant object. The source of motive power is needs. As the classic of activity psychology A. N. Leontiev rightly noted: “... only as a result of the meeting of a need with an object that meets it, does it for the first time become capable of directing and regulating activity. The meeting of a need with an object is an act of objectifying the need - filling it with content, which is drawn from the surrounding world. This translates the need into actual psychological level", that is, into the motive. So, motivation formation is based on a person’s need system, in other words, it comes from within.
The system of motives and incentives for work must be based on a certain base - the normative level of labor activity. The very fact of an employee joining labor relations assumes that he must perform a certain range of duties for a previously agreed remuneration. In this situation, there is no room for stimulation yet. Here is the sphere of controlled activity, where avoidance motives work, associated with the fear of punishment for failure to comply with the requirements.
The employee must know what requirements are imposed on him, what reward he will receive if they are strictly observed, and what sanctions will follow if they are violated. Discipline always carries elements of coercion, limiting the freedom to choose behavioral options. However, the line between controlled and motivated behavior is conditional and fluid, since an employee with strong work motivation has self-discipline, the habit of conscientiously fulfilling requirements and treating them as own standards of behavior.
^
1.2 Basic theories and models of motivation
Modern theories of motivation, developed in the last 40 years and based on the results of socio-psychological research, can be divided into two categories: substantive and procedural.
^ Content theories of motivation are based on determining the internal motivations (needs) of a person that force him to act in a certain way.
^ Process theories of motivation focus on the analysis and explanation of the processes of inducing a person to a certain behavior and its consolidation.
Determining needs as the driving force of behavior is the subject of research into substantive theories of motivation.
Table 1 (Appendix) briefly formulates the main postulates of A. Maslow’s theories. A- McClelland, F. Herzberg, D. McGregor, I.P. Pavlova; P. Jung.
Content theories of motivation are based on needs and related factors that determine people's behavior. These theories analyze how a person allocates effort to achieve various goals and how to eliminate a particular type of behavior. Process theories do not dispute the existence of needs, but are based on the fact that people's behavior is determined as much by needs as it is a function of the perceptions and expectations associated with the situation, and possible consequences chosen behavior.
There are three main process models of motivation theory: expectancy theory, equity theory, and the Porter-Lawler integrated model.
^ Expectations theory (V. Vrumm) is based on the fact that the presence of an active need is not the only a necessary condition motivating a person to achieve a certain goal. A person must hope that the type of behavior he has chosen will actually lead to satisfaction or the acquisition of what he wants. Motivation depends on the following relationships:
Motive = (3 - P) x (P - V) x Shaft,
Where, 3 - labor costs; R - results; B - reward; Val - valence, the expected value of the reward.
Since people have different abilities and different needs, they value specific rewards differently. An important factor in this regard is valence- the degree of satisfaction of needs expected by the employee as a result of the expected remuneration. Consequently, the management of the organization must compare the expected reward with the needs of employees and bring them into line (expectation “results - reward” (R - R).
Managers must set a high but realistic level of results expected from subordinates, and convince them that they can achieve them if they put in the effort. How employees assess their strengths largely depends on what management expects from them (expectation “labor inputs - results” (3 - P).
Employees will be able to achieve the level of performance required to receive valuable rewards if the level of authority delegated to them, their professional skills high enough to complete the task.
^ Theory of justice (D. Adame). The theory states that people subjectively evaluate the ratio of the reward received to the effort expended and compare it with the reward of other people performing similar work. If a comparison indicates injustice, if a person believes that his colleague received more compensation for the same work, he experiences psychological stress. In this case, it is necessary to correct the situation and motivate this employee. Until people begin to believe that they are receiving a fair reward for their work results, they will strive in every possible way to adjust their behavior in the following ways:
reduce results;
change your attitude towards work;
change the comparison standard;
change the situation (quit, move to another department, etc.);
reduce the intensity or amount of effort.
Reward value (valence)
Employee abilities and qualities
Equity assessment
Internal reward
Effort (action)
Results
Satisfaction
External reward
Probability assessment (work - reward, expectation)
Employee role assessment (recognition)
Fig. 1 Comprehensive process theory of motivation
The main conclusion of the model: effectiveness is the cause of job satisfaction, and not its consequence.
^
1.3 Methods of motivation in management
The central role in stimulating employees belongs to the remuneration system, and in most cases the constant part of wages (salary) is much less than its variable part (bonus payments for performance results). In modern conditions, the remuneration system is a decisive argument in favor of increasing the efficiency of personnel.
Material incentives include not only wages, but also various benefits and incentives that have a material form: free lunches, the opportunity to buy company products at cost, company transport, payment for travel documents, payment for treatment and health insurance, etc. These forms of rewards not only carry a charge of material stimulation, but also relate to ways of satisfying needs of a higher order - recognition of merit, belonging, pride, etc.
Cash remuneration for employees, on the one hand, is universal, not only satisfies the needs lower levels, but also ensures the process of satisfying higher needs; on the other hand, higher needs are largely satisfied through means of a higher order - creative activity, professional communication, etc. To be an effective incentive, wages must take into account the results of activities (labor productivity) and consist of three parts:
The first is related to the position (permanent and equal at the level of identical positions);
the second is related to length of service (the value is equal for everyone with the same length of service and can be adjusted);
the third depends on the results of work.
Besides, great value has a system of additional benefits, which may include: profit sharing schemes, capital (shares), vacation pay and sick leave, various types of insurance, pensions, food system, loans for education and course fees, benefits for children, legal services, housing benefits, provision of loans, various individual benefits.
It is possible for the management of a “cafeteria” organization to draw up benefits with ranking and determine the specific weight of one or another benefit and provide staff with the right to choose from these benefits based on points earned according to various criteria for assessing the performance of employees.
Social needs:
give employees jobs that allow them to communicate;
create a team spirit in the workplace;
hold periodic meetings with subordinates;
do not try to destroy the informal groups that have arisen if they
do not cause real damage to the work;
create conditions for social activity workers outside its framework.
offer subordinates more meaningful work;
provide them with positive feedback on the results achieved;
highly appreciate and encourage the results achieved by subordinates;
involve subordinates in formulating goals and making decisions;
delegate additional rights and powers to subordinates;
promote subordinates up the career ladder;
provide training and retraining that improves the level of
competence.
provide subordinates with opportunities for training and development,
that would allow their full potential to be used;
give your subordinates complex and important work requiring them
full dedication;
Encourage and develop creative abilities in subordinates.
1) As group cohesion grows and team spirit strengthens, the importance of group motivation increases, and individual motives in workers are partially replaced by group ones. This is reflected in improving the psychological climate in the department and organization, increasing labor efficiency and simplifying group management. The levers and methods of group regulation and control of activities begin to operate, and the group becomes self-governing.
2) B Russian conditions one can trace the transformation of the modern model of motivation. Low wages are mainly aimed at satisfying primary needs. A huge role in satisfying higher needs - recognition, respect, belonging, success, communication - is played by the group to which the employee belongs, so the importance effective management both formal and informal groups. Here it is possible to create an “ideal” working group, which is characterized by the following indicators: openness inside and outside the group; flexibility; balance of individual, group and organizational interests; caring attitude of the group towards its individual employees; awareness of responsibility; initiative.
3) Methods psychological impact are of great importance for modern management small and medium businesses. But due to the traditional inclination of many managers to use forceful management methods, manipulative psychological games in the world of work should be eliminated from everyday practice whenever possible and direct and honest methods of communication should be cultivated.
It is recommended to establish regular feedback and highlight the personal contribution of each employee to the overall performance results and, accordingly, the level of remuneration for personal contribution.
Ensuring mutual trust, respect and support in the climate department.
7) Establishing clear goals and objectives, as well as fair production standards.
Providing everyone with equal opportunities in hiring, certification,
assessment based only on the abilities of employees, their performance and accumulated experience.
Formation of such standards of behavior that would encourage co-workers to unity, sincerity and honesty.
To evaluate and fairly distribute remuneration in a team, you can use the principles "just compensation" formulated by Shapley - Arrow.
Identification of the share and degree of participation of each person in the overall results (personalization of efforts).
Lack of managerial dictates when the employee completes assigned tasks (don’t interfere!).
Lack of envy. The manager must provide employees with adequate and necessary information. Envy arises when there is little awareness that any privileges, rights and rewards
there are only consequences of increased productivity, intensity,
complexity and responsibility of the work.
Remuneration - based on work (based on the degree of participation in the overall results).
No possibility of side payments (income), i.e. equal conditions of remuneration.
achieved labor results ( economic efficiency);
degree of coordination of actions during group work, cohesion
(social efficiency);
the degree of satisfaction with the results of activities and relationships in the process of achieving these results.
^ 2.1 General characteristics of the enterprise
Full name of the research object: Limited Liability Company "OrenChai". Certificate of state registration dated March 11, 2003 No. 149322. The founder is Alfiya Ibragimovna Gafarova. The size of the authorized capital is 10,000 rubles.
The main activities of the company are:
trade and purchasing activities with the opening of stores and retail outlets
any type of check;
wholesale and retail trade.
commercial, intermediary, commission activities;
food trade;
production, purchase, storage, processing and sale of agricultural products;
production and sale of food products;
supply and sales activities;
production and sale of bakery products, confectionery And
semi-finished products;
organization catering with the right to open cafes, canteens,
bars, restaurants, etc.;
production of containers and packaging;
charitable activities.
OrenChai LLC is a distributor, i.e. an intermediary carrying out wholesale trade operations with products - famous brands of tea and coffee. OrenChai LLC is not the owner of the products; it works on someone else’s behalf and at its own expense. In accordance with the distribution agreement, the manufacturer (supplier) grants the distributor the right to sell its products in a certain territory (Orenburg and the Orenburg region) and for a certain period.
The supreme body of OrenChai LLC is the general meeting of its participants. Decisions on issues within the competence general meeting participants are accepted by a member of the company individually and drawn up in writing.
OrenChai LLC elects an executive body - a director - every two years.
The main functions of the director: manage the current activities of the company on the basis of unity of command within the limits determined by the charter and decisions of the general meeting; disposes of the property and funds of the company, opens current and other accounts in banks; acts on behalf of the company without a power of attorney, including representing its interests and making transactions; issues powers of attorney for the right of representation on behalf of the company, including powers of attorney with the right of substitution; appoints officials and dismisses them, sets official salaries, applies incentive measures and imposes disciplinary sanctions, approves staff structures; issues orders and gives instructions mandatory for all employees of the company; bears personal responsibility for the safety of personnel documents; makes decisions on filing claims and claims against legal entities and individuals on behalf of the enterprise.
The organizational management structure of OrenChai LLC is divisional, its construction is carried out according to a linear-functional principle and is formed according to product and territorial characteristics (Appendix B).
This structure allows for the delegation by senior management (director) of extensive powers to manage activities related to the sale of a specific product or range of products (“General Price” and “Maheev”).
The advantages of this structure are: relatively greater independence of product group managers (supervisors); cost savings achieved through localization of the enterprise’s commercial operations; greater coordination of actions; maximum use of individual abilities and special knowledge of personnel; being closer to customers, sales personnel have the opportunity to study their needs, market preferences and find out which market strategy will have the greatest chance of success; responsibility for making a profit rests mainly with department heads (product managers), who share the responsibility for making a profit with others in a similar way organized groups, which provides senior management with the opportunity to evaluate everyone's contribution to total profit enterprises.
The disadvantages of this structure include:
relatively high coordination costs due to decentralization;
duplication of functions (supervisors, merchandisers, sales representatives are assigned to the territories - districts of the city: “Stepnoy”, “Center + South”, “Vostochny” and “Mayak”, and perform the same functions)
^ 2.2 Analysis and evaluation of motivation management methods
Methods for managing staff motivation are aimed at changing the behavior of employees in the work process so that they can achieve maximum results. The purpose of analyzing methods for managing the motivation and behavior of employees of Orenchay LLC in the process of work is to create an idea of its shortcomings, as well as the possibilities of its targeted correction and holistic formation - from developing a motivation policy to determining methods, which includes yourself: material methods; moral and psychological methods; corporate culture; methods of social support; methods of personnel assessment and control (Appendix 3).
Towards material forms of incentives OrenChai LLC includes wages and sales of products to the company's employees at wholesale prices.
Let's consider the system of methods for managing personnel motivation at OrenChai LLC. Employee remuneration consists of several parts:
permanent part - official salary, the amount of which is based
on a single tariff scale and depends on the position;
variable part (for sales personnel):
B) compensation for transportation costs;
C) compensation for cellular communication services;
D) bonuses for fulfilling the plan by type of product;
D) bonuses for achieving the goals of the promotion of the month
For temporary substitution;
Ural coefficient.
Material incentives also include gifts to sales staff (small household appliances) for fulfilling sales conditions for special promotions.
However, as a survey of the company's employees showed, they are currently not satisfied with the level of wages.
Methods of moral and psychological stimulation are practically not used in OrenChai LLC; the most used management methods are orders, instructions, fines and other organizational and administrative measures.
Moral and psychological methods of motivation include career planning. A career at OrenChai LLC is a prospect of transition, from inferior status"merchandiser" sales representative in the “tradition”, to a sales representative via the “network”, then to a supervisor, commercial director or regional manager. All sales workers have the same opportunities, everything depends on their performance. Further growth is also possible, however, outside the company - at the regional level.
OrenChai LLC has a system of value orientations and norms common to all personnel of the enterprise.
The corporate culture of the enterprise is developing in several directions:
use of franchises in sales (unified representation of branded
goods);
corporate events, which include: trading day; anniversary (multiples of five years from the date of establishment of the enterprise); International Women's Day; New Year.
organizing trips for workers and their families to recreation areas, conducting
visits to cultural and entertainment places, if possible, with monetary compensation of up to 50% of all expenses.
At OrenChai LLC, in accordance with the Labor Code of the Russian Federation, employees are provided with the following types of leave: annual; without pay; caring for a child until he reaches the age of one and a half to three years; maternity leave; leave for temporary disability.
Annual paid leave can be used by employees throughout the year in parts.
In the area social policy OrenChai LLC provides:
safety of workers during the operation of buildings, structures, equipment, and implementation of technological processes;
working conditions at each workplace corresponding to the state ones;
sanitary services for workers;
providing employees with paid social leave in the following cases: children’s weddings; birth of a child; own wedding; farewell to the Army; death of spouses, family members (children, parents, siblings);
issuance New Year's gifts children under 14 years of age;
medical and pension insurance.
Assessing the employee’s potential (professional knowledge and skills,
experience, business, moral and psychological qualities), health and performance, level of general culture;
Evaluation of individual contribution - allows you to establish quality,
The complexity and effectiveness of a particular employee’s work, and its suitability for the position;
Personnel certification - takes into account the potential and individual contribution of the employee to the final result.
Personnel control - analysis of the use of personnel and the results achieved through this is carried out by the director, commercial director and supervisors. Moreover, for failure to achieve certain goals, bonuses are deducted. Also, fines are levied on sales personnel for overdue accounts receivable (more than 16 days) and being late for the morning meeting, and on warehouse workers for shortages or damage to goods in the warehouse.
Thus, the system of motivation for the activities of the personnel of the enterprise under study does not include a sufficiently diverse arsenal of methods and means. As in most small commercial enterprises, moral, psychological and social methods are used minimally. Moreover, if motivation begins where the impact of the order ends, then we can say that the level of motivation of OrenChai LLC employees is low.
^
3 Improving motivation management methods for OrenChai LLC
Based on the results of the analysis of the activities of OrenChai LLC and the study of the motivation of its personnel, we can conclude that the motivation system as a whole is ineffective, does not have a targeted focus, there are only basic provisions for incentives that can be found in any enterprise . Poorly organized motivation does not allow increasing the labor efficiency of employees of the company under study.
The analysis showed that the enterprise has great opportunities to improve the system of material incentives. The first step that an enterprise must take in terms of improving the system of motivation and stimulation of labor. - this is the creation of an official document that will include all developments and improvements to the motivation system. The advantages of developing such a document at an enterprise are obvious. Firstly, the employees themselves will be able to more clearly understand the incentives that the enterprise offers them, and more fully feel the connection between their productivity and the rewards they receive.
Secondly, enterprise managers will have the opportunity to compare the existing motivation system at the enterprise with motivation systems at other enterprises, compare and introduce new types of incentives, which will allow them to retain employees at the enterprise.
Thirdly, this document will help the company in the field of public relations, since it will be a good documentary evidence of care for employees.
In the future, this document must be regularly reviewed, and employees of the enterprise must themselves take an active part in its preparation.
The survey results show the need to introduce a system of more
A variety of incentives, as well as changes in priorities in material incentives.
One of the innovations that will help reduce overall personnel turnover may be the introduction of bonuses for length of service.
The enterprise needs to develop a short-term program of material incentives associated with reducing the cost of product sales. The program should be that each division is asked to find ways to reduce the cost of selling products and allocate part of the savings to bonuses based on the results of the work performed. This event will be useful in all respects. In particular, the company's employees will have the opportunity not only to earn extra money, but also to prove themselves in finding ways to increase sales efficiency.
Based on the results of a study of the motivation of the staff of OrenChai LLC, it can be noted that employees are highly interested in a good atmosphere in the team and stability in the workplace.
Fair treatment from management is also important for employees. This is manifested in everything: the distribution of bonuses for work, the assignment of work and tasks. Confidence in fair treatment on the part of management, it encourages employees to work more productively, as they realize that their efforts will be fairly appreciated.
Opportunities for career advancement, as well as relationships with colleagues, are also highly valued by employees.
The high level of employee interest in good earnings reflects the distribution of priorities of the employees surveyed. More than half of workers prefer to work in a not very interesting job that is highly paid, rather than doing creative work, which is more interesting, but does not generate sufficient income. Management should take this into account and make the work of their employees more interesting, at least through greater independence and the creative nature of their work, as well as the opportunity to show initiative in their work.
The nature of relationships with managers largely shapes the intra-organizational behavior of personnel.
The behavior of personnel within an organization is undoubtedly influenced by the extent to which the organization allows the employee to achieve his personal goals. Therefore, in the process of work, the management of the enterprise should strive to learn in as much detail as possible the aspirations of its co-workers, and help them achieve their aspirations and goals precisely in the process of working at the enterprise. In this case, a large role belongs to direct managers, who, in the process of managing their subordinates, must entrust them with work that corresponds to their wishes to the maximum extent.
Today, when, due to the difficult economic situation, it is difficult to provide high wages, special attention should be paid to moral and psychological stimulation on the part of the manager, i.e. A leader should not order his subordinates, but direct their efforts, help them discover their abilities, and form a group of like-minded people around him. It is necessary to instill in employees a sense of commitment to their enterprise. Measures of moral and psychological stimulation include: labor enrichment and personnel rotation programs; establishing a “feedback” system; encouraging labor competition and compliance with labor discipline; informal communications in the team.
The problem of professional promotion of specialists must be solved with the help of scientific justified system promotion, when the movement of specialists is carried out in different forms, taking into account their individual contribution and taking into account the needs, preparedness and readiness of the workers themselves.
Career growth includes rotation - a career planning mechanism and professional development, job relocation or significant change job responsibilities employee.
An employee who has no violations labor discipline should be encouraged with an additional day of rest, timed to coincide with the main vacation. This encourages employees to work harder, improve their skills and follow job descriptions.
It is necessary to organize various collective events, regular informal meetings of the team outside of work - joint trips to nature, organizing relaxation evenings, competitions, etc. This unites employees and allows them to create favorable climate at the enterprise, increases the prestige of the formal leader.
Needs are constantly changing, so you cannot expect that motivation that worked once will be effective in the future. With the development of personality, opportunities and needs for self-expression expand. Thus, the process of motivation by satisfying needs is endless.
Conclusion
No organization will achieve success if it does not have a properly modeled and developed motivation system, since it is motivation that encourages a specific person and groups of people to work actively and productively to achieve their goals.
The motivations that stimulate a person to be active are quite complex. These include not only material remuneration, but also working conditions and work content, the opportunity for professional growth, a sense of satisfaction from the results achieved, increased responsibility, independence and the opportunity to show initiative, relationships in the team, etc. Managers must know what factors are key to improving the performance of performers.
All theories of motivation are based on the definition and understanding of fundamental concepts: motivation, stimulation, motive, stimulus, needs, interests and rewards.
The theoretical part of the work examines various points of view of the authors on the essence of motivation. For a more complete disclosure of motivation, the basic concepts on which it is based are considered.
Having analyzed the structure of the motivational complex of the OrenChai LLC team, the following conclusions can be drawn:
the optimal ratio of motivational components is observed
only among office workers, this determines their comparatively higher performance;
despite the high group-wide assessment among office workers
internal motives (“satisfaction from a job well done”, “social usefulness of work”), the assessment of external positive motives (“monetary earnings”, “desire for advancement”, “focus on prestige and respect”) is not much greater than the assessment of external negative motives ( “the desire to avoid criticism from managers and colleagues”, “the desire to avoid punishment or trouble”). This may indicate a decrease in motivation for further development, some “stagnation” and stagnation of this category of workers;
among sales personnel and warehouse workers the predominance of positive
No external motivation may mean their dissatisfaction with wages, personnel policy enterprises, etc.
to improve methods of material incentives for personnel - the introduction of bonuses for length of service; development of a short-term material incentive program associated with reducing the cost of sales of products;
to improve methods of moral and psychological stimulation of personnel: conducting annual personnel certification; establishing a “feedback” system; encouraging labor competition; encouraging employees who do not have violations of labor discipline; development of informal communications in the team;
to improve methods for assessing the activities of sales personnel.
List of used literature
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Internet resources: http://markus.spb.ru/ - Motivation management in the company
The problem of work motivation belongs to a new and still little studied area. scientific research in Russia. The relevance of motivation issues has increased during the transition from an administrative to a market economy since the early 90s. XX century, when there was a sharp change in the socialist principles of management and the moral code of the builder of communism.
The practice of mechanically transferring American concepts of motivation to Russian economic activity is not entirely correct due to the mental differences of the population and the level of development of management. Sociological research in the mid-1990s. show that about 80% of workers had a consumer labor consciousness based on the principle “From each according to his abilities, to each according to his needs,” the implementation of which is impossible even in a developed capitalist society. In this regard, scientific research into labor motivation is needed in various strata (layers) of modern society, in all 12 sectors of the Russian economy, as well as in various categories of workers (managers, specialists, employees, workers). Let's consider the most significant concepts of work motivation.
Methods of motivation based on basic needs(Research Institute of Labor)
The methodology under consideration, developed by the Labor Research Institute of the Ministry of Labor and Social Protection of the Russian Federation, reveals the predominant focus of workers on the implementation of certain groups of labor and work values, and allows us to identify groups of workers who react differently to material, creative, and group-wide labor incentives.
There are the following approaches to considering the mechanism of functioning of motivation:
analysis of the motivational core of the individual - the structure and strength of motives, their orientation, types of motivation;
analysis of a person’s job satisfaction and the pleasure he receives from work;
analysis of the correlation between job satisfaction and parameters characterizing work motivation.
This technique allows us to identify the existence of two main types of motivation – value-based and practical. There is a third type - balanced, or neutral. The interaction of these types is the object of analysis of the mechanism of functioning of motivation.
There are four groups of basic needs, the satisfaction of which can be carried out through work:
1) needs related to the content of the work itself, – interesting work, self-realization, independence, qualifications;
2) needs related to the social utility of work - duty, benefit, demand;
3) work as a source of livelihood - earnings, prosperity, household needs;
4) status needs - communication, respect, career.
In this methodology, motivation is considered as a contradictory unity of three components: values, work requirements and the possibility of realizing these requirements.
Methodology of motives for attitude towards work (VTsIOM)
The study of attitudes towards work and its motives involves a methodology developed by the All-Russian Center for Public Opinion Research (VTsIOM) under the leadership of academician T.I. Zaslavskaya. Based on this methodology, more than one study of the opinion of the working population has been carried out. The sample is representative, it was controlled by gender, age, level of education, type settlement and the region of residence of the respondents.
The research was carried out in the following areas.
Motives for primary employment. When studying work motivation, a scale was used that was used in some international studies. It consists of four main levels:
the highest level of work motivation, suggesting that work is important and interesting for respondents, regardless of pay;
work is recognized as important, but not so important as to overshadow other aspects of life;
work is considered by a specialist almost exclusively as a source of livelihood;
the lowest level of work motivation, in which work is an unpleasant duty for the employee: if possible, he would not work at all.
These levels of motivation in pure form do not meet. Usually they are present in some combination, although each period and under certain economic conditions is characterized by the predominance of one or another type of work motivation.
In this methodology, there is a certain differentiation of specialists by groups and level of work motivation. The most important thing is the professional and official status of workers, followed by gender and age differentiating characteristics.
Motives for additional employment:
the desire to increase income from the main job;
desire to get stable additional work workplace and break-in;
the opportunity to more fully realize one’s abilities and skills, to have an interesting job;
make the necessary contacts and business connections.
In this direction of the study, respondents are identified who do not need additional income, as well as those who have difficulty finding additional income.
3. Motives for changing jobs:
insufficient use of the labor potential of respondents and unfavorable production conditions;
dissatisfaction with wages at the main place of work;
poor or hazardous working conditions;
uninteresting work, lack of promotion;
potential turnover and preventive departures due to fear that the enterprise will be closed and the employee will remain unemployed;
motives for changing profession or workplace;
higher earnings;
more enjoyable, interesting work;
good conditions with convenient working hours;
the desire to acquire a profession that is now in great demand and for which it is easier to find a job;
change of profession or advanced training to stay at your company and avoid being fired.
The study of work motivation is carried out by conducting sociological surveys of a significant number of respondents in various strata of society and obtaining generalized motives, incentives, and needs.
Methodology for the formation of normative labor motives (MSU)
This technique was developed by a team of scientists from Moscow State University. M.V. Lomonosov.
The essence of the method is that motivation is presented as a set of the following motives that form a person’s “motivational profile” based on normative characteristics:
the motive for transformation is the desire for results, improvement in one’s profession;
the motive of communication is the desire to help another or not spoil good relationships;
pragmatic motive - the desire to satisfy various needs or the desire not to waste extra energy;
the motive for cooperation is solidarity with the entire organization or only with a department, service, or environment;
the motive of competition is the desire to be better than others or no worse than others;
achievement motive - the desire to overcome difficulties, the desire for self-improvement;
the motive of innovation is a person’s mood for new ideas, projects and achievements.
The technique determines the degree of expression of these motives.
Methodology for analyzing incentives to work (GUU)
The methodology of incentives to work (“forces of social action”), developed by a group of scientists at the State University of Management (SUM) under the leadership of Professor A.Ya. Kibanova, is a quantitative approach to assessing motivation based on local indicators. In the production team, the creative potential of the individual is fully revealed, especially in the production of final products. This can be seen in the work of production teams, whose main goal is to produce high-quality products, works and services.
Sinetova Ruzilya Ganievna, Candidate of Economic Sciences, Associate Professor of the Department of Economics and Management ZIMIT (branch) KNITUKAI
Study of work motivation
Annotation. The article examines models of labor motivation. It is revealed that their integrated use will improve the quality of life of an individual. The problem of work motivation is represented by two concepts. The role of innovative approaches to the problems of motivation is highlighted. Key words: motivation, quality of life, wages, work activity.
Motivation models for improving the quality of life and work activity of workers, both in Russia and in other countries, are built in such a way as to maximally encourage an individual or a team to work to achieve personal and collective goals. World practice has accumulated significant experience in improving the quality of life of an individual. For a long time, many enterprises have been testing new incentive methods to encourage workers to work more efficiently, which is one of the most important factors in creating favorable conditions to improve the quality of their lives, using motivation methods for these purposes. Science now allows us to identify several models of labor motivation, which can be divided into: meaningful, based on the use of internal incentives that force the employee to act in a certain direction; procedural, taking into account the behavior of workers, taking into account the perception and knowledge of their needs. In substantive models, universal human needs are divided into primary (physiological) food, water, sleep, housing, rest and secondary (psychological, associated with awareness of life experience) personal success, recognition in society , confidence in the future, respect, etc. According to the theory of A. Maslow, the founder of the content model of work motivation, needs are in a hierarchical order: primary, secondary and higher needs. .Such a division necessitates the need to take into account, in order to encourage effective activity, the entire variety of human needs that the employee considers valuable to himself: the amount of wages, promotion, microclimate in the team, additional rest, the possibility of fulfillment creative ideas , prospects for promotion, etc. Research into the level of satisfaction of human needs is of practical importance for justifying the organization of wages. Although, we should not forget that labor motivation focused solely on wages does not fully reflect the complexity of people’s motivational behavior. Therefore, it is necessary not to replace some incentives with others, but to form a system in which, along with material ones, there are social incentives that take into account the individual characteristics of the worker, his changing attitude to work and production, his value orientations, in particular knowledge, creativity, intelligence, competence, professional experience, communication skills. As for process theories, they analyze how a person distributes efforts to achieve various goals and how he chooses a specific type of behavior. The behavior of an individual is the result of her perception of reality and the expectations associated with a given situation, as well as the possible consequences of the actions taken. The essence of this approach is most fully reflected by the theory of expectations and the theory of justice. Thus, the theory of expectations is based on the assumption that employees expect a clear relationship between labor costs, its results and the rewards received. Work motivation is effective when people see that their efforts help achieve the organization’s intended goals (obtain certain results), and, therefore, will be rewarded accordingly. The main thesis of the theory of justice states that people constantly compare rewards with the efforts expended, comparing it with what other workers receive for similar efforts. Along with the substantive and procedural approaches to labor motivation, in the author’s opinion, we can distinguish a comprehensive one, which is based on the fact that it is a function of goals and needs. In other words, an employee’s work activity depends on the quality of goals, the value of reward for achieving them, as well as on the ability to satisfy his own needs and the needs of the team. Theoretical research on the problems of work motivation, of course, is not limited to the analysis of the above models.. Economic science and economic practice The problem of motivation for work activity is represented by two main concepts: the concept of rational behavior and the concept of irrational behavior. At the same time, the first concept was widely used and developed for a long time, according to which an “economic” person by nature strives to satisfy his own interest, expressed in money or reduced to money. According to the author R.G. Sinetova, a person makes labor efforts only when they are determined by the desire for personal gain, personal enrichment, and the growth of one’s own well-being. Due to the prospect of material reward, he adapts his behavior to the changing conditions of the economic environment, guided by the principles of rationality: the limited amount of money and the efforts spent to obtain it force him to implement necessary calculations, compare labor costs and the amount of remuneration for labor, choosing optimal solutions and implementing certain behavioral reactions.. Thus, the main idea of the concept driving force, which pushes a person to intensify work activity, this is a material, or rather monetary, result. In economic practice, this was expressed in the development of a model for the use of humans in production, which firmly linked the growth of labor productivity with a system of material incentives. At a certain stage, this concept, its conclusions and practical recommendations contributed to the growth of labor productivity, the rapid development of entrepreneurship and business. However, practice has shown that people’s labor efforts are not always associated with material gain. Often they manifest themselves as “disinterested enthusiasm”, or are pushed by social norms formed in society (labor norms, cooperation norms, etc.), their driving force is such needs as public recognition, social status, social contacts, i.e. social components. Thus, the need arose to search for a new approach to the nature of work motivation, the central idea of which was the recognition of the diversity of interests and needs of people, the importance for them of not only material, but also non-material incentives. As noted by R. G. Sinetova, in a modern civilized society a person does not always adhere to an ideal scheme of rational behavior. Rationality, as the basis of human behavior, is increasingly losing its theoretical significance, giving way to irrationality. The formation of a system of non-material incentives operating on the basis of subsystems of moral, socio-psychological and creative stimulation will holistically complement any developed system of material incentives for labor, which can become one of effective ways improvements motivational sphere. Important and ever-expanding functions of human resource management include the development and application of innovative approaches to motivation problems.
Links to sources1. Bazarov R.T., Leasing as the main component of the modern economy, International scientific and practical conference “Science and education in the 21st century”, Publishing house TROO “BusinessNaukaSobshchestvo”, Moscow, 2013, p. 19212. Bazarov R.T., Improving quality management non-profit organizations, International scientific and practical online conference “Humanitarian and socio-economic research: from theory to practice”, Cheboksary, 08/05/20143. Bazarov R.T., The role of consulting services in modern economic conditions, International correspondence scientific and practical conference " Current trends in science and education", 2014, Saratov, S. 8790.4. Bazarov R.T., On the issue of investment policy of the non-profit sector of the Republic of Tatarstan, Today and tomorrow of the Russian economy, Moscow, p. 9093, 2014.5. Sinetova R.G. Social orientation as the basis of economic development // Economic Horizons, 2014, No. 4(16)–P.4547.6. Sinetova R.G. Increasing the social consciousness of business - a factor of business success // Current problems of the humanities and natural sciences., 2014. No. 9. S.187189.7. Tishkina T.V. Improving the mechanism for forming an enterprise management system // Electronic scientific and practical publication “Economy and Society”. Issue No. 1 (10). 2014 URL: http:// www.iupr.ru8. Tishkina T.V. Prospects for the development of interaction between the state and the private sector // Collection of articles based on the materials of the international scientific and practical conference “Managing Innovative Development” modern society: trends, priorities: economic, social, philosophical, political, legal, general scientific patterns.” –Saratov: publishing house of the Center for Education and Science “Academy of Business”, 2014.-P.110114p. 9. Basyrova E.I., Some aspects of industrial enterprise management based on increasing the efficiency of using labor potential “Today and tomorrow of the Russian economy”, 2009 No. 2910. Basyrova E.I., Assessment and activation of the use of labor potential industrial enterprise, Current problems in the humanities and natural sciences. Moscow. –2014. –No. 12 (71) part 1 –S. 111115.11. Basyrova E.I., Three-level model of a system for managing the labor potential of an enterprise, Current problems of the humanities and natural sciences. Moscow. –2014. –No. 12 (71) part 1. -WITH. 115118
Discussing the difficulties of measuring the work motivation of personnel, N. A. Zhdankin even resorts to a metaphor - “measuring the immeasurable.” At the same time, the author proposes to use a cumulative indicator of motivation based on the list of the most important parameters of motivation, which includes: wages, career growth, psychological climate in the team, the possibility of self-realization, the content of the work performed, a decent social package, working conditions, the style of senior management, prestige and prospects for the existence of the enterprise. These parameters formed the basis "Enniagrams of personnel motivation" developed by R. Matthews, A.I. Ageev and B.V. Kuroyedov at the Institute of Economic Strategies of the Russian Academy of Sciences and allowing, using the method of expert assessments, to identify different levels of motivation in teams and in the organization as a whole. Based on the enyagram method II. A. Zhdankin and E. I. Komarov developed "pentogram method" in which the number of evaluated parameters was reduced from 9 to 5: wages, working conditions, labor content, psychological climate in the team and leadership style.
An interesting work motivation questionnaire was developed by I. G. Kokurina. The work motive itself is understood as “the process of filling the most significant labor incentives with meaning, as a result of which a structure arises in the form of a hierarchy of meaning-forming motives that can have a reverse influence on the work behavior of the individual.” The methodology is based on the idea of two main semantic orientations: 1) procedural orientation, in which human activity is limited to a given framework of activity; 2) the resulting orientation, which involves more high level activity, when it is the orientation towards the result that allows you to go beyond the scope of activity. The following types of motives are distinguished: 1) transformative motive; 2) communicative motive; 3) utilitarian-pragmatic motive (work - as the satisfaction of needs not related to work, etc.); 4) cooperative motive;
5) competitive motive; 6) achievement motive. The subject is asked 108 questions (pairs of statements), divided into three groups: attitude towards money, attitude towards the team and attitude towards work, which allows us to calculate three motivational profiles (taking into account the main orientations - to the result and to the process for all six groups of motives) and allows you to obtain data on 12 indicators (six motives and two orientations in each motive) (Table 8.1).
Table 8.1
|
Type of motivation |
|
|
Resulting Orientation |
Process orientation |
|
1. Transformative motive |
|
|
Orientation towards obtaining results for the sake of the result itself |
Orientation to activity for the sake of the process itself, for the sake of achieving mastery |
|
2. Communication motive |
|
|
Focus on active interaction with others, on communication in work, on helping another person |
Focus on maintaining positive relationships with others |
|
3. Utilitarian-pragmatic motive |
|
|
Focus on using one’s labor to satisfy other needs not related to labor |
Orientation towards work as a waste of energy, the desire to maintain health at work |
|
4. Cooperative motive |
|
|
Orientation to consider your work from the point of view of its social usefulness, necessity for other people, for society as a whole |
Orientation to consider your work from the point of view of its usefulness for loved ones and relatives |
|
5. Competitive motive |
|
|
Orientation to be better than others, to have high prestige, authority |
Orientation to be no worse than others, to be like everyone else |
|
6. Achievement motive |
|
|
Focus on overcoming obstacles, the desire to set super-goals |
Focus on self-improvement and development of one’s abilities |
E. A. Kupriyanov, A. G. Shmelev and others with colleagues propose methodology for studying the structure of work motivation (WM), which is based on the factor structure of labor motives. Based on the results of the methodology, it is possible to determine the orientation of the subject: 1) to be involved in the labor process; 2) material well-being; 3) interest (in the process itself, in the content of work); 4) self-realization (as the authors note, this is “one of the most important indicators"); 5) power (this is not only the work of a leader, it is some kind of “ambition for leadership”, for example, a teacher, a controller); 6) public benefit; 7) independence; 8) working conditions (directly at the workplace; “temporal”, related to the work schedule; spatial, for example, the road from home); 9) career; 10) recognition; 11) health and safety.
S. V. Ivanova identifies the following methods for identifying individual motivators during interviews and managerial communication: projective questions (using a specially developed “motivator map”), situational interview, psycholinguistic analysis. Specially developed methods for determining and interpreting the results are also offered.
S. Ritchie and P. Martin propose "Motivational Profile" test
allowing one to evaluate motivation according to the following positions: 1) high earnings and financial incentives; 2) physical working conditions;
3) structuring (time management, predictability, developed business communications, etc.); 4) social contacts; 5) relationships; 6) recognition; 7) desire for achievements; 8) power and influence; 9) diversity and change; 10) creativity (independence, creativity); 11) self-improvement; 12) interesting and useful work.
Recommendations on methods for studying the motivational and semantic formations of an individual at work can be found in the works of O. G. Noskova, E. P. Ilyin (the appendices also provide various methods for studying the motivational sphere), E. B. Morgunov (the methodology is described expert assessment professionally important qualities and incentive system), A. A. Fedchenko and Yu. G. Odegova (methods for analyzing remuneration and income of workers, factor analysis of remuneration, as well as analysis of the organization of remuneration are presented in detail).
Separately, we can highlight methods for diagnosing vocational orientations, both using traditional tests and questionnaires, and during more “live work” with teenagers, students and employees of organizations in various game and activating techniques. The book by I. L. Solomin also provides methods for assessing professional orientation and work motivation.
For specific research purposes, you can find methods presented in various dissertation studies (in psychology, economics, sociology) devoted to the problems of work motivation and labor stimulation.
- Zhdankin II. A. Staff motivation. Measurement and analysis. P. 62.
- See: Ibid. pp. 62-72.
- See: Ibid. pp. 72-75.
- See: Kokurina I.G. Methodology for studying labor motivation. P. 15.
- See: Kupriyanov E. A, Shmelev A. G. Psychodiagnostics of labor motivation using survey and scaling methods // Bulletin of Moscow State University. Ser. 14. Psychology. 2006. No. 2. P. 58-70; Methodology “Structure of work motivation” and the prospect of its application / L. V. Gorbachev [et al.] // Psychological Journal. 2006. T. 27. No. 3. P. 86-105.
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