In their works, Taylor and Gilbert wrote that "news of Sigmund Freud's theory of the subconscious spread throughout Europe and finally reached America." However, the thesis that people do not always act rationally was too radical, and managers did not immediately “pounce” on it. Although there had been attempts to use psychological motivation in management before, it was only with the advent of the work of Elton Mayo that it became clear what potential benefits this promised, and also that carrot-and-stick motivation was not sufficient.

Elton Mayo was one of the few academically educated men of his time who possessed both a sound understanding of scientific management and training in psychology. He created his fame and reputation through an experiment conducted in a textile mill in Philadelphia in 1923-1924. Fluidity labor force in the spinning section of this mill reached 250%, while in other sections it was only 5-6%. The material ways to stimulate production, proposed by efficiency experts, could not affect the turnover and low productivity of the site, so the president of the company turned to Mayo and his comrades for help.

After careful consideration of the situation, Mayo determined that the working conditions of the spinners provided little opportunity for communication with each other and that there was little respect for their work. Mayo felt that the solution to reducing labor turnover lay in changing working conditions rather than increasing remuneration. With the permission of the administration, as an experiment, he established two 10-minute rest breaks for the spinners. The results were immediate and impressive. Labor turnover dropped sharply, worker morale improved, and output increased dramatically. When the inspector subsequently decided to cancel these breaks, the situation returned to its previous state, thus proving that it was Mayo's innovation that improved the state of affairs on the site.

The spinner experiment reinforced Mayo's belief that it was important for managers to take into account the psychology of the worker, especially some of its "irrationalities." He came to the following conclusion: “Until now in social research and industrial research it remains insufficiently realized that such small illogicalities in the mind of the “average normal” person accumulate in his actions. Perhaps they will not lead to a “breakdown” in himself, but they will cause a “breakdown” in him labor activity" However, Mayo himself did not fully understand the importance of his discoveries in this area, since psychology was then still in its infancy.

The first major studies of employee behavior in the workplace were a major part of the Hawthorne experiments, which were conducted by Mayo and his associates in the late 1920s. The work at Hawthorne began as an experiment in scientific management. It ended almost eight years later with the realization that human factors, especially social interaction and group behavior significantly affect individual productivity. The conclusions reached by the Hawthorne group led to the founding of a new direction in management - the concept of "human relations", which dominated management theory until the mid-1950s.

At the same time, the Hawthorne experiments did not provide a motivation model that would adequately explain the incentives to work. Psychological theories labor motivation appeared much later. They originated in the 1940s and are currently evolving.

People's knowledge of each other's motives, especially in joint activities, is very important. However, identifying the reasons for a person’s actions and actions is not an easy matter, associated with both objective and subjective difficulties. Often such identification is undesirable for the subject for many reasons. True, in a number of cases, the motives for a person’s actions and activities are so obvious that they do not require painstaking study (for example, a professional fulfilling his duties). It is absolutely clear why he came to the enterprise, why he does this particular work and not another. To do this, it is enough to collect some information about him and find out his social role. However, such a superficial analysis provides too little for understanding his motivational sphere, and most importantly, does not allow him to predict his behavior in other situations. The study of a person’s mental makeup includes clarifying the following questions:

What needs (inclinations, habits) are typical for a given person (which ones he most often satisfies or tries to satisfy, the satisfaction of which brings him the greatest joy, and in case of dissatisfaction - the greatest distress, what he does not like, tries to avoid);

In what ways, by what means does he prefer to satisfy this or that need;

What situations and conditions usually trigger this or that behavior;

What personality traits, attitudes, and dispositions have the greatest influence on the motivation of a particular type of behavior;

Is a person capable of self-motivation, or does outside intervention need to be done?

What has a stronger influence on motivation - existing needs or a sense of duty and responsibility;

What is the orientation of the personality?

The answer to most of these questions can only be obtained by using a variety of methods for studying motives and personality. In this case, it is necessary to compare the reasons for actions declared by a person with actually observed behavior.

Psychologists have developed several approaches to studying human motivation and motives: experiment, observation, conversation, survey, questioning, testing, analysis of performance results, etc.. All these methods can be divided into three groups:

1) a survey of the subject carried out in one form or another (study of his motivations and motivators);

2) assessment of behavior and its causes from the outside (observation method);

3) experimental methods.

The most incorrect method of studying the motivation of work activity is at the same time one of the most widespread in the international practice of sociological research. This is the use of satisfaction-dissatisfaction scales with different aspects of the production situation and the content of work.

Job satisfaction is the evaluative attitude of a person or group of people towards their own work activity, various aspects of its nature or conditions.

It is generally accepted among sociologists to define indicators of satisfaction with work and its various aspects as indicators of corresponding motives.

Another characteristic of the state of labor motivation is the attitude towards work, which is studied in three aspects:

Attitude to work as a type of activity and social value (depends on the person, ideology, culture of education);

Attitude to specialty (profession) as a certain type work activity (depending on public opinion, objective situation, from personal views);

Attitude to work, i.e. to a certain type of work in specific production conditions, in a given team (depending on given working conditions).

The third group of methods for studying motivation to work is the study of the employee’s personal disposition to work, interest in it, all other things being equal. Motivation depends on how much this work allows him to satisfy the most important needs of life, how much the general interest in work is consistent with his individual interests.

These indicators, as a reflection of the motives of work, are unsuccessful, since they contain the total result of the influence of a wide variety of conditions.

Attitude to work is a general characteristic of a person’s position in the world of work and his motivation. The most common practice is to study specific indicators of job satisfaction.

Indicators of job satisfaction are most suitable for characterizing the stability of a team. The employee’s attitude towards work is largely influenced by his work orientation, content and working conditions, relationships in the team, personality type, etc.

If we consider job satisfaction in more detail, then specific indicators of attitude towards work will include many specific aspects of work activity. These include: the level of labor safety, noise, pollution, aesthetic design of the work area, the availability and arrangement of recreational facilities, work hours and working hours, labor characteristics, level of labor organization, social climate in the team, leadership style, growth prospects, salary level etc. The employee evaluates the objective characteristics of work that affect him. As a result, the employee may be satisfied or dissatisfied with his work. In a word, the attitude towards individual aspects of work serves as a way of demonstrating labor motivation.

Another way to study the motives of work activity is to use a set of techniques that record the hierarchy of value orientations, social attitudes, and subjective attitudes to work and its characteristics.

However, this method of obtaining information about the motives of activity must be approached with caution, because there is a danger of distortion of the information received due to the fact that the individual is influenced by the norms of the macroenvironment and the immediate environment; generalized motives of people’s behavior are not always consistent with the situational motives of their behavior in work. It influences the formation of values ​​and the level of self-reflection (a person may be inadequately aware of his needs and values ​​and give the researcher wishful thinking).

Thus, to obtain reliable data on work motivation, it is advisable to combine several methods. Still, we can say that these methods can help both with explaining and predicting the motives of a person’s behavior in a given situation, since with their help, his most stable and dominant needs, interests, personal dispositions, and personality orientation are identified.

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 a team, the possibility of self-realization, the content of the work performed, a decent social package, working conditions, the style of senior management, the 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, to communicate in work, to help 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 (appendices also provide various methods for studying the motivational sphere), E. B. Morgunov (describes the methodology 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.

The problem of motivation for work activity belongs to a new and so far little-studied area of ​​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 management development. 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 of settlement and 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 do not occur in their pure form. 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;

the desire to get a stable job and additional income from additional work;

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 in order to stay at your enterprise and avoid dismissal.

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.

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Introduction

1. Theoretical foundations personnel motivation management

1.2 Motivational process

1.3 Methods of motivating staff

1.4 Theories of personnel motivation

1.4.1 Theories of the content of motivation

1.4.2 Theories of the motivation process

1.4.3. Domestic theories of motivation

1.5 Adaptation of foreign experience to Russian reality

2. Practical study of the principles and methods of motivation

2.1 Principles and methods of personnel management used by Macdonald

2.2 Consideration of the principles of motivation at McDonald's according to one of the theories of motivation

2.3. Practical tips for successfully motivating staff

Conclusion

Applications

List of sources used

INTRODUCTION

Managers have always been aware that motivational aspects are becoming increasingly important in modern management. Personnel motivation is the main means of ensuring optimal use of resources and mobilizing existing human resources. The main goal of the motivation process is to obtain the maximum return from the use of available labor resources, which makes it possible to increase the overall effectiveness and profitability of the enterprise.

A feature of personnel management during the transition to a market is the increasing role of the employee’s personality. Accordingly, the ratio of motives and needs on which the motivation system can rely changes. To motivate employees, companies today use both financial and non-financial reward methods. Meanwhile, a definite picture of the relationship between individual aspects of the motivational sphere of employees today and most effective methods Neither management theory nor personnel management practice can control them.

Relevance The problem under consideration is due to the fact that the transition to a socially oriented market presupposes the need to create an adequate mechanism for motivating work. Without this, it is impossible to consider in practice the objective prerequisites for increasing production efficiency - the basis for the growth of real incomes and living standards of the population. At the same time, the final point of implementation of all reforms is the organization where the labor force is directly connected with the means of production, and the process of labor activity is carried out. Recognition of the determining role of the motivational mechanism in the context of ongoing reforms makes the authors’ appeal to the topic of intra-company staff motivation especially relevant.

Problem personnel motivation is quite widely considered today in scientific and journalistic literature. However, attempts to adapt classical theories of motivation to modern times are largely unsystematized, which complicates the practical use of technologies and methods of motivation. The complexity of the practical organization of the personnel motivation system is also determined by the poor knowledge of the features of motivation of employees employed in individual industries economy and types of production. Although a number of works devoted to this topic have been published. Some assistance in studying the structure of incentives and motives of personnel can be provided to managers by ongoing sociological research on the features and trends in the development of the motivational sphere of work today.

Human resource management includes many components. Among them: personnel policy, relationships in the team, socio-psychological aspects of management. The key place is occupied by identifying ways to increase productivity, ways to increase creative initiative, as well as stimulating and motivating employees.

No management system will function effectively unless an effective motivation model is developed, since motivation encourages a specific individual and the team as a whole to achieve personal and collective goals.

The evolution of the use of various models of motivation has shown both positive and negative aspects of their use, and this is a natural process, since in the theory and practice of management there is no ideal model of motivation that would meet various requirements. Existing models of motivation are very different in their focus and effectiveness.

The results of studying motivation models do not allow us to clearly determine from a psychological point of view what motivates a person to work. The study of a person and his behavior in the work process provides only some general explanations of motivation, but even they make it possible to develop pragmatic models of employee motivation in a specific workplace.

The purpose of this work- study the theoretical foundations of motivation and consider the application of the theory of employee motivation in practice using the example of McDonald's.

Tasks:

study methods of motivating staff;

consider a specific example of successful motivation of personnel in an organization;

As object of study stands for McDonald's Franchise.

Subject research is the principles, methods of motivation used in personnel management.

1. THEORETICAL FOUNDATIONS OF STAFF MOTIVATION MANAGEMENT

1.1 Contents of the concept of motivation

Exists large number motivational tendencies, from which the concept of motivation is formed, and which, to one degree or another, are characteristic of every person. Unfortunately, there is no clear and generally accepted definition of the concept of motivation. Different authors define motivation based on their point of view. For example, G.G. Zaitsev comes across the following definition: “Motivation is an incentive for active activity of individuals, teams, groups, associated with the desire to satisfy certain needs.”

From the point of view of B.Yu Serbinsky: “Motivation is encouraging people to act.” At E.A. Utkina: “Motivation is a state of personality that determines the degree of activity and direction of a person’s actions in a specific situation.”

However, all definitions of motivation, one way or another, are similar in one thing: motivation refers to the active driving forces that determine the behavior of living beings. On the one hand, there is motivation imposed from the outside, and on the other hand, self-motivation. It should be noted that human behavior is always motivated. Motivating employees means touching on their important interests and needs for something.

In my opinion, the following definition of O.S. reveals the concept of motivation more widely. Vikhansky: “ Motivation- is a combination of internal and external driving forces“, which encourage a person to activity, set the boundaries and forms of activity and give this activity a direction focused on achieving certain goals.” In this definition, motive is characterized by two components:

Motive - stimulant of action. A motive is always associated with a specific situation. Research shows that the relationship between a person’s activity (or activity) and the results of his work is characterized by a curved line. At first, as activity increases, the results increase; later, at a certain level of activity, the results remain at the same level. This stage is called E.A. Duck's optimal activity range when reached best results. Once activity begins to exceed the optimal range, performance results begin to deteriorate. It follows that the manager is called upon not to achieve maximum activity of subordinates, but to increase their activity to an optimal level.

It should be borne in mind that activity does not provide the necessary motivation. A person can work diligently and be active, but there may not be positive results if he directs his activities in the wrong direction. A similar situation arises when a subordinate does not represent the final goals of the work. The reason may be ignorance, insufficient control, unsatisfactory management of its activities. Due to the wrong direction of work, it is also possible for a conflict to arise between a person’s own needs and the goals of the team.

Motive acts as a reason, a reason, an objective need to do something, an incentive to take some action. Creating and maintaining motivation is quite a complex matter, since existing motives are transformed depending on the characteristics of employees, assigned tasks and time. But there are still general principles for the formation and preservation of motivation, and the manager is called upon, if possible, to look for staff motivation in the attractiveness of work and its creative nature.

Human behavior, as a rule, is determined not by one motive, but by their sum, within which they are in a specific relationship to each other in terms of the level of interaction per person. Hence, the motivational structure of an individual is the basis for his implementation of certain actions, and the structure of motivation is characterized by a certain stability, but at the same time is capable of changing, including consciously, depending on the person’s upbringing, education and other factors.

Motivation- this is the process of influencing a person to induce him to specific actions by inducing certain motives in him. Motivation is the core and basis of human management.

If you look at what motivation influences in human activity, it turns out that these are the following characteristics of activity:

diligence;

persistence;

conscientiousness;

direction.

A person can do the same work by expending different efforts. He can work at full strength, or he can work at half strength. He may also strive to take easier work, or he may take on complex and difficult work, choose a simpler solution, or he may look for and take on a complex solution. All this reflects what efforts person is willing to spend. And it depends on how motivated he is to expend great effort in doing his job.

A person can do it in different ways try fulfilling their role in the organization. One may be indifferent to the quality of his work, another may strive to do everything in the best possible way, work with full dedication, do not shirk work, strive to improve their skills, improve their abilities to work and interact with the organizational environment.

The third characteristic of activity that is influenced by motivation is perseverance continue and develop the business started. This is a very important characteristic of activity, since there are often people who quickly lose interest in the business they have started. And even if they had very good performance in the beginning, loss of interest and lack of persistence can cause them to reduce their efforts and try less, performing their role at a level significantly lower than their capabilities. Lack of persistence also has a negative impact on getting things done. An employee can come up with great ideas and do nothing to implement them, which in practice will result in lost opportunities for the organization.

Integrity when performing work, meaning responsible performance of the work, taking into account all necessary requirements and regulatory standards, for many jobs is the most important condition for their successful completion. A person may have good qualifications and knowledge, be capable and creative, and work hard. But at the same time, he can treat his duties carelessly and irresponsibly. And this can negate all the positive results of his activities. The management of the organization must be well aware of this and try to build a motivation system in such a way that it develops this characteristic of their behavior among employees.

Focus as a characteristic of a person’s activity indicates what he strives for when carrying out certain actions. A person can do his job because it brings him some satisfaction (moral or material), or he can do it because he strives to help his organization achieve its goals. For management, it is very important to know the direction of a person’s actions, but it is also equally important to be able, if necessary, with the help of motivation, to orient these actions towards certain goals.

An interesting question is the relationship between “internal” and “external” motives. Human activity is influenced by motives that arise during closed interaction between a person and a task, but it also happens that motives that arise during open interaction between a person and a task ( external environment involves the motives that motivate a person to solve a problem). In the first case, the motive is called “internal”, because motives are generated directly by the person facing the task. An example of such motivation could be the desire for a specific achievement, completion of work, knowledge, etc. Otherwise, the motives of activity associated with solving a problem are caused from the outside. Such a motive can be called “external”. Here, payment, orders, rules of conduct, and more act as motivation processes.

It should be borne in mind that in life there are no clear distinctions between “external” and “internal” motivation. Some motives in some cases are generated by “internal” motivation, and in others by “external” motivation. Sometimes the motive is simultaneously generated different systems motivation. It is well known that motivation is of great importance for a person’s performance of work, however, there is no direct relationship between motivation and the final result of work activity. Sometimes a person focused on high-quality performance of the work assigned to him has worse results than a less motivated employee. The lack of a direct connection between motivation and the final result of work is due to the fact. That the latter is influenced by many other factors, in particular the qualifications and abilities of a person, a correct understanding of the task being performed, and much more. The most elementary model of the motivation process has only three elements:

1. needs, which are desires, desires for certain results. People feel the need for such things as clothes, a house, a personal car, etc. But also in such “intangible” things as a feeling of respect, the possibility of personal professional growth etc.

2. goal-directed behavior - in an effort to satisfy their needs, people choose their own line of goal-oriented behavior. Working in a company is one of the ways of purposeful behavior. Attempting to advance to a leadership position is another type of goal-directed behavior aimed at satisfying recognition needs.

3. need satisfaction - the concept of “need satisfaction” reflects the positive feeling of relief and comfortable state that a person feels when his desire is realized.

1.2 Motivational process

In management, great importance is also paid to taking into account motivation levels. At the level of satisfactory behavior, employees achieve the minimum that is acceptable to management. For those workers whose level of motivation is characterized by excellent behavior, work is a desirable part that brings rewards and satisfaction. Studies have shown that employees do not usually work to their full potential and save some of their energy, but only give their best when they are confident that their additional efforts will be properly appreciated and rewarded. The manager's task is to ensure that workers have the opportunity to satisfy the full range of their needs during the work process, in exchange for their energy and labor productivity.

Motivation, analyzed as a process, can be represented as a series of successive stages.

First stage - emergence of needs. The need manifests itself in the form that a person begins to feel that he is missing something. It appears at a specific time and begins to demand from a person that he find an opportunity and take some steps to eliminate it.

Second stage - finding ways to meet needs. Once a need has arisen and creates problems for a person, he begins to look for opportunities to eliminate it: satisfy it, suppress it, ignore it. There is a need to do something, to undertake something.

Third stage - determination of goals (directions) of action. A person records what and by what means he must do, what to achieve, what to get in order to eliminate the need. At this stage, four points are linked:

what should I get to eliminate the need;

what should I do to get what I want;

to what extent can I achieve what I desire;

how much what I can get can eliminate the need.

Fourth stage - implementation of action. A person expends effort to carry out actions that open up the opportunity for him to acquire what is necessary to eliminate the need. Since the work process influences motivation, goals can be adjusted at this stage.

Fifth stage - receiving a reward for implementing an action. Having done some work, a person either directly receives something that he can use to eliminate a need, or something that he can exchange for an object he desires. At this stage, it becomes clear to what extent the implementation of actions gave the desired result. Depending on this, there is either a weakening, preservation, or strengthening of motivation to action.

Sixth stage - elimination of need. Depending on the degree of relief of tension caused by the need, as well as on whether the elimination of the need causes a weakening or strengthening of motivation for activity, the person either stops the activity before a new need arises, or continues to look for opportunities and take actions to eliminate the need. (Appendix 1).

1.3 Methods of motivating staff

Methods of motivating personnel can be very diverse and depend on the elaboration of the motivation system at the enterprise, common system management and features of the enterprise itself.

There are the following methods of motivating effective work behavior:

Financial incentives;

Organizational methods;

Moral and psychological.

The most common form (method) of material motivation is individual bonus. It is advisable to pay it once a year, otherwise it will turn into wages and lose its motivating role. It is advisable to determine in advance the bonus percentage at the end of the year and adjust it in accordance with the employee’s achievements. The size of the bonus should, as a rule, be at least 30% of the basic salary (according to F. Taylor), while at the lowest level of management the bonus should be 10-30%, at the average 10-40%, at the highest 15-50%.

The effectiveness of bonuses is largely determined by the correct choice of indicators, their differentiation depending on the role and nature of the departments, the level of positions, focus on real contribution and final results, and the flexibility of criteria for assessing employee achievements.

Satisfaction with material remuneration and its fair level motivates people’s initiative, forms their commitment to the organization, and attracts new employees to it.

Although labor in our country, unlike highly developed countries, is today considered mainly only as a means of earning money, it can be assumed that the need for money will grow to a certain limit, depending on the standard of living, after which money will become a condition for normal psychological condition, preservation of human dignity. In this case, other groups of needs related to the need for creativity, achievement of success, and others may become dominant. It is very important for a manager to be able to recognize the needs of employees. The lower level need must be satisfied before the need next level will become a more significant factor determining human behavior.

Of course, no system of material remuneration can fully take into account the nature and complexity of work, the personal contribution of the employee and the entire volume of work, since many labor functions are not recorded at all in regulations and job descriptions.

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.

As noted, in addition to economic (material) methods of motivation, there are non-economic ones, namely: organizational and moral-psychological.

Organizational methods of motivation (motivation) include:

Participation in the affairs of the organization (usually social);

The prospect of acquiring new knowledge and skills;

Enriching the content of work (providing more interesting work with prospects for job and professional growth).

Moral and psychological methods of motivation include:

Creating conditions conducive to the formation of professional pride, personal responsibility for work (the presence of a certain amount of risk, the opportunity to achieve success);

The presence of a challenge, providing opportunities to express oneself in work;

Recognition (personal and public) (valuable gifts, certificates of honor, Board of Honor, etc. For special merits - awarding orders and medals, badges, conferring honorary titles, etc.);

High goals that inspire people to work effectively (any task should contain an element of challenge);

An atmosphere of mutual respect and trust.

A unique comprehensive method of motivation is promotion. However, this method is internally limited, since, firstly, the number of high-ranking positions in the organization is limited; secondly, career advancement requires increased retraining costs.

In management practice, as a rule, various methods and their combinations are used simultaneously. For effective management motivation, it is necessary to use all three groups of methods in enterprise management. Thus, the use of only power and material motivations does not allow mobilizing the creative activity of staff to achieve the goals of the organization. To achieve maximum effectiveness, it is necessary to use spiritual motivation.

The above classification scheme for motivation methods is classic. In modern management, other groups of motivation methods are also used. In summary, all motivation methods can also be grouped into the following four types:

1. Economic motives of all types (salary in all its varieties, including contractual, bonuses, benefits, insurance, interest-free loans, etc.). The success of their impact is determined by the extent to which the team understands the principles of the system, recognizes them as fair, the extent to which the inevitability of reward (punishment) and work results, and their close connection in time, is observed.

2. Management by objectives. This system is widely used in the USA and provides for the establishment of a chain of goals for an individual or group that contribute to solving the main task of the organization (achieving certain quantitative or qualitative levels, improving the qualifications of personnel, etc.). Achieving each goal automatically means a salary increase or other form of reward.

3. Labor enrichment - this system largely refers to non-economic methods and means providing people with more meaningful, promising work, significant independence in determining the work schedule, and using resources. In many cases, this is added to by an increase in wages, not to mention social status.

4. The participation system currently exists in diverse forms: from broad involvement of the team to decision-making on critical issues production and management (Japan) to participation in ownership through the acquisition of shares own enterprise on preferential terms (USA, England).

Within these groups of methods, individual methods and systems for motivating personnel are being developed today.

1.4 Theories of personnel motivation

In modern society, motivation is based on the knowledge and mechanisms of psychology. Various theories of motivation are divided into two categories: content and process. Content theories of motivation are based on the identification of those internal drives (called needs) that make people act in one way and not another. In this regard, some aspects of the theories of Abraham Maslow, Clayton Alderfer, David McClelland, Frederick Herzberg and some other researchers will be described that are of interest to us. More recent process theories of motivation are based primarily on how people behave based on their perceptions and cognitions. The main process theories that we will consider are Vroom's expectancy theory, Locke's goal-setting theory, Adams' theory of equality, and participatory management theory. Be the first to focus on psychological characteristics human activity began to be guided by meaningful theories of motivation, which arose soon after the theories of “carrot and stick” and similar ones. Since that time, theories of motivation have strived to take into account as much as possible the various needs and motives of people's activities, constantly trying to identify new and preferential motives, motives and needs.

Modern substantive theories of motivation focus on determining the list and structure of people's needs.

Process theories of motivation are considered the most modern theories motivation, they also recognize the motivating role of needs, however, motivation itself is considered in them from the point of view of what makes a person direct efforts to achieve various goals. The most common substantive theories of motivation are those of Maslow and Alderfer. McClelland and Herzberg.

1.4.1 Theories of the content of motivation

Maslow's hierarchy of needs theory

The main ideas and premises of this theory:

People constantly feel some needs.

People experience a certain set of strongly expressed needs, which can be combined into separate groups.

The groups of needs are in a hierarchical arrangement in relation to each other.

Needs, if they are not satisfied, motivate a person to action. Satisfied needs do not motivate people.

If one need is satisfied, then another unsatisfied need takes its place.

Usually a person simultaneously feels several different needs that are in complex interaction with each other.

The needs that are closer to the base of the pyramid require priority satisfaction.

Needs of a higher level begin to actively affect a person after the needs of a lower level are generally satisfied.

Higher level needs can be satisfied a large number ways than the needs of the lower level.

According to Maslow's theory, there are five groups of needs:

1. physiological needs, necessary for human survival: in food, in water, in rest, etc.;

2. needs for security and confidence in the future - protection from physical and other dangers from the outside world and confidence that physiological needs will be satisfied in the future;

3. social needs - the need for a social environment. In communicating with people, a feeling of “elbow” and support;

4. the need for respect, recognition of others and the desire for personal achievements;

5. the need for self-expression, i.e. the need for personal growth and the realization of one’s potential (Appendix 2).

The first two groups of needs are primary, and the next three are secondary. According to Maslow's theory, all these needs can be arranged in a strict hierarchical sequence in the form of a pyramid, with primary needs at the base and secondary needs at the top.

The meaning of such a hierarchical structure is that the needs of lower levels are a priority for a person and this affects his motivation. In other words, in human behavior, the more determining factor is the satisfaction of needs at first low levels, and then, as these needs are satisfied, the needs of higher levels become a motivating factor.

The highest need - the need for self-expression and growth of a person as an individual - can never be fully satisfied, so the process

Human motivation through needs is endless.

The duty of a manager is to carefully monitor his subordinates, promptly find out what active needs drive each of them, and make decisions to implement them in order to improve the efficiency of employees.

Maslow's concept had a great influence on the development of the theory and practice of modern management. However, life has shown that the concept has a number of very vulnerable points.

Firstly, needs manifest themselves differently depending on many situational factors (content of work, position in the organization, age, gender, etc.).

Secondly, There is not necessarily a rigid following of one group of needs after another, as is presented in Maslow’s pyramid.

Thirdly, satisfying the top group of needs does not necessarily lead to a weakening of their impact on motivation. Maslow believed that the exception to this rule is the need for self-expression, which may not weaken, but even strengthen its effect on motivation as it is satisfied. Practice shows that the need for recognition and self-expression can also have an enhancing effect on motivation in the process of satisfying it.

Based on systematization and unification into a certain set of needs, forms of their manifestation in human behavior and possible means satisfying needs, a table can be compiled showing the connection between individual means of motivation and Maslow’s pyramid of needs (Appendix 3).

Theory ERG Alderfera

Just like Maslow, Clayton Alderfer bases his theories from the fact that human needs can be combined into separate groups. However, unlike Maslow’s hierarchy of needs theory, he believes that there are such groups of needs three:

Existence needs;

Communication needs;

Growth needs.

The needs groups of this theory quite clearly correlate with the needs groups of Maslow’s theory.

Existence needs seem to include two groups of needs in Maslow’s pyramid: safety needs, with the exception of group safety, and physiological needs. The group of communication needs clearly corresponds with the group of needs of belonging and involvement. The need for connection, according to Alderfer, reflects the social nature of a person, a person’s desire to be a member of a family, to have colleagues, friends, enemies, superiors and subordinates. Therefore, this group can also include part of the needs for recognition and self-affirmation from Maslow’s pyramid, which are associated with a person’s desire to occupy a certain position in the world around him, as well as that part of the security needs of Maslow’s pyramid, which are associated with group security. Growth needs are similar to the self-expression needs of Maslow’s pyramid and also include those needs of the recognition and self-affirmation group that are associated with the desire to develop confidence, self-improvement, etc. (Appendix 4).

These three groups of needs, as in Maslow's theory, are located hierarchically. However, there is one fundamental difference between Maslow's and Alderfer's theories: Alderfer believes that movement goes both ways.

Up if a lower level need is not satisfied, and down if a higher level need is not satisfied. At the same time, Alderfer believes that in case of unsatisfaction of a need at a higher level, the degree of action of a need at a lower level increases, which shifts a person’s attention to this level.

Alderfer calls the process of moving up the levels of needs process of satisfying needs, and the process of moving down - process

frustration, those. defeat in the effort to satisfy a need. (Appendix 5).

McClelland's theory of acquired needs.

McClelland's concept of studying and describing influence complicity and needs of power. According to McClelland's ideas, these needs, if present strongly enough in a person, have a noticeable impact on the person's behavior, forcing him to make efforts and carry out actions that should lead to the satisfaction of these needs. At the same time, McClelland views these needs as acquired under the influence of life circumstances, experience and training.

- Need for achievement manifests itself in a person’s desire to achieve his goals more effectively than he did before. People with a high level of need for achievement prefer to set their own goals. However, they usually choose moderately challenging goals and objectives based on what they can achieve and what they can do. The desire to achieve makes people successful in solving the problems they face. A successful entrepreneur must have a high level of need for achievement.

- Need for participation manifests itself in the form of a desire for friendly relations with others. People with a high need for belonging try to establish and maintain good relationships, seek approval and support from others, and are concerned about how others think of them. For them, the fact that someone needs them, that their friends and colleagues are not indifferent to them and their actions is very important.

- The need to dominate is that a person seeks to control the resources and processes occurring in his environment. The main focus of this need is the desire to control people’s actions, influence their behavior, and take responsibility for the actions and behavior of other people. The need for power has two poles: the desire to have as much power as possible, to control everything and everyone and, in contrast, the desire to completely renounce any claims to power, the desire to completely avoid such situations and actions that are associated with the need to perform power functions.

Individuals with high power motivation can be divided into two, in principle mutually exclusive, groups.

First the group consists of those who strive for power for the sake of domination. First of all, they are attracted by the very opportunity to command others. The interests of the organization often fade into the background for them and even lose meaning, since they concentrate primary attention on their leadership position in the organization, on their ability to rule, on their strength in the organization.

Co. second group includes those individuals who strive to gain power in order to achieve solutions to group problems. These people satisfy their need for power by defining goals, setting tasks for the team and participating in the process of achieving goals. It is very important to note that they look for ways to motivate people to achieve these goals and work together with the team to both define goals and achieve them.

McClelland believes that of the three needs considered in his concept (achievement, participation and mastery), for a manager's success highest value has a developed need for power of the second type. Therefore, it is extremely important that the work of a manager, on the one hand, enables managers to satisfy this need, and on the other hand, contributes to the development of this need.

The needs of achievement, participation and mastery in McClelland's concept are not mutually exclusive and are not arranged hierarchically, as was presented in the concepts of Maslow and Alderfer. Moreover, the manifestation of the influence of these needs on human behavior strongly depends on their mutual influence.

Herzberg's two factor theory

It is usually believed that a person’s satisfaction with his actions, his condition, environment and dissatisfaction with all this are two poles, opposites, between which a person’s state and mood can lie.

Herzberg concluded that the process of gaining satisfaction and the process of increasing dissatisfaction, from the point of view of the factors that determine them, are two different processes, i.e. factors that caused an increase in dissatisfaction, when eliminated, did not necessarily lead to an increase in satisfaction. And vice versa, from the fact that any factor contributed to an increase in satisfaction, it did not follow that if the influence of this factor weakened, dissatisfaction would increase (Appendix 6).

The process of “satisfaction - lack of satisfaction” is mainly influenced by factors related to the content of the work, i.e. With internal in relation to work factors. These factors have a strong motivating effect on human behavior, which can lead to good performance at work. If these factors are not present, then their absence does not cause strong dissatisfaction. Herzberg called these factors "satisfiers." This name is not widely used. These factors are usually called motivating. Motivating factors are considered as an independent group of needs, which can be generally called a group of growth needs. This group includes such needs or factors as as achievement, recognition, responsibility, promotion, work in itself, opportunity for growth. If these needs are satisfied, then the person experiences satisfaction. And since they can lead to satisfaction, they play a motivating role.

The process “dissatisfaction - absence of dissatisfaction” is determined by the influence of factors mainly related to the environment in which work is carried out. This external factors. Their absence causes workers to feel dissatisfied. At the same time, the presence of factors in this group does not necessarily cause a state of satisfaction. That is, these factors do not play a motivating role; they seem to be associated with the elimination of “pain” and “suffering”. In management literature they are usually called factors « health» , as if emphasizing that these factors create normal, healthy conditions labor. Factors of “health” can be considered as a group of human needs to eliminate difficulties, desires and problems. These factors help a person eliminate the “pain” he experiences in their absence. But they are not motivating, since they provide normal conditions and do not actually lead to satisfaction. Health factors include wages, safety in the workplace, conditions in the workplace (noise, lighting, comfort, etc.), status, rules, routine and routine work, quality of management control, relationships with colleagues and subordinates. One of the most paradoxical conclusions that Herzberg made from the analysis of health factors was the conclusion that wages are not a motivating factor when employees have a feeling of dissatisfaction; the manager must pay primary attention to those factors that cause dissatisfaction and do everything in order to eliminate this dissatisfaction. Once a state of absence of dissatisfaction has been achieved, trying to motivate employees using health factors is practically useless. Therefore, after this, the manager must concentrate on activating motivating factors and try to achieve high work results through the mechanism of achieving a state of satisfaction among employees.

Comparing the classifications of all four theories, it can be noted that those identified in various theories The groups of needs correspond quite clearly to each other. For example, the need for achievement in McClelland's theory is consonant with the need for self-expression in Maslow's pyramid, the need for growth in Alderfer's theory - a group of needs included in the set of motivating factors, Herzberg's theory. The same correspondence can be established for other groups of needs.

1.4.2 Theories of the motivation process

The most general concept of motivation comes down to the following provisions: a person, having realized the tasks and the possible reward for solving them, correlates this information with his needs, motivational structure and capabilities, sets himself up for a certain behavior, develops a certain disposition and carries out actions leading to a specific result, characterized by certain qualitative and quantitative characteristics. (Appendix 7).

In modern management thought and practice, there are a number of theories that describe the motivation process in sufficient detail and at the operational level.

1. Expectation theory I (W. Vroom, L. Porter, E. Lawler)

Designed to answer the question of why a person makes a particular choice when faced with several alternatives, and how motivated he is to achieve a result in accordance with the choice made. In the most general form expectancy theory can be formulated as a doctrine that describes the dependence of motivation on two points: how much a person would like to get and how possible it is for him to get what he would like to get, in particular, how much effort he is willing to expend for this.

The process of motivation according to expectancy theory consists of the interaction of three blocks:

1) efforts; 2) execution; 3) result. (Appendix 8)

Expectancy theory studies and describes the interaction of these three blocks. At the same time, efforts are considered as a consequence and even result of motivation. Execution is considered as a consequence the interaction of efforts, personal capabilities and the state of the environment, and result as a function depending on execution and on the degree of desire to obtain results of a certain type.

Expectation reflects a person's perception of the extent to which his actions will lead to certain results. Usually these expectations are based on or depend on direct experience, on the depth analysis of what led to success and failure, from the degree of self-confidence, level of training, ability to assess the situation, knowledge of your capabilities and a number of other factors. Expectancy scores range from 0 to 1. If a person believes that performance and results do not depend on his efforts, the expectation is equal to 0. If, on the contrary, he believes that the result and performance completely depend on his efforts, then the expectation receives 1 as a quantitative assessment.

There are two groups of expectations. Expectations binding efforts and performance of work, and expectations connecting the performance of work and the results that follow. The first group of expectations reflects a person’s idea of ​​how much his efforts determine doing the work, i.e. to what extent his efforts determine the results of the first level. Expectations regarding the assessment of the degree of dependence of the outcome the second level from execution, reflects the extent to which a person associates possible consequences for him in the form of reward, punishment, a certain reaction of the team, etc. with the level of performance of their work.

TO key concentration points The attention of the theory is: 1) expectations along the chain “effort - execution”; 2) expectations along the chain “execution - second-level results” and 3) valence of results.

The main provisions of expectancy theory are as follows:

Firstly, because this theory subordinated to the idea of ​​finding an answer to the question of how motivation affects work performance, then the initial the postulate is that performance is determined by the work the meanings of two factors: a person’s capabilities and his motivation.

Secondly, it is stated that motivation is given by the product of the value of the expectation of the results of the first level by the value of the valence of the results of the first level.

Thirdly, the valence of the first level results is given by the product of the quantity valence of second-level results on individual expectations

second level results. A person chooses the alternative where motivation will be higher.

Drawing a general conclusion regarding expectancy theory, it should be noted that it proceeds from the fact that people carry out their actions in accordance with what they expect. possible consequences for them these actions can lead. People, based on the information available to them, make a choice of one of the action alternatives, based on what they will get as a result and what efforts they will have to expend to achieve this result. That is, according to expectancy theory, a person behaves in accordance with what, in his opinion, will happen in the future if he makes a certain expenditure of effort.

Theory setting goals (E. Locke)

Based on the assumption that human behavior determined by the goals that he sets for himself, since It is for the sake of achieving the goals set for himself that he carries out certain actions. It is assumed that setting goals is a conscious process, and conscious goals and intentions are what underlie behavior person.

IN general view basic model describing the production process

goals, looks like this: a person, taking into account the emotional reaction, is aware of and evaluates the events occurring in the environment. On the basis of this, he determines for himself the goals to achieve which he intends to strive, and, based on the goals set, he carries out certain actions and performs certain work. That is, he behaves in a certain way, achieves a certain result and receives satisfaction from it (Papplication9 ) .

There is a certain and fairly close relationship between the characteristics of goals and the characteristics of execution. However, this dependence does not state the fact of the direct influence of the characteristics of the goal on the quality and quantity of labor. Most often, this influence is mediated through the willingness to expend certain efforts determined by goals. Goal setting theory states that the level of job performance, directly or indirectly, is largely dependent on four characteristics of goals:

complexity - the degree of professionalism and the level of performance required to achieve it;

specificity - quantitative clarity of the goal, its accuracy and certainty;

acceptability - the degree to which a person perceives the goal as his own;

Commitment is the willingness to expend a certain level of effort to achieve a goal.

These four goal characteristics influence both the goal itself and the effort that a person is willing to expend to achieve the goal set for him.

In goal setting theory, when considering the dependence of performance on goals, it is emphasized that quality execution depends not only on the employee’s efforts determined by the goal, but also on two groups of factors: 1) organizational factors and 2) the ability of the employee. Moreover, these groups of factors can influence not only the quality and content of performance, but also goals, thereby exerting an indirect influence on motivation and, consequently, an additional influence on performance.

The last step of the motivation process in goal setting theory is the employee's satisfaction with the outcome. The special significance of this step is that it not only completes the chain of the motivation process, but is also the starting point for the next motivation cycle.

The theory states that if as a result of actions a positive result is obtained for the subject, then he receives satisfaction, if negative, then frustration.

General recommendations for the goal setting process can be summarized as follows. First, it is necessary to determine to what extent the organization and the people working in it are ready to implement the goal setting process. Second, If the organization has potential readiness, then it is necessary to carry out a number of activities to practically prepare for the introduction of the goal setting process. Third, Goal setting should be done in a way that emphasizes complexity and specificity and takes into account the acceptability of and commitment to the goals. Fourth, it is necessary to conduct an interim analysis of goals and their adjustments. Fifth, it is necessary to analyze the achievement of goals, summarize the results of previous stages and develop recommendations for the further implementation of the goal setting process.

Theory of equality (S. Adams).

main idea theories of equality consists in the fact that in the process of work a person compares how his actions were evaluated with how the actions of others were evaluated. And based on this comparison, depending on whether he is satisfied with his comparative assessment or not, the person modifies his behavior.

The theory of equality operates with the following main categories:

- individual-- a person who considers the organization's assessment of his actions from the standpoint of fairness and injustice;

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Department of Education of Moscow State Educational Institution of Secondary Professional Education

Moscow State College of Book Business and Information Technologies

COURSE WORK

By discipline "Managerial psychology"

Study of workforce motivation

Completed by: student of group 33 MB

Loginova Anna.

Checked by the teacher

Candidate of Pedagogical Sciences:

Aksinyeva Marina Anatolyevna

Moscow 2009

Introduction

Chapter 1. The essence of motivation of the workforce.

1.1 Methods for studying the motivation of the workforce and analysis techniques.

1.2 Factors, forms of motivation.

1.3 Motivational process.

Chapter 2. General information about the enterprise OJSC “FOP No. 2”.

2.1 Motivation of the workforce based on observation.

2.2 Motivation of workers based on testing.

2.3 Analysis of job satisfaction of the organization’s personnel.

Conclusion

References.

Introduction

The basis of any organization and its main wealth are people. People are the most valuable resource of an organization.

A good organization strives to make the most effective use of the potential of its employees, creating all conditions for the fullest contribution of employees at work and for the intensive development of their potential.

However, all this will be nullified if the members of the organization do not cope with their responsibilities, do not behave appropriately in the team, and strive through their work to help the organization achieve its goals and fulfill its mission.

A person's readiness and desire to do his job are one of the key factors for the success of an organization.

The enterprise is interested in increasing competitiveness, which requires the selection of both highly efficient technologies and equipment, as well as the most capable workers. The higher the level of development of a worker in terms of the totality of his professional knowledge, skills, abilities and motives for work, the faster the material factor of production is improved and more productively used.

Today, significant funds are allocated to the flexible and adaptive use of human resources, increasing the creative and organizational activity of the team, developing the abilities and professionalism of employees, and creating a humanized organizational culture.

You have to work in a new atmosphere, which is characterized by fierce competition in all forms, including the struggle for the quality and professionalism of the workforce. The operating conditions of any company are increasingly dictated by the market, and its conditions present many new, unknown demands to its personnel.

Relevance. A special role in the implementation of management functions belongs to leaders and managers, since their knowledge, ability to motivate and stimulate employees fundamentally influence the results of the team’s work. The production manager is the link between the management system and the enterprise employees who make up the workforce. Middle managers perform very important functions: manage, motivate, stimulate, control and plan. Thus, managers achieve effectively completed work if they clearly and clearly formulate the task assigned to the employee, motivating and stimulating the employee. The effect of business interaction is determined by the quality of work organization in the team. To create an effective team structure, it is necessary to unite all its members with unity of purpose, maintain a rhythmic, organized work, monitor labor discipline and motivate colleagues.

The goal of our work was to explore forms of motivation and stimulation of labor for the effective work of the team.

The effectiveness of the workforce depends on progressive measures of motivation and incentives.

Research methods: analysis of psychological and pedagogical literature, testing, questionnaires, mathematical methods for processing experimental data.

1) Study and analyze the consideration of this problem in the scientific literature;

2) Identify forms of motivation and stimulation of the workforce;

3) Confirm experimentally the dependence of the effective work of the workforce on progressive measures of motivation and incentives.

Chapter 1. The essence of motivation of the workforce.

In order to involve a person in solving a particular problem, one must be able to find the motivation that would prompt him to action. And only with appropriate motivation can people be inspired to solve complex and extremely complex problems.

The study of labor behavior from a management perspective is based on an understanding of it as a process determined by the interaction of internal and external driving forces. Internal driving forces, which have a complex structure, are directly related to the process of motivating work behavior.

The structural elements of the motivation process include: needs, interests, desires, aspirations, values, value orientations, ideals, motives. The process of formation of these internal motivating forces of work activity is understood as the motivation of work behavior.

The essence of motivation is realized through its inherent functions:

Explanatory justification, reasoned expediency of the subject’s behavior.

Regulatory, blocking some actions and allowing others.

Communicative, explanatory and predictive communication in the world of work.

Socialization, through awareness of one’s social role in the micro and macro environment in the work team.

Corrective, as a mechanism for clarifying old and forming new ideals, norms, and value orientations.

A scientific explanation of the mechanism for implementing these functions in the process of motivation is carried out based on one or another scientific theory (concept) of labor motivation.

In relation to the management of activities, motives and incentives were first posed by Adam Smith, who believed that people are controlled by selfish motives, the constant and ineradicable desire of people to improve their financial situation.

UGH. Taylor argued that workers have only instincts to satisfy needs at a physiological level, so they can be “put into action” with the help of elementary incentives.

No labor provided biological nature person, so everyone works only when necessary, i.e. work less, get more. The coercive force of the administrator is the main engine of production and the main motivation for work. Excess labor and underemployment were a powerful incentive to increase labor productivity.

1. A. Maslow’s theory of hierarchical needs, according to which human behavior is determined by two types of needs: basic and derivative. The latter are equal to each other, and the basic ones are arranged in order from “lowest” to “highest”. Moreover, the needs of a higher level are updated for the individual after the previous levels are satisfied.

2. Physical needs - food, breathing, clothing, housing, rest, etc. The most important incentive to satisfy them is money, i.e. the prospect of economic viability, life without material deprivation.

3. Existential needs - the need for security of one’s existence, confidence in the future, etc. These needs are met by incentives such as guaranteed work.

4. Social needs - belonging to a team, communication, care, etc.

5. Prestigious needs - respect from “significant” others, career growth, status, prestige and recognition. It is not enough to feel that they are needed by the organization; people want to be respected in their environment and recognized as unique individuals.

6. Spiritual needs - the need for self-expression through creativity.

It is assumed that every person strives to realize his potential, constantly improve himself, and find his place in life.

Basic needs are motivational variables that are phylogenically, i.e. as a person grows up, and ontogenically, as they are realized as necessary conditions social existence of an individual follow each other. Maslow called the first two types primary (congenital), the other three types secondary (acquired). In this case, the process of increasing needs looks like replacing primary (lower) with secondary (higher) ones. But satisfaction does not act as a motivator of human behavior: hunger drives a person until he is satisfied.

It is obvious that the power of influence of a need (its potential) is a function of the degree of its satisfaction.

2. The theory of the need to achieve results (D. McClelland) explains a person’s desire to work in accordance with the degree of development of his need to achieve success.

3. Dual theory of motivation (F. Herzberger), according to which an individual has two systems (hierarchies) of needs:

Hygienic factors associated with working conditions;

Motivational, related to “internal needs: success, content of work, responsibility, independence in work.

Hygiene factors strengthen and stabilize staff, and motivate them to work productively.

A theory of justice or social comparison, according to which a person increases his work activity by comparing his contribution and return from work with similar indicators of others.

4. Expectancy (evaluation) theory assumes that an individual’s motivational efforts to achieve success are formed on the basis of the high value of future performance results.

5. “Theory X” and “Theory Y” (D. McGregor) are also interesting, according to which it is necessary to abandon Theory X, which believes that the leading motive for work is the threat to deprive the individual of the opportunity to satisfy material needs.

The future belongs to theory Y, which assumes that a person, under appropriate conditions, strives for creativity and responsibility in the world of work.

The considered theories of motivation serve as the basis for the development of motivational models, as a set of approaches and practical measures, built on certain assumptions and views.

Motive- motivating an individual to activity. The motivation for activity is generally associated with the need-motivational sphere. As is known, needs are the objective characteristics of a person as a subject of consumption of goods necessary for his reproduction, functioning and development, namely social needs.

Motive is a criterion for selection individual species activities: educational, labor. A specific activity may correspond not to one motive, but to several at once, i.e. be multimotivated. Due to the connection with the need, the motive performs the function of inducing a person to activity and gives meaning individual actions, goals and conditions for their achievement.

Material interest is the main incentive for work activity, but it does not always work; sometimes it is more important to have more free time, more comfortable working conditions, and less stressful work. Employee satisfaction with wages depends not so much on the size of wages, but rather on fairness in wages.

The social significance of work includes an understanding of the social significance of the work performed. In this case, it is important how the manager treats the employee, whether his colleagues notice his contribution to the common cause, and whether the organization values ​​conscientious work.

1.1 Methods for studying the motivation of the workforce and analysis techniques

The study of team motivation has important theoretical and practical significance in modern personality psychology and labor psychology, management for the study of relationships between people in the field of work.

Study of personnel motivation among middle managers in different countries, identified three most important factors of motivation:

1. The desire to work in a company that is famous, successful and prestigious, that is, the attractiveness of the company as a brand.

2. Work in itself, work as an interesting, exciting activity for the manager, which he performs with pleasure, which provides an opportunity for self-realization.

3. Salary and other types of financial motivation.

It is relevant to create a system for assessing and forming motivation for the work activity of enterprise employees, in which the remuneration system will take its place as one of the means of encouraging work.

The development of a comprehensive system for managing the motivation of work activity of enterprise employees should be carried out in stages. The main stages of such development should include the following activities:

Organizing and conducting monitoring of the real motivation of work activity of employees of various divisions of the enterprise based on specially developed methods for diagnosing hidden and concealed motivation.

Assessment of internal and external factors motivation of work activity, including the needs of the individual workers, management organization, incentives and remuneration system, features of working conditions, labor relations, personnel work, social infrastructure of the enterprise.

Determination of the influence of work motivation on various indicators of work activity, including productivity, quality and safety of work, labor discipline, staff turnover, morbidity, qualifications, responsibility, initiative, creativity, collectivism of workers.

Development and implementation of a system of organizational, personnel and socio-psychological measures aimed at increasing work motivation and job satisfaction of various groups of employees.

Determination of the principles and optimization of the remuneration system, its coordination with the goals and standards of the enterprise, the results of the work of the enterprise, divisions and employees, etc. in order to increase work motivation.

Assessing and monitoring the effectiveness of the enterprise employee motivation management system using both objective criteria of work activity and indicators of real staff motivation.

Research on staff mood in the company (motivation) .

A questionnaire to study the needs of employees in their organization is compiled on the basis of the theories of A. Maslow and D. McClelland, using real factors of motivation and stimulation. This questionnaire is not universal; it is recommended to modify it to suit your own needs.

1. Your specialty and position (enter) ______________;

2. Education: secondary, higher, postgraduate (underline as necessary);

3. Gender: male/female (underline as necessary);

5. Work experience at the enterprise/total work experience _____ /______ years;

6. What motives motivate you to work (check all the options that suit you with any sign or enter your own):

a) material:

The need to constantly receive wages;

Remuneration for long service, based on the results of work for the year;

Other incentives and payments (bonuses);

Other non-monetary rewards (vouchers, travel tickets)

______________________________________;

b) safety and security:

Job security (confidence in employment at the company);

Training in various courses with the support of the company;

Social guarantees (vacation, sickness support);

c) career:

Are you planning your career on your own;

Are you aware of the bank management planning your career;

Do you want to change your job status;

Do you want to work in a different specialty;

d) social:

Long-term habit of working in this team;

Opportunity for free and friendly communication with work colleagues;

Feeling needed by people;

Other ______________________________________;

d) self-esteem:

Your work activity allows you to consider yourself useful - a team worker doing the necessary work;

Do you receive recognition from others for your work?

Do you feel competent in your profession?

Independence in decision making;

Other ______________________________________;

e) self-expression:

The work you do is the most important thing in your life;

Do you realize through your work all your abilities and virtues;

Work gives you the opportunity to express yourself;

Do you feel your maximum involvement in the work process;

Other ______________________________________;

g) higher order needs:

Need for power (do you want to influence other people to achieve personal goals or the goals of your organization?);

Need for success (do you want to achieve success in your professional activity);

The need to belong to something or someone;

Other ______________________________________.

By conducting a study of the moral climate of a team, you can obtain the following information:

the attitude of each employee to the professional activity he performs;

attitude of employees towards colleagues;

the presence and personification of informal leaders in the team;

unadvertised conflicts within the team;

presence of destructive motives among employees, etc.

We ask you to express your opinion on a number of issues related to your work and the team in which you work.

Before answering each question, carefully read all available answer options and place an “X” next to the answer that corresponds to your opinion.

1. Do you like your job?

I like it very much

I think I like it

I don't care about work

Probably don't like it

I really don't like it

2. Would you like to move to another job?

Hard work

Social activity

Lore

Caring for people

Demandingness

Responsiveness

Sociability

Ability to understand people

Justice

Goodwill

4. Which member of your team enjoys the greatest respect among your comrades?

Give one or two names.

_____________________________________________________________

5. Let's assume that for some reason you are temporarily unemployed; Would you return to your current place of work?

6. Please indicate which of the statements below do you most agree with?

Most of our team members are good, nice people

There are all sorts of people in our team

Most of our team members are unpleasant people

7. Do you think it would be good if members of your team lived close to each other?

More likely no than yes

Of course not

I don't know, haven't thought about it

Yes, sure

8. On the scale below, the number “1” characterizes the team that you really like, “9” - the one that you really don’t like. Which cage will you place your team in?

1 2 3 4 5 6 7 8 9

9. Do you think you could give a fairly complete description of the business and personal qualities of the majority of team members?

1) Business qualities of most team members

2) Personal qualities of most team members

I guess so

I don't know, haven't thought about it

Probably not

10. If you had the opportunity to spend a vacation with members of your team, how would you feel about it?

That would suit me just fine

I don't know, haven't thought about it

That wouldn't suit me at all

11. Could you say with sufficient confidence about the majority of members of your team with whom they willingly communicate on business issues?

No, I couldn't

I can't say I haven't thought about it

Yes, I could

12. What atmosphere usually prevails in your team? On the scale below, the number “1” corresponds to an unhealthy, unfriendly atmosphere, and “9” - on the contrary, an atmosphere of mutual understanding and mutual respect. Which cage would you place your team in?

1 2 3 4 5 6 7 8 9

13. Do you think that if you retired or did not work for a long time for some reason, would you feel the desire to meet members of your team and celebrate holidays with them?

Yes, sure

More likely yes than no

I find it difficult to answer

More likely no than yes

Of course not

14. How well do you think your work is organized?

In my opinion, our work is organized very well

Overall not bad, although there is room for improvement

It's hard to say

Work is poorly organized and a lot of time is wasted

In my opinion, the work is organized very poorly

15. Do you think your manager has influence on the affairs of the team?

Definitely yes

I guess so

It's hard to say

Probably not

Definitely not

1.2 Factors, forms of motivation

Determining the required motivating factors:

1. Strategic goals.

2. Time horizon of the goal.

3. Factors influencing the achievement of goals.

4. Correlation of factors with business processes and performers.

5. The degree of possible influence of the performer on success factors.

6. Priorities and interdependence of influencing factors.

Forms of staff motivation:

1. Material and non-material motivation.

Good moral climate in the team, career, good conditions labor, payment of vouchers, social leave.

2. Positive and negative motivation.

The negative one is aimed at ensuring that the employee avoids failures and does not commit certain actions that do not correspond to the corporate culture and are not encouraged in the company.

Positive motivation is motivation that is based on:

On faith in one’s own strength, on the enthusiasm “I’ll do it!”, on responsibility for people and projects, on organization and the habit of working, on being rewarded with happiness.

3. Corporate motivation.

Corporate motivation is a system of declared values, norms, rules, patterns of behavior of employees of the organization, purposefully formed by the management team, the ideal desired image of how the management team would like to see their organization.

4. Individual motivation. Individual approach to each employee.

1.3 Motivational process

Strategic management of a company requires enormous intellectual and financial efforts of management to assess the state of the environment and develop management methods to achieve corporate goals. The effectiveness of this investment will largely be determined by how interested staff are in solving the tasks assigned to them, especially if this solution requires additional effort from them. Developing and activating (motivating) certain staff behavior is one of the most important tasks facing a manager.

The motivation process is built around human needs, which are the main object of influence in order to motivate a person to action. In its most general form, need is a feeling of lack of something, which has an individualized character despite the generality of its manifestation. Innate needs common to all people are called need. Acquired needs are associated with a person’s existence in a group, are more personalized in nature and are formed under the influence of the environment. For example, the need for respect, to achieve results.

As long as the need exists, a person experiences discomfort, and that is why he will strive to find means of satisfying the need. The eliminated need disappears, but not forever. Most needs are renewed, while changing the form of manifestation, moving to another level of the hierarchy of needs. Needs are the main source of human activity, both in practical and cognitive activities. A need realized and formulated by a person does not always lead to action to eliminate it.

This requires certain conditions:

the presence of a strong enough desire to change the situation, to satisfy a need at the level of sensations. This condition is key and determines the direction of efforts to provide resources, to carry out actions and develop abilities, knowledge, and skills to meet needs.

The motivational process includes:

assessment of unmet needs;

1. formulation of goals aimed at meeting needs;

2. identifying the actions needed to satisfy needs.

There are two directions in finding a way to satisfy needs.

Finding a way to achieve success in fulfilling a need. This path activates human activity and gives actions a target orientation. Finding ways to avoid any circumstances, object or conditions makes a person inactive and incapable of independent action. The main motives for human behavior in this situation are anxiety and a feeling of fear. The main task of a manager is to create or activate those needs of personnel that can be satisfied within the framework of the enterprise management system.

Chapter 2. General information about the enterprise OJSC “FOP No. 2”

OJSC Dmitrov offset printing factory No. 2 is an enterprise specializing in the production of small-volume books and magazines. The factory has existed for about 100 years. At first it was a small private printing house producing forms; in 1953, its massive modernization began; the printing house began to specialize in the production of multicolor children's publications. Today it is a well-known enterprise in the printing industry. Magazines such as Murzilka, Funny Pictures, Mickey Mouse and other popular publications are published here. The number of factory employees is more than 200 people. In connection with Russia's transition to a market economy and the introduction of private property, the number of client enterprises (print customers) and competing enterprises has increased. Socio-cultural norms determine the behavior of the organization’s employees, as well as the opinion of the masses of people about the need for the existence of such an organization in connection with the people’s need for its products. The development of new printing technologies determines the need to update equipment and train personnel to work on it (recently appeared books with “cutting”, with “three-dimensional” drawings when using special glasses). There is quite significant competition in the printing products market in the Moscow region. The main competitors are the Chekhov and Mozhaisk printing plants, and the Moscow Children's Book Factory. Suppliers: Electricity, water - Gorvodokanal, Mosenergo. Machine tools, printing machines and computer equipment - Russian and foreign companies for direct orders. Materials: paper is supplied by direct printing customers; paints, varnishes, films and others are purchased by the company itself from Finnish and domestic manufacturers. Labor resources come from special educational institutions. Consumers are enterprises that order printing: the publishing houses “Drofa”, “Egmont Russia”, “Rosmen” and many others. The organization in question uses a linear-functional organizational structure.

2.1 Motivation of the workforce based on observation

Data obtained as a result of observation:

Motivating employees through work organization

Motivating influences on the employee are exerted not only by traditional means (monetary and moral), but also by the characteristics of the work performed. The attitude to work, interest in the final results, readiness to work with high efficiency - that is, those main manifestations of work behavior in which a high level of work motivation is manifested - largely depend on the characteristics and content of the work performed. Therefore, in order for the influence on the employee’s work motivation to lead to desirable changes in the working behavior of personnel, attention should be paid to the most important characteristics work assignments.

The following characteristics of the work they perform have a predominant influence on the work motivation of employees:

1. variety of skills required to perform the job;

2. completeness of the tasks performed by the employee;

3. significance, importance, responsibility of tasks;

4. independence given to the performer;

5. feedback.

The level of skill diversity among workers varies greatly. Employees of departments related to documentation, finance (accounting), relations with suppliers and customers have a very extensive range of knowledge and applied skills. For workers in production workshops, the work process consists of repetitions of the same type of movements. This makes the work monotonous, which greatly reduces interest in it.

The company uses a conveyor-type production method. That is, each employee performs only a separate stage of manufacturing printed products (unwinding and cutting paper, printing, etc.). Even in the economic planning and accounting departments, several people are responsible for one more or less completed job (payroll calculation, etc.), doing only individual operations. This organization of work increases the degree of responsibility and gives meaning and significance to the work performed.

In a factory, the importance of workers in production workshops and work organization departments is different: the organization of printing takes into account the likelihood of small errors by workers servicing the machines. If an employee of the organization’s department makes a mistake, for example, incorrectly calculates the size of the book, then the cutting workers will do the job incorrectly, and everything will have to be redone. Therefore, they are responsible both for themselves and for the production workshops.

Opportunities for making independent decisions increase the sense of personal responsibility for the work performed. If employees can decide for themselves what they will do and how, then they feel more responsible for the results, both good and bad. The enterprise has the opportunity to make independent decisions that do not go beyond the norm.

Feedback is information that an employee has about the effectiveness of his work.

Feedback is effective because workers immediately or after some time see the results of their work: workers in production departments see the finished product immediately, and workers in organizational departments know about the satisfaction or dissatisfaction with the work of customers. This certainly increases the motivation to work correctly.

Motivation through setting work goals

The idea that employee motivation can be enhanced through setting work goals is an important part of management in modern organizations. The motivation of employees depends on the following characteristics of goals and on how the process of setting and implementing goals is implemented:

1. Specificity. The more specific the goals are, the more likely it is that the employee will understand how and when he should
reach them. Theoretically, the goals and objectives of the work should be clearly and specifically communicated to each employee, but it happens that the information is incomplete or not delivered to the employee in a timely manner. This, of course, sometimes leads to mistakes.

2. Complexity. This is the extent to which an employee views goals as difficult, challenging and challenging, but achievable. The complexity of most workers' jobs is average and does not challenge their capabilities.

3. Acceptability . This is the extent to which the employee accepts the goals and wants to achieve them. As a rule, when hiring a person, he is informed about the goals and tasks that he will have to perform. Therefore the goals are acceptable.

4. Active participation in goal setting. This allows the employee to feel personal responsibility for the success of their achievements in the future. The management of the organization participates in setting goals; other employees only implement them.

5. Providing feedback. Workers need information regarding how well they are performing the work assigned to them. Feedback is provided well. Employees receive information about the performance of their work immediately based on the results of the operations performed. The entire management team knows about the successes of the enterprise specifically, in numbers. An increase or decrease in the number of orders is felt at all stages of production.

2.2 Motivation of workers based on testing

Testing is a research method that allows you to reach a large number of people without spending a lot of time and therefore without distracting them from the work process. However, it is important to correctly compile a list of questions - understandable to everyone and a small number of them. Since testing involves choosing an answer from those proposed, the answer may not exactly coincide with reality, because it is impossible to predict all possible answers.

On April 25, 2009, testing was conducted among employees to determine the level of job satisfaction. 48 people were interviewed, 8 of whom were production shop workers.

Using testing, the following data was obtained:

The average age of employees at the enterprise is 48.5 years;

The average work experience at this enterprise is 20 years. This suggests that the people who passed the test know very well the procedures and rules of the factory, the principles of work organization. And they answered questions consciously, based on real facts;

58% are satisfied with the salary level, 34% are not satisfied, the rest found it difficult to answer;

The process of the work being performed was rated on a five-point scale as 4 and 5, respectively, by 58% and 29%, which is the absolute majority;

38% see prospects for professional and career growth, 15% do not see them. 42% of employees surveyed are not interested in growth prospects. This is explained by the average age of workers;

67% are completely satisfied with the relationship with their immediate supervisor; 25% are more likely to be satisfied than not; 8% of respondents were unable to answer;

The importance and responsibility of the work performed is satisfied by 50%, more likely to be satisfied than not by 33%, 17% of respondents could not answer;

Working conditions were rated 1 point by 13%, 2 points by 12%, 3 points by 25%, 4 points by 21%, 5 by 29%. Almost all employees of production departments are dissatisfied with working conditions. The test showed a different result due to an advantage among the surveyed knowledge workers who work in separate offices;

33% consider the job to be reliable and give confidence in the future - quite; 25% consider it more reliable than not. 17% are completely unsatisfied with the reliability of operation, 25% could not decide;

42% consider their work to be respected by a wide range of people, and 21% are also almost sure of this. 4% are rather dissatisfied with the opportunity to do a respectable job, and 33% could not say;

Opinions differed on how effective the work was in general: 2, 3 and 4 points were given by the same number of people - 25% each. The remaining 25% shared the opinions “completely satisfied with the effectiveness” and “not satisfied at all”;

The vast majority of people are satisfied with the relationships they have with their workmates - 79%. 21% believe that relationships are more satisfying than not;

38% of survey participants are quite satisfied with the opportunity to demonstrate independence and initiative in work, 33% rated it 4 points out of 5. 25% found it difficult to answer, and 4% believe that the opportunity to demonstrate independence is rather lacking;

The working mode satisfies 71% of workers completely, 17% is also more likely to satisfy than not, 4% are undecided, and 8% would prefer a different mode;

Compliance of the job with the employee’s abilities: 46% - 5 points, 33% - 4 points and 21% - 3 points;

33% perceive work as a means of achieving success in life. Another 29% are also close to this. 17% cannot say whether their job as a means of achieving success in life is satisfactory or not, and 21% of respondents are not at all satisfied.

In addition, wishes and suggestions on the following issues were indicated:

Begin intensive introduction of new technologies into the production process;

Production growth;

Improve working conditions (expand the premises, increase noise insulation, normalize temperature regime, ventilation);

Allocate another office for accounting;

Increase wages;

Update equipment;

Change the attitude of all employees to work conscientiously, strive for self-improvement;

Balance the ratio of people’s workload and their wages;

Review tariff rates;

Provide workers with special clothing;

Consider a canteen;

Pay for travel from home to factory;

To achieve tax reductions for enterprises in the printing industry.

As can be seen from the survey, wishes relate to strengthening financial incentives and improving working conditions. Employees are also interested in the development and prosperity of the enterprise, understanding its importance for the life of society.

2.3 Analysis of job satisfaction of the organization’s personnel

Let us analyze the job satisfaction of the personnel of the organization under study:

1. Salary amount. Since only 17% of workers are completely satisfied with their wages, and the majority of respondents - 58% - are dissatisfied with it, it is imperative to resolve this problem. You should carefully check the compliance of the workload of workers with tariff rates, compare the level wages this enterprise and other enterprises in the same industry. It is necessary to increase the material motivation of employees, which will lead to high costs, then a system of bonuses and bonuses should be established to increase the indicator.

2. The process of the work being performed. According to this indicator, the situation is much better. 87% of respondents are completely satisfied or rather satisfied with their work. This is due to the fact that people consciously chose their specialty. However, there are several percent of respondents who are rather dissatisfied with the work process. These are most likely factory workers. The work there is really hard and requires a lot of physical exertion. In view of this, it is necessary to optimize the work process as much as possible, purchase and put into use modern machines, and update technologies. Install modern equipment in the work organization departments, provide Internet access to all offices for more quick exchange information among themselves and with customers.

3. Prospects for professional and career growth. The survey showed that 21% do not see growth prospects, and about half found it difficult to answer. Management should take a greater interest in the growth and progress of employees. This may be expressed in the fact that the employee will be assigned more complex work, or the employee can be delegated more responsibility for performing a certain job.

4. Relationships with the immediate supervisor. 67% responded that they were satisfied with this factor. If we remember that the average work experience of respondents at this enterprise is 20 years, then we can assume that the relationship has already improved in any case.

5. The importance and responsibility of the work performed. 83% of surveyed workers are satisfied with this indicator. Indeed, everyone has quite a high responsibility.

6.Working conditions. As it turned out, very little attention is paid to this indicator at the offset printing factory. Normal temperature is poorly maintained in the premises of production departments, and production workshops are very noisy, poorly ventilated, and there are absolutely no places for workers to rest. We definitely need to put things in order, since this is one of the the most important factors job satisfaction.

7.Reliability of a place of work, giving confidence in the future . 58% are satisfied with the work according to this indicator, but 17% are completely dissatisfied. This is due, on the one hand, to the age of the enterprise and fairly stable production. On the other hand, with the instability of the Russian market.

8. The ability to do work that is respected by a wide range of people. 63% of people are satisfied with this indicator. Therefore there are no problems here. Employees understand the importance of the existence of such an enterprise and they are interested in its development, because many have children.

9. How effectively the work as a whole is organized . The low rating of this indicator is due to the fact that the enterprise is quite old and the technology has not been updated for a long time. There is scope for increasing operational efficiency.

10.Relationships with workmates. 96% of respondents are satisfied with this indicator - the highest rating of all points in the questionnaire. However, this does not mean that you can forget about this indicator. In the future, the organization should also maintain good relationships between employees. This can be realized by organizing joint events: banquets, meetings, excursions.

11. Opportunities to demonstrate independence and initiative at work. 72% of the surveyed personnel responded that they were satisfied with this indicator. And 28% are not satisfied or they cannot decide. Immediate supervisors of employees should identify people with low levels of satisfaction this indicator and, where possible, provide more initiative in the duties they perform.

12.Operating mode. High satisfaction with this indicator (88%) is due to the fact that the work schedule is standard: 40-hour working week with 8 hour working days. The remaining 12% would apparently be more comfortable working on a flexible schedule. But this is impossible due to the mandatory presence of all workers at their workplaces during the production process.

13.Match the job to your abilities. The survey showed very high satisfaction with this indicator, because highly qualified specialists work in responsible positions at the factory, and where physical strength is more required, people with this very strength work there. But when hiring, you should pay more attention to checking the real knowledge and abilities of a person, and assign him an appropriate position.

14. Work as a means to achieve success in life. 38% of respondents noted average satisfaction with this indicator. This is due not only to the factory, but also to the low standard of living in Russia.

Conclusion

This paper examined the process of studying the motivation of the organization's personnel. The assigned tasks to study methods for increasing the motivation of the organization's employees were completed.

Based on theories of labor motivation, it has been revealed that motivation is based on an inextricable connection with the biological and social needs of a person. Motivation makes a person’s behavior purposeful and his goal will be what can lead to the elimination of the experienced state of need for something. It was revealed that high returns from employees are possible only if they are interested in the final result and have a positive attitude towards the work performed. This is possible only when the process of work and its final results allow a person to satisfy the most important of his needs.

Having studied the theories of labor motivation and conducted research at the enterprise OJSC "FOP No. 2", we can formulate the basic principles of motivating the organization's employees:

1. Treat your employees as individuals.

2. Be sincere when praising subordinates.

3. Invite subordinates to actively participate in the affairs of the organization.

4. Make work interesting.

5. Encourage collaboration and group work.

6. Give employees the opportunity to grow.

7. Set realistic goals.

8. Communicate with your subordinates more often.

9. Link rewards to results.

10. All employees should not be rewarded equally.

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