International student scientific bulletin. Types of material and non-material motivation of personnel

Kalmyk State University named after B.B. Gorodovikov

Keywords

motive, motivation, incentives, needs, theories of motivation

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Abstract to the article

To manage a person means to control the motives of his behavior. This type of influence, i.e. influence on motives, is recognized as the most effective in comparison with direct (administrative) influence. But at the same time, this is a more complex path of influence, since it requires the choice of incentives that not only exactly correspond to the goals that the organization faces, but also to the motives of employee behavior. The most important role in the personnel management system is played by employee motivation and stimulation. Providing an appropriate level of motivation allows us to solve the problems of increasing the productivity of each employee and the efficiency of the entire production, ensuring a systematic increase in personnel qualifications, and stabilizing the team. A person's readiness and desire to do his job are one of the key factors for the success of an organization.

Text of a scientific article

1. The concept of motivation Motivation is the process of motivating oneself and others to act in order to achieve personal goals or organizational goals. People work for something. Some strive for money, others for fame; still others - to power; still others simply love their job. These and other circumstances that motivate a person to be active are called motives, and their application is called motivation. Motive (French motif, from Latin movere - to encourage, set in motion) is an internal drive that determines the direction of a person’s activity in professional behavior as a whole. Motives perform the following functions: 1) orienting - directs a person to the choice of behavior that is most acceptable in a given situation; 2) meaning-forming - determines the subjective significance of the chosen behavior; 3) mediating - mediates external and internal incentives to action in relation to the individual and influences behavior; 4) mobilizing - promotes the mobilization of internal reserves for the implementation of activities; 5) justificatory - lays down a person’s attitude towards a pattern of behavior, social norm. Stimulus is an incentive to activity associated with the influence of factors and subjects external to the individual. In terms of content, incentives can be economic or non-economic. The essence of economics is that people, as a result of fulfilling the requirements placed on them, receive certain benefits that increase their well-being. Such incentives can be direct (cash income) or indirect, facilitating the receipt of direct ones (additional free time, allowing you to earn money elsewhere). Non-economic incentives are divided into organizational and moral. For example, communication about successes, professional development and career planning have a positive impact on motivation; regular positive evaluation, promotion. To successfully manage people, every manager must have at least a general idea of what his subordinates want and don’t want, what are the main motives for their behavior, how to influence them and what results to expect. The final reward (or punishment) is associated with the achieved result (final or intermediate), so it must reflect the employee’s contribution to it, be fair, and encourage him to work even better in the future. 2. Theories of motivation 2.1 Content theories of motivation Maslow is known in the business world as the creator of the hierarchy of human needs. According to this model, the main needs are water and food; until she is satisfied, we practically do not need anything else (except, perhaps, mobile phone). Once we have water and food, we begin to worry about things like shelter, clothing and safety. When we already have this, at least partially, we switch to social needs; Maslow called this the need to belong to a group. This role is partially fulfilled by the family, but over time there is a desire to join some club or association. We then seek to satisfy our need for the respect of others by demonstrating our abilities and competing with them for power, victory, or recognition. This extroverted need is gradually replaced by a less aggressive need for self-esteem. Here we set higher standards for ourselves and look for our own criteria to evaluate ourselves instead of those from the standpoint of which others view us. Rice. 1. Maslow's pyramid of needs According to Maslow, the highest stage - self-realization - occurs when both needs for respect are satisfied, and a person no longer needs to prove anything to himself and others. Maslow called such a person self-actualizing rather than self-actualized, believing that this process is endless. At the stage of self-realization, the need for purpose and meaning in life arises. A person wants his work, activity and existence itself to be of some value to others. McClelland's Needs Theory Another model of motivation that focused on higher-level needs was David McClelland's theory. He believed that people have three needs: power, success and belonging. The need for power is expressed as a desire to influence other people. People with a need for power are not necessarily power-hungry careerists in the negative and most commonly used meaning of these words. The need for success also lies somewhere in between the need for esteem and the need for self-expression. This need is satisfied not by proclaiming the success of this person, which only confirms his status, but by the process of bringing the work to a successful completion. Motivation based on the need for involvement according to McClelland is similar to motivation according to Maslow. Such people are interested in the company of acquaintances, establishing friendships, and helping others. People with a strong need for affiliation will be attracted to jobs that provide them with extensive opportunities. social communication. Their leaders must maintain an atmosphere that does not restrict interpersonal relationships and contacts. A leader can also ensure that their needs are met by spending more time with them and periodically bringing them together as a separate group. ERG theory by K. Alderfer K. Alderfer in the ERG theory identifies: existential needs, approximately corresponding to the two lower steps Maslow's pyramids; communication needs (maintaining contacts, recognition, gaining support, etc.), covering the third, as well as partially the second and fourth stages; growth needs (recognition and self-affirmation), basically equivalent to the top two steps of Maslow's pyramid. F. Herzberg's two-factor model Another concept within the framework of the content approach is F. Herzberg's two-factor model. The author showed that people’s behavior is influenced not only by satisfaction, but also by dissatisfaction of certain needs. Herzberg divided the needs into two groups: motivational (for recognition, success, creative growth, promotion, etc.) and “hygienic” related to working conditions (earnings, state of the internal environment, etc.). “Hygiene” factors do not motivate workers, but only prevent them from developing a feeling of dissatisfaction with their activities and their conditions. This led Herzberg to the seemingly unexpected conclusion that with the help wages As such, people cannot be stimulated. To do this, it is also necessary to include motivational factors. Although Herzberg and other proponents of this approach made important contributions to the understanding of motivation and its factors, they did not take into account many of the circumstances necessary to explain its mechanism. First of all, this concerns psychological aspects and influence external environment. The authors of the process approach tried to overcome these shortcomings. 2.2. Process theories of motivation V. Vroom's Theory of Expectations Expectations can be considered as an assessment by a given person of the probability of a certain event. Most people expect, for example, that graduating from college will allow them to earn better job and that if you work hard, you can advance in your career. When analyzing motivation to work, expectancy theory emphasizes the importance of three relationships: labor costs - results; results - reward and valence (satisfaction with reward). Expectations regarding labor inputs - results (L-R) are the relationship between the efforts expended and the results obtained. If people feel that there is no direct connection between the effort expended and the results achieved, then, according to expectancy theory, motivation will weaken. A lack of communication may occur because the employee has poor self-esteem, because the employee is poorly trained or trained, or because the employee has not been given sufficient authority to perform the task at hand. Expectations regarding results - rewards (R-B) are expectations of a certain reward or incentive in response to the level of results achieved. The third factor that determines motivation in expectancy theory is the valence or value of the incentive or reward. Valence is the perceived degree of relative satisfaction or dissatisfaction resulting from receiving a particular reward. Because different people have different needs and desires for rewards, the specific reward offered in response to performance may not be of any value to them. If the valence is low, i.e. the value of the reward received is not too great for a person, then expectancy theory predicts that motivation labor activity and in this case it will weaken. If the value of any of these three factors critical to determining motivation is small, then motivation will be weak and work results will be low. The relationship between these factors can be expressed by the following formula (it is also shown in Fig. 2.). Fig.2. Vroom's model of motivation Motivation = Z-R x R-V x valence. Equity Theory Equity theory posits that people subjectively determine the ratio of reward received to effort expended and then relate it to the rewards of other people doing similar work. If the comparison shows imbalance and injustice, e.g. If a person believes that his colleague received more compensation for the same work, then he experiences psychological stress. As a result, it is necessary to motivate this employee, relieve tension and correct the imbalance to restore justice. Research shows that typically when people feel they are underpaid, they work less hard. If they believe they are overpaid, they are less likely to change their behavior and activities. J. Adams' theory of justice Another concept within the process approach is J. Adams' theory of justice. He argues that a person’s motivation is greatly influenced by the fairness of the assessment of his activities and the results achieved. Fairness is determined by comparing the current assessment with previous ones, as well as with assessments of similar achievements of other people. If a person sees that he is being treated with the same standards as others, he will feel satisfied and will be active. The theory of goal setting The theory of goal setting proceeds from the fact that a person’s behavior is determined by the goals that he sets for himself, since it is for the sake of achieving the goals that he has set for himself that he carries out certain actions. It is assumed that goal setting is a conscious process, and conscious goals and intentions are what underlie the determination of human behavior. The roots of this theory, in a certain sense, go back to the developments of F. Taylor, but the leading developer of this theory is Edwin Locke. IN general view the basic model describing the process of goal setting will look like as follows. 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 goals to achieve which he intends to strive, and, based on the goals set, 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 (Fig. 3). There is a certain and fairly close relationship between the characteristics of goals and the characteristics of execution. Rice. 3. Diagram of the model of the motivation process through this dependence does not state the fact of the direct influence of the goal characteristics on the quality and quantity of work. Most often, this influence is mediated by the willingness to expend certain efforts determined by the goals. Goal setting theory states that the level of job performance, directly or indirectly, largely depends on four characteristics of goals: complexity, specificity; acceptability; commitment. 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. Goal commitment reflects the willingness to expend a certain level of effort to achieve a goal. This is a very important characteristic of the goal for the level and quality of execution, since it can play a decisive role at the stage of execution if the reality and difficulties of performing the work will differ significantly from what they seemed to be at the stage of goal setting. Commitment to a goal may increase as work progresses, or it may decrease. Therefore, management must constantly monitor the level of commitment to the goal on the part of employees and implement the necessary measures to maintain it at the proper level. The theory of goal setting, when considering the dependence of performance on goals, emphasizes that the quality of performance depends not only on the employee’s efforts determined by the goal, but also on two groups of factors: organizational factors and employee abilities. 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 The motivation process in goal setting theory is the employee's satisfaction with the result. 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. At the same time, the goal setting theory states that satisfaction or dissatisfaction is determined by two processes: an internal process in relation to a person and an external one. Internal processes leading to satisfaction are mainly related to how a person evaluates the result he received in terms of its correlation with the goal. If the goal is achieved, the task undertaken is completed, then the person experiences a feeling of satisfaction. If not, then this causes dissatisfaction. This circumstance gives rise to a certain contradiction in goal setting. As already mentioned, the higher and more complex the goal, the higher the level of execution. At the same time, a high goal may be more likely to lead to the fact that it will not be achieved, and, consequently, the person will feel a feeling of dissatisfaction and frustration. This, in turn, can lead to a desire to set lower goals and refuse to set or accept challenging goals. Therefore, it is important to approach this problem very seriously at the goal setting stage. External processes that influence a person’s satisfaction or dissatisfaction with the results achieved are the processes of reaction to the results of work from the environment, the environment’s assessment of performance. If the environment reacts positively (gratitude from management, promotion, increased pay, praise from colleagues, etc.), then this causes satisfaction; if not, it leads to dissatisfaction. External processes also contain some contradictory principles. The essence of this contradiction is that a person behaves in accordance with his goals, and the assessment of his actions is most often based on the results of execution. Therefore, if a person achieves his goals, but at the same time demonstrates a low level of performance, moderate or even negative external assessment can lead to very strong frustration and a sharp drop in motivation to continue the action.

Every manager wants to see hardworking and responsible employees in his subordinates. But, unfortunately, the facts indicate that such people are an obvious minority. Roughly speaking, getting a person to work, and to work well, is the main task of a manager. In modern conditions, in order to get a person to work, you need to interest him, i.e. motivate. First of all, speaking about staff motivation, it is necessary to define the difference between the concepts of “motivation” and “stimulation”. Motivation is a dynamic system of interacting internal factors (motives) that cause and direct goal-oriented behavior in a person or animal. Under internal factors means needs, desires, aspirations. Motivated activity is a person’s actions determined by internal motivations aimed at achieving his goals.

On the other hand, a different definition is common in economic circles, where motivation is the process of motivating oneself and others to act to achieve personal or organizational goals. Here, motivation is presented as an external influence on a person, which is more similar to the concept of stimulation. Naturally, in the context of our topic, these two concepts are inextricably linked, but for a deeper and more qualitative analysis of the question posed, I consider it necessary to distinguish between them.

Motivation is the basis of an employee’s labor potential and, accordingly, the most important factor labor productivity. It is impossible to overestimate its importance. In psychology, there are two types of motivation: positive and negative. Positive motivation is the desire to achieve success in one's activities. It usually involves the manifestation of conscious activity and is associated in a certain way with the manifestation of positive emotions and feelings, for example, the approval of colleagues. Negative motivation includes everything that is associated with the use of condemnation, disapproval, and implies punishment not only in a material, but also in a psychological sense. With such motivation, a person strives to avoid failure. Fear of punishment leads to negative emotions, which in turn causes reluctance to work in this field of activity. But repeated use of both punishments and rewards significantly reduces their effectiveness, that is, the measure of impact. Gradually a person gets used to it and stops reacting to them, taking it for granted. Psychologists confirm this pattern. Of course, this negatively affects labor results (especially in the case of negative motivation).

Exclusively external stimulation will not be effective unless conditions are created for the emergence of motivation itself. There are many conditions with to varying degrees forces of influence on people of different psychological types, so it is difficult to choose a fundamental one. The main ones are: working conditions (household), earnings, relationships with colleagues, organizational policy, social status employee, reliability (guarantee of job retention), employee’s lifestyle.

The process of motivation occurs differently for different people, but an organization’s personnel policy, based on an individual approach to an employee, is a utopia. A well-developed system of incentives for work activity is undoubtedly the key to success.

The system of incentives and motives must be based on a certain base - the normative level of work activity. The fact that an employee enters into an employment relationship presupposes that for a certain remuneration he must perform a certain range of duties. But it’s too early to talk about stimulation here, since only negative motivation associated with fear of punishment works. Practice involves at least two such penalties: partial payment of remuneration and termination of employment relations. Discipline coerces and limits freedom of action, but it is a necessity. In addition, the line between control and stimulation is quite arbitrary. Worker with highly motivated has self-discipline, the habit of conscientiously fulfilling requirements and treating them as the norm of one’s own behavior.

The needs that satisfy incentives can be divided into internal and external. The first includes a sense of self-esteem from the results achieved, a sense of one’s importance in the work process; they are also called moral incentives. The second is everything that the company provides for performing work, that is, wages, bonuses, career growth and other incentives. They can also be called material and social incentives.

Let us consider the above types of incentives in more detail.

Monetary incentives are the most obvious and used way by an organization to reward an employee. Wages have three main functions: reproductive, stimulating and status.

Reproductive function is a factor, in the absence or insufficient degree of which a person becomes dissatisfied with work. It provides a person with the reproduction of labor power at the level of consumption. Hence the determining significance of this function in relation to the others. Wages must be the main part of the worker’s fund of life, otherwise it cannot perform either a reproductive or a stimulating function.

The stimulating function is most important from the management’s perspective, since every manager wants the employee to perform his duties with the greatest efficiency. But only under certain conditions will an increase in wages stimulate an increase in labor productivity. The first condition is that people should attach greater importance to salary, that is, it, as mentioned above, should be the main source of income. The second is that people should feel that there is a clear connection between wages and labor productivity. The employee must believe that if his productivity increases, this will lead to an increase in his salary. In turn, every manager must understand that the amount of remuneration should be determined by individual contribution to overall result. Of course, the “ceiling” of the desired payment will increase all the time. The feeling of injustice in determining the amount of remuneration haunts all employees, since their claims are based not on how much “I can” earn, but on how much “I want” to receive, that is, to spend. And that's the key word. In the employee’s mind, wages are assessed not by personal labor contribution, but by what can be purchased with it.

And finally, the status function. It consists in the correspondence of the status, determined by the amount of earnings, to the labor status of the employee within the framework of the considered social structure. Status is usually understood as a person’s position in a particular system of social connections and relationships. Accordingly, labor status is the place of a given employee in relation to others, both vertically and horizontally. The salary is one of the most important indicators status. For example, the head of a department has a higher status than an ordinary employee, so the status function will be performed if the boss’s remuneration is higher than that of an ordinary employee. This stimulates more productive activity in order to obtain a higher position, and, accordingly, remuneration. But unfair (from the point of view of an ordinary employee) wage differentiation leads to a drop in motivation, and, consequently, in labor results.

The conclusion from the above is that it is sometimes difficult, and often simply uneconomical, to evaluate the individual contribution of an employee and assign him an appropriate salary. In many cases, material rewards cannot motivate people to work more efficiently and, accordingly, the purpose of the incentive system is not fulfilled.

As for material and social incentives, which, like material and monetary ones, are external rewards. Firstly, this is the creation necessary conditions highly productive labor. Such conditions are the organization of the workplace, the absence of distracting noise, and sufficient lighting. Management's attempts to standardize working conditions, in my opinion, cannot be crowned with success. Can you imagine creating a personal workspace for each employee? Yes, this is not necessary. It is enough to have only a few options for organizing the workplace, developed taking into account the main individual types, so that the employee can choose from them the one that best suits his individuality.

Individualization of working conditions is one of the reserves for increasing productivity. Ways of such individualization can be individual regulation; choosing one of the standard options or selecting a work station or building in accordance with individual characteristics employee. These methods can be used in the process of rationalization and especially the design of various elements of the production environment.

The main thing in creating conditions for highly productive work is to find an opportunity to move away from the monotonous to a more interesting, creative, meaningful work process. Psychologists suggest several measures or, so to speak, ways to combat monotony:

Combining overly simple and monotonous operations into more complex and varied in content;
Periodic change of operations performed by each worker, that is, combination of operations;
Periodic changes in the rhythm of work;
Introduction of an additional break;
Introduction of extraneous stimuli (functional music).

The labor process should not make workers feel chronic fatigue. As a result of the lack of free time and constant neuro-emotional overload of the employee, his labor productivity will sharply decrease, as he will avoid work. Stimulation free time assumes an optimal balance between working and free time, since people, in addition to work itself, naturally have other, no less important matters, such as hobbies, sports or recreation.

The psychological microclimate in the team should have a beneficial effect on the well-being of employees. Private conflicts take up too much energy that could be used in the labor process. The manager must minimize the possibility of such conflicts. The conditions for creating a favorable microclimate are his (the leader’s) authority, the compatibility of team members in terms of character, value orientations and other properties; the presence of influential leaders in informal groups and the attitude of these leaders towards the production tasks facing the team. A healthy work team is not alien to the following concepts: purposefulness, cohesion, exactingness, discipline, independence, social activity, stability of behavior in a difficult environment.

And finally, one of the most effective incentives is promotion. It is effective, firstly, by increasing salaries, expanding the range of powers and increasing the degree of responsibility. Promotion allows the employee to assert himself, as he becomes involved in making important decisions, and also increases access to information. A person begins to work more efficiently, since all of the above forces him to avoid mistakes and mistakes.

To summarize regarding material and social incentives, we can note the special importance of this type of incentive in conditions of the impossibility of effective monetary incentives, associated, for example, with the financial crisis.

In conclusion, it must be said that the employee needs constant supervision. Given the reluctance to work inherent in any person, he will always find ways to minimize efforts and not fulfill his duties to the fullest. But control has huge disadvantages. Firstly, this is not profitable from an economic point of view, and secondly, the employee will feel exploited, which cannot have a positive impact on labor productivity. It turns out to be a vicious circle, where there is only one way out - to motivate a person not only as an employee, but also as an individual.

Moral and psychological incentives are internal, which excludes direct influence, but only the creation of conditions for their occurrence. Of course, first it is necessary to satisfy the lower needs of the employee through material incentives and only then begin “education”, where basic system employee values. Wages, which become only a hygienic factor, are being replaced by more powerful internal incentives, under the influence of which a person works much more successfully, and the profits received from such activities more than pay for the funds spent by the company on satisfying the lower needs of the staff.

Bibliographic link

Zlyvko O.V. SPECIFICITY OF STAFF MOTIVATION IN MODERN CONDITIONS // Basic Research. – 2009. – No. 3. – P. 60-62;
URL: http://fundamental-research.ru/ru/article/view?id=2244 (access date: 04/06/2019). We bring to your attention magazines published by the publishing house "Academy of Natural Sciences"

Hello! In this article we will tell you everything about staff motivation.

Today you will learn:

What is motivation and why to stimulate employees.
What types of motivation exist.
The most effective ways encourage employees to perform their duties efficiently.

Concept of staff motivation

It is not often that you meet a person who is completely and completely satisfied with his job. This is because people often occupy positions not according to their calling. But it is within the power of the manager to make sure that the work process is comfortable for everyone, and that employees perform their duties with pleasure.

Successful businessmen know firsthand that their employees need to be stimulated and encouraged in every possible way, that is, motivated. Labor productivity, the quality of work performed, the company’s development prospects, etc. depend on this.

Motivation of personnel in the organization – These are activities aimed at a person’s subconscious, when he has a desire to work effectively and perform job duties efficiently.

For example, imagine a team where the boss does not care about his subordinates. It is important to him that the work is completed in full. If an employee fails to do something, he will be fined, receive a reprimand or other punishment. In such a team there will be an unhealthy atmosphere. All workers will work not at will, but under compulsion, with the goal of...

Now let’s consider another option, where the employer motivates the staff in every possible way. In such an organization, all employees are likely to have friendly relations; they know what they are working for, are constantly developing, benefit the company and receive moral satisfaction from this.

A good manager simply must be able to stimulate staff. Everyone benefits from this, from ordinary employees to the highest management of the company.

Personnel motivation goals

Motivation is carried out in order to unite the interests of the enterprise and the employee. That is, the company needs high-quality work, and the staff needs a decent salary.

But this is not the only goal pursued by employee incentives.

By motivating employees, managers strive to:

Interest and attract valuable personnel;
Minimize the number of people leaving (eliminate “staff turnover”);
Identify and deservedly reward the best employees;
Monitor payments.

Theories of personnel motivation

Many aspiring businessmen thinklessly approach solving motivation issues. But in order to achieve the desired results, it’s not enough just. It is necessary to analyze the problem and move on to its competent resolution.

To do this, it is necessary to study the theories of motivation famous people. We will look at them now.

Maslow's theory

Abraham Maslow argued that in order to effectively motivate your employees, you need to study their needs.

He divided them into 5 categories:

Physical needs– this is a person’s desire to satisfy his needs at the physiological level (drink, eat, relax, have a home, etc.).
The need to be safe– all people strive to be confident in the future. It is important for them to feel physical and emotional safety.
Social needs- Every person wants to be part of society. He strives to have a family, friends, etc.
Need for recognition and respect– people strive to be independent, recognized, have status and authority.
The need to express oneself– a person always strives to conquer heights, develop as a person, and realize his potential.

The list of needs is compiled in such a way that the first item is the most important, and the last is less significant. A manager doesn't have to do everything 100%, but it is important to try to address every need.

McGregor's "X and Y" theory

Douglas McGregor's theory is based on the fact that people can be controlled in 2 ways.

Using theory X, control is carried out using an authoritarian regime. It is assumed that the team of people is disorganized, people hate their work, shirk their duties in every possible way, and need strict control from management.

In this case, in order to improve work, it is necessary to constantly monitor employees and encourage them to conscientiously perform job responsibilities, develop and implement a system of punishments.

TheoryY radically different from the previous one. It is based on the fact that the team works with full dedication, all employees take a responsible approach to fulfilling their duties, people organize themselves, show interest in work, and strive to develop. Therefore, managing such employees requires a different, more loyal approach.

Herzberg Theory (Motivational-Hygiene)

This theory is based on the fact that doing work brings satisfaction or dissatisfaction to a person for various reasons.

An employee will be satisfied with his work if it contributes to his self-expression. Personnel development depends on opportunity career growth, the emergence of a sense of responsibility, recognition of the achievements of employees.

Personnel motivation factors that lead to dissatisfaction are associated with poor working conditions and shortcomings in the company's organizational process. This could be low wages, poor working conditions, an unhealthy atmosphere within the team, etc.

McClelland's theory

This theory is based on the fact that people's needs can be divided into 3 groups.

Employees' need to manage and influence other people. People with this need can be divided into 2 groups. The first ones simply want to control others. The latter strive to solve group problems.
Need for success. People with this need strive to do their job better each time than the previous time. They like to work alone.
The need to be involved in some process. These are employees who want recognition and respect. They love to work in organized groups.

Based on the needs of people, it is necessary to introduce the necessary incentive measures.

Process theory of employee stimulation

This theory is based on the fact that a person wants to achieve pleasure while avoiding pain. The manager, acting according to this theory, should reward employees more often and punish less often.

Vroom's Theory (Expectancy Theory)

According to Vroom, the peculiarities of personnel motivation lie in the fact that a person performs the work that, in his opinion, will satisfy his needs with the highest quality possible.

Adams theory

The meaning of this theory is as follows: human labor should be rewarded accordingly. If an employee is underpaid, then he works worse, and if he is overpaid, then he works at the same level. Work performed must be fairly compensated.

Types of staff motivation

There are many ways to motivate employees.

Depending on how you influence your subordinates, motivation can be:

Straight– when the employee knows that if the work is done quickly and efficiently, he will be additionally rewarded.

Direct motivation, in turn, is divided into:

Material motivation of staff– when an employee is stimulated, bonuses, cash rewards, trips to sanatoriums, etc.;
Non-material motivation of personnel– when the work of employees is recognized by management, they are given certificates, memorable gifts, working conditions are improved, and adjustments are made working hours etc.

Indirect– in the course of stimulating activities, the employee’s interest in work is renewed, he feels satisfaction after completing a task. In this case, employees have a stronger sense of responsibility, and management control becomes unnecessary.

Social– a person understands that he is part of a team and an integral part of the team. He is afraid of letting his colleagues down and does everything to complete the tasks assigned to him as efficiently as possible.

Psychological– a good and friendly atmosphere is created for the employee within the team and the company itself. A person should want to go to work, participating in the production process, he should receive psychological satisfaction.

Labor– stimulation methods aimed at human self-realization.

Career– when the motivation is to move up the career ladder.

Gender– the employee is motivated by the opportunity to brag about his successes to other people.

Educational– the desire to work arises when an employee wants to develop, learn something, and be educated.

In order for staff motivation methods to bring the desired result, it is necessary to use all types of employee incentives in combination.

Basic levels of staff motivation

All people are unique and individual. Some are careerists and the prospect of career growth is very important to them, while others prefer stability and lack of change. Based on these considerations, managers must understand that methods of stimulating employees must be selected individually for each employee.

There are 3 levels of motivation:

Individual motivation– The employee’s work must be paid decently. When calculating the amount of payments, the knowledge, skills and abilities that the employee possesses must be taken into account. It is important to make it clear to the subordinate that if he performs his duties well, he will receive a promotion.
Team motivation– a group of people united by one cause and goal works more efficiently. Each team member understands that the success of the entire team depends on the effectiveness of his work. When motivating a group of people, it is very important that the atmosphere within the team is friendly.
Organizational motivation– the entire team of the enterprise needs to be united into one system. People must understand that their organization is a single mechanism and depends on the actions of each positive result. This is one of the most difficult tasks for a leader.

Systematic approach to personnel motivation

In order to competently carry out incentive activities, it is necessary to remember that motivation is a system consisting of 5 stages.

Stage 1. Identifying the problem of staff motivation.

In order to understand what kind of motivational activities to carry out, the manager needs to analyze the motivation of the staff. To do this, you need to conduct a survey (it can be anonymous) and identify what your subordinates are dissatisfied with.

Stage 2. Implementation of management, taking into account data from the analysis of motivation and its goals.

When motivating employees, management must work closely with staff. Based on the research data, implement those methods that will bring benefits specifically to your enterprise.

For example, if the majority of employees are not satisfied with the length of the working day at the enterprise, then changes need to be made in this direction.

Stage 3. Influence on employee behavior.

When carrying out activities to motivate staff, it is necessary to monitor changes in employee behavior.

Employees will change it if:

Management will accept constructive criticism;
Reward employees in a timely manner;
Demonstrate correct behavior by example;
They will be taught the required behavior.

Stage 4. Improving the staff motivation system.

At this stage, it is necessary to introduce non-material methods of stimulating employees. Workers need to be convinced of the need to increase their productivity. The leader must “ignite” the subordinate, find individual approach to everyone.

Stage 5. A well-deserved reward.

The company should develop a system of bonuses and incentives. When employees see that their efforts are rewarded, they begin to work better and more productively.

Methods and examples of staff motivation

There are many ways to motivate employees. But before you put them into practice, think about which incentive methods are suitable specifically for your production.

We have compiled the TOP 20 the best ways motivation, from which each manager will choose a method that is suitable specifically for his production.

Salary . This is a powerful motivator that forces an employee to do his job well. If wages are low, it is unlikely that this will inspire workers to devote 100% to the production process.
Praise . Every person who conscientiously performs his work is pleased to hear that his work did not go unnoticed. The manager needs to periodically analyze the work of employees and not neglect praise. Using this method, you don’t spend a penny, but increase your productivity significantly.
Address employees by name . For the authority of the director of the company, it is very important to learn the names of all employees. By addressing a person by name, a leader shows his respect for his subordinate. The employee understands that he is not just a faceless secretary or cleaning lady, but a person who is valued.
Additional rest . Some enterprises encourage workers to do their work faster and better by offering additional rest. For example, an employee who showed the best result at the end of the week may leave work several hours earlier on Friday. Thus, passion and zeal to be a winner awakens in the team.
Awarding with memorable gifts . On the occasion of any memorable dates, you can give your employees memorable gifts. These may be trinkets, but if you engrave it, then the employee will probably show off such a sign of attention to his friends for the rest of his life.
Promotion prospect . All employees must understand that if they perform their work well, they will receive a promotion. The prospect of moving up the career ladder is as motivating as material rewards.
Opportunity to express your opinion and be heard . In any team, it is important to give all employees the opportunity to express their opinions. But it’s not enough to just listen; management must also listen to the advice and wishes of its employees. This way, employees will understand that their opinions are taken into account and listened to.
The opportunity for each employee to personally communicate with the company’s management . All managers, first of all, must understand that they are the same people as their subordinates. Directors only organize the production process, and the execution of work depends on their subordinates. Therefore, it is regularly necessary to organize personal meetings with employees, where important issues on a variety of topics can be raised.
Honor board . This is an intangible method of motivation that greatly increases productivity. To implement it, it is necessary to create an honor board where portraits of the best employees will be posted. Thus, production competitions are created that stimulate workers to improve their production performance.
Provide the opportunity to fulfill your . This method is only suitable for individual companies. If an office employee has routine work that he can do without leaving home, he can be asked not to come to his workplace at certain days. But the main condition will be high-quality performance of job duties.
Nice job title . Each profession and position is good in its own way. But if a nurse in a medical institution is designated as a junior nurse, then the person will not be ashamed to say who he works for.
Corporate events . Many enterprises organize parties on the occasion of major holidays. At these celebrations, people communicate in an informal setting, relax, and make new acquaintances. Corporate events help distract employees and demonstrate the company's care for them.
Public thanks . You can praise an employee not only personally. It's best to do this publicly. This idea can be implemented in several ways. For example, announcing the best employee on the radio, through the media or public address system at the enterprise. This will encourage others to do better so that everyone knows about their results.
Providing discounts . If a company produces a product or provides services, then a discount can be provided for employees of this company.
Accrual of bonuses . Financial incentives are effective method staff motivation. Employees need to set a goal, upon reaching which they will receive certain additional payments to the basic salary in the form of bonuses.
Motivational board . A simple but effective method of motivating employees. To implement the idea, it is enough to draw a graph of the productivity of each participant in the production process on the demonstration board. Employees will see who performs better and will strive to become a leader.
Training at company expense . It is important for many employees to improve and... By sending employees to seminars, conferences, trainings, etc., the manager shows his interest in the professional growth of his subordinate.
Payment for a subscription to a sports club . From time to time, teams can organize production competitions, at the end of which the best employee will receive a subscription to a fitness club.
Coverage of transportation costs, payment for communication services . Large companies often motivate their employees by paying for their transportation costs or cell phone services.
Creating a bank of ideas . At an enterprise, you can create a bank of ideas in the form of an electronic mailbox. Anyone can send letters to it with their suggestions. Thanks to this, each employee will feel important.

Increasing the motivation of personnel in certain professions

When developing motivational measures, it is important to take into account the profession of workers and the type of employment.

Let's look at an example of motivating workers in some professions:

Profession	Motivation methods
Marketer	Provide the opportunity to make decisions independently; Pay a bonus (a certain percentage of sales)
Manager	Organize production competitions with other managers; Give bonuses depending on sales volumes; Link wages to company profits
Logistician	For people in this profession, wages most often consist of a salary and a bonus. Moreover, the salary is 30%, and 70% are bonuses. They can be motivated by the size of bonuses. If their work did not cause failures, then the bonus is paid in full

Non-standard methods of modern personnel motivation

In the Russian Federation, non-standard methods of stimulating labor are rarely used. But nevertheless they bring good results.

Not long ago, a survey was conducted in which office workers from different parts of Russia took part. They answered questions: what bonuses they would be happy with and what they want to see in the workplace.

Most people preferred:

Office kitchen;
A machine where everyone can make their own coffee for free;
Soul;
Recreation room, bedroom, smoking room;
Exercise machines;
Massage chair;
Tennis table;
Cinema hall;
Scooters.

Representatives of the fair sex preferred massage chairs and gyms, while representatives of the stronger sex preferred entertainment (tennis table, scooters, etc.).

Professional assistance in motivating employees

If you are a young manager and doubt the correctness of developing staff motivation, you have 2 options to get out of this situation.

You can contact special organizations who, for a fee, will develop a motivation system and successfully implement it in your company.
Or enroll in a business school where they will teach you the basics of management.

What will good employee motivation bring?

If a manager properly stimulates his employees, then within a few weeks a positive result will be noticeable.

Namely:

Employees begin to take a more responsible approach to performing their job duties;
The quality and productivity of labor increases;
Production indicators are improving;
Employees develop a team spirit;
Personnel turnover is reduced;
The company begins to develop rapidly, etc.

If you are a new entrepreneur, you must properly motivate your employees:

First, always encourage your subordinates to get the job done;
Second, provide satisfaction. basic needs employees;
Thirdly, create comfortable working conditions;
Fourth, be loyal to your employees.

In addition, use the following tips:

Take an interest in the lives of your subordinates, ask about their needs;
Do not scold employees with or without reason. Better help them do the work that the employee can’t handle. After all, the failures of employees are the failures of managers;
Do analysis periodically. Conduct surveys, questionnaires, compile work diaries and internal reporting;
Pay unscheduled bonuses and incentives.

Conclusion

The role of staff motivation in any enterprise is quite large. It is within the power of the employer to create such working conditions where the employee wants to work with full dedication. The main thing is to competently approach the development and implementation of incentive methods.

Leading companies clearly know where productivity gains lie. These are people who are involved in the work, motivated, have the resources to do it, and are paid decently. Involvement of each individual employee in work, recognition of the contribution of each employee, recognition of each employee's right to have a voice and a role in achieving the success of the company - this is the source of true productivity. The source that allows you to increase it not gradually, but significantly.

Management of motivation of personnel of an educational institution.

In modern conditions, personnel is becoming a key factor in improving the quality and productivity of labor. The role of personnel is steadily increasing, due to changes in competitive conditions.
Companies that have achieved a sustainable and industry average level of profitability must inevitably change the vector of their efforts, and, above all, in the field of personnel management. According to world experts, it is the staff that will play a key role in achieving the company’s sustainable success.
With the development of society, as the importance of non-economic measures of coercion to work decreases, and over time, economic measures of coercion, the importance of motivational management grows. At the same time, the transformation of theories of motivation and stimulation is growing. There are many various theories and motivation models that sometimes contradict each other. Among them are Abraham Maslow's Theory of Needs, Rensis Likert's Theory of Human Relations, Victor Vroom's Theory of Expectations, Douglas McGregor's Theory X and Y, Frederick Herzberg's Two Factor Theory and others. However, one should not look in these works ready-made recipes on motivating staff, but having mastered their main provisions, you need to develop your own staff motivation program. It should also be understood that each specific enterprise must have its own specific program, which would take into account all the features of its activities.

So, first of all, you should determine what this or that person wants to get from work. This can be not only monetary reward, but also social security, belonging to a well-known company (a good, competitive school), a good working environment, satisfaction from an interesting job, high quality life, the possibility of career advancement, belonging to a certain social group, the desire to benefit people. The list of these factors can be continued. Determination of an employee’s needs should occur before hiring and be constantly adjusted along the way.

labor activity. However, this task is not so simple that it can be put into a specific scheme. The fact is that not all human needs are manifested clearly. It would seem that the fewer needs, the fewer questions. But that's not true. If an employee has a hidden need for something, he will look for an opportunity to satisfy it. If she remains dissatisfied, this will be reflected in the employee’s behavior and will be a serious demotivating factor. Therefore, it is necessary to try to identify all the employee’s needs, as well as understand which of them are dominant. To do this, when applying for a job, you should use

special testing and interview techniques. This can be of great help

provide knowledge of Abraham Maslow's Theory of Needs. His “Pyramid of Needs” gives a fairly clear idea of the hierarchy of needs. By applying it correctly, you can determine the most important group human needs, that is, to find exactly those levers that should be influenced. However, we should not forget that Maslow’s “Pyramid of Needs” is a generalized model and does not take into account the individual differences of people. In the process of work, managers must carefully observe their subordinates in order to understand what active needs are driving them now. Once identified, a person’s needs can be satisfied over time and fade into the background. And at the same time, new ones will appear. In general, the motives that drive an employee are not constant and must be constantly monitored. Thus, the first step motivational strategy the company should bedevelopment of a system of measures aimed at studying the needs of personnel.

Next step motivational strategy should bedetermination of those forms of personnel incentives that an organization can use in its activities. Here it is important to understand that a company can afford to use only those measures of motivational influence, the use of which will bring it real profit. The costs of additional incentives for employees should not exceed the return that the company will receive from their use. Giant incentive programs can be developed, but they will have no effect if they are not targeted correctly.

However, there is a motivational factor that is imperative for any company that strives to succeed. As a rule, in modern developments staff motivation comes down, first of all, to what means of remuneration to stimulate the employee to do more productive work. The concept of "corporate spirit" is usually considered in other sections of management theory. In my opinion, creating a company’s image is a serious motivating factor, and it is the factor that affects the employee’s motivation a priori, that is, even before he is hired, and has an impact throughout his entire time working in the company. Whatever the basic needs of a person, the opportunity to work in a well-known company that promotes clear, clear, well-known and publicly approved goals will, to one degree or another, instill in a person pride in the opportunity to belong to this corporation, to feel part of it. Thus, Creation

“corporate spirit” becomes the most important element of the motivation program for any team.

Another factor that certainly influences the efficiency of workers issituation inside the company . Here, managers need to understand that under no circumstances should they skimp on the working conditions of workers and the creation of a favorable psychological climate within the company. Fulfillment of these conditions in itself does not bring an economic effect in its pure form. However, if a company does not take care of this, its employees experience a feeling of physical or mental discomfort, which certainly reduces labor productivity. Therefore, it is important to keep in mind that creating a favorable environment in the company is also a major motivational task.

The conditions listed above are necessary to create an atmosphere of interest in working in this company. Without their implementation, it is impossible to count on attracting and retaining highly qualified specialists, and on high returns from employees. However, the presence of these elements is not enough to create an effective motivational strategy for the company. Special measures should be developed to stimulate the work of workers. They can be collective and individual.

The issue of developing general forms of personnel incentives is closely related to the concepts of “corporate spirit” and “corporate culture.” It is very important for a manager to “draw” a psychological portrait of the entire team. This will help to correctly evaluate those general needs which can be effectively satisfied by the organization. This type of motivation does not cost the company that much, and the return on it is sometimes very significant, since, in addition to meeting the needs of individual employees, collective forms of incentives contribute to team cohesion and the formation of “corporate consciousness,” which undoubtedly affects labor productivity. The list of such measures can be quite large. Among the forms of stimulation that should be recommended for use:

catering within the company

payment of transportation costs

medical care

assistance in obtaining additional education

insurance programs

organization of corporate pension and savings funds

carrying out physical education and recreational activities

organization of joint trips

The use of such forms of collective motivation can be not only useful, but also profitable. The fact is that all employees are forced to spend money on lunches and transportation. They receive these funds from us in the form of salaries. The current tax system is such that companies are unable to pay high salaries to employees without breaking the law due to unimaginably high tax costs. At the same time, payment of such expenses by the company does not entail such high costs. Thus, the system of paying part of the employee’s expenses by the company is beneficial to both. On the other hand, most workers want access to quality medical care, sports facilities, receive

additional education, have insurance and additional pensions. However, not everyone can afford these expenses. If these expenses are borne by the company, then they become much more affordable due to the fact that it is easier for the company to provide a lower cost for these services than for an individual. Thus, receiving from the company those additional benefits that the employee cannot afford himself increases his interest in working for the company, that is, seriously motivates him. It is necessary to understand that in today's environment, providing a significant benefits package can be a much more attractive way of compensating a company's employees,

than a simple salary increase. At the same time, it is important to determine which forms of collective incentives will be most effective for a particular company. This is especially true for those companies that, at a certain stage of development, are significantly limited in funds for carrying out social programs.

However, the needs of employees are different, so the most effective forms employee incentives are individual. As noted above, it is important to find out the needs of each employee and try to find ways to meet them. When developing your own motivation program for a specific team, you need to understand the complexity of this task. After all, each organization has its own structure, and the task of motivating subordinates must be solved at all levels of the enterprise hierarchy. Here important role has training special techniques, allowing you to accurately diagnose the needs of employees. At the same time, it must be understood that personal motivation of employees should not be limited to providing additional material benefits for successful performance of work. There are numerous intangible factors that motivate a person to work more efficiently. The most important in this regard is the “factor of your place”. The art of a leader lies in such distribution human resources, in which employees would feel their usefulness to the maximum and would receive satisfaction from the work done. In this case, awareness of their importance will become a very strong motivator for employees. Other strong motivating factors for employees may be the possibility of advancement and the opportunity to be creative. These aspirations should be encouraged in every possible way, however, it should be understood that they will motivate only those people who need it. Otherwise, the result will be exactly the opposite. The factor of the leader’s personal example is also of great importance. Can't achieve efficient work personnel, unless the boss encourages them to do so through his actions. As for personal financial incentives, these measures are well known:

wages

incentive payments,

grants,

awards, etc.

Despite the fact that we have considered many means of motivating staff, these methods are the most common. However, in my opinion, a special approach is needed here. The company's management needs to develop a strategy that would allow maintaining a balance between the following opposing interests of the company:

ensuring a stable income for company employees, that is, maintaining guaranteed wages at the proper level.

allocation of a large amount of funds for additional incentives for the most efficient employees.

It is also important to create financial benchmarks for each employee. To do this, all possible additional material rewards should be reflected in employee contracts or annexes to them and their receipt should be made directly dependent on the employee achieving certain goals. However, these issues must be reviewed annually. We should not forget that, despite the presence of many other motivational factors, wages still remain the most significant form of incentive for the majority of employees.

Thus, we examined the general issues of the company’s personnel motivation strategy. However, in order to develop their own motivation program, organizational leaders must find their own set of measures that best suit their team. One thing is clear - at present it is impossible to achieve success by ignoring the problem of staff motivation. Implementing labor incentive programs always requires large expenses, but the effect they can bring is much greater. After all, employees are the main resource of any company. The effectiveness of their work determines the result of the organization's activities. The greatest return can be achieved only if both the company and himself benefit from the employee’s work. Therefore, to achieve the best results for a company, it is necessary to find those

the motives that drive each employee in his work activity, and create such conditions for him so that he can and wants to fulfill the tasks assigned to him.

The key to an employee’s effective work is the maximum possible coincidence of his individual motives and goals with the motives and goals of both the team in which he works and the management of the enterprise. Obviously, a complete coincidence of these three motivations is impossible due to the initial contradiction of the main tasks of the employer (to get the maximum from the employee at a minimum of costs) and the hired employee (vice versa). However, the right system of motivating employees allows them to bring their goals as close as possible.

List of used sources of information and literature

Seminar by Hewitt Associates and HR Center Measuring and Managing Employee Engagement13 May 2010. hrc . com . ua / downloads / Free Seminar May 13. pdf

Stout L.W. Personnel management: a manager's handbook - M.: LLC "Publishing House" Good Book", 2009.-536 p.

Doubtful K., Associate Professor, Department of Pedagogy, MIOO, Doctor pedagogical sciences, article "Innovations in education. Development vector and basic real practice.”

Glukhova S.G. article "Innovation process in an educational institution: management aspect.”

Edited by. G. N. Prozumentova. – Tomsk: Publishing house Vol. Univ., 2005, 484 p. Transition to Open Educational Space.

Col. monograph ed.G. N. Prozumentova. Barnaul-Tomsk, 1997. (Paragraph) School of joint activities.

Kalachikova O.N. Study of the content and stages of teachers’ entry into innovative activity// Bulletin of Tomsk state university. - 2008. - No. 316. - P. 174-177

Shchedrovitsky P.G. Horizons of the innovative movement in modern domestic education // Innovative movement.... P. 72 Shchedrovitsky P.G. Who said "ah" first? (The crisis of the innovation movement and the problem of management). Teacher's newspaper. No. 25, 1996.

Clarin M.V. Innovations in world pedagogy. Riga, 1994

Pinsky O. A. //World of Education, 1997, No. 3, pp. 20-22.

http:// nportal. ru/ detskiy- sad/ management- dou/2013/04/07/ statya- management- motivatsiey- pedagogov- v- negosudarstvennom

If staff productivity begins to decline or there is staff turnover, it’s time to think about introducing a new or updating current system motivation. Read about what methods of material and non-material incentives are most relevant today.

In this article you will learn about the following:

Why is motivation needed in a company?
What types of staff motivation are there in the organization?
What types of material and non-material staff motivation are popular among employers in 2016.

Why is motivation needed in a company?

Motivating employees is a complex of various activities, the main goal of which is to encourage staff to increase productivity. The development and implementation of a motivation strategy are priority areas in the personnel policy of any enterprise. Each company independently determines priority motivation tasks own employees, however, most of them are interested in ensuring that staff work as efficiently as possible and at the lowest cost to the company.

Motivational incentives are aimed at:

Satisfying the basic needs of workers;
Creating a positive attitude at work;
Formation of a well-coordinated team, reduction of staff turnover;
Creating conditions for effective work;
Unlocking the potential of employees.

The most promising motivation system is to motivate employees to achieve results. The efficiency of staff can be judged by KPI indicators - ( key indicators efficiency). The higher these indicators are, the more effective the motivation system is. And vice versa - if KPI indicators begin to decline, then it’s time to reconsider the existing incentive system.

What types of staff motivation in an organization are there?

IN modern practice It is customary to distinguish two main ways to increase motivation personnel: material and non-material incentives. Their combination makes it possible to achieve high performance productivity and significantly increases employee loyalty.

In addition, among the main types of motivational activities, three conditional groups can be distinguished:

Organizational. This group motivating activities are aimed at creating a working incentive system for all team members. This may include the provision of benefits, protection of the most vulnerable employees, incentives and bonuses, the introduction of a grading system, etc.;
Diagnostic. This group represents “experimental” types of motivation, the main purpose of which is to evaluate the existing incentive system and identify the true needs of personnel;
Individual. Individual types of motivation mean measures aimed at motivating individual employees or small groups of personnel.

Types of material motivation of personnel

Money is the main incentive for effective work activity in modern world. It is material forms of incentives that most employees prefer, so this category of incentives is always given the greatest preference.

Remuneration

The form of remuneration should be selected taking into account the specifics of the enterprise's activities. The most promising is considered to be piecework payment, in which the volume of one part remains unchanged (salary), and the volume of the second directly depends on the employee’s productivity over a certain period of time. It is advisable that the salary amount does not have an “upper” limit, since a limitation in the amount can lead to a loss of motivation.

Awards

This category of incentives makes it possible to further stimulate employees to effectively fulfill their labor responsibilities. Bonuses can be paid to individual employees or departments that have demonstrated superior performance over a specified period of time and in cases where the employee (or department) has fulfilled a set work plan.

Allowances

The bonus system in our country is partly regulated labor legislation. Thus, for overtime work, work on night shifts, when combining several professions at one enterprise, or when working in unfavorable conditions, the employer is obliged to pay compensation. The same can be applied to those cases when the employer cannot independently improve the working conditions of his subordinates.

Bonuses

Bonuses are a type of financial incentive that is applied at the discretion of management. The reason for paying bonuses can be the conclusion of a successful and extremely profitable contract, or the successful launch of a new project.

The rules and conditions of payments must be transparent and clear to all members of the work team. Lack of transparency in the payment of financial incentives can create a feeling of deception and injustice in the team, which will inevitably lead to a decrease in motivation, worsen morale and contribute to a decrease in work performance.

Types of non-material motivation of personnel

Even decent wages and availability cash payments does not guarantee the stability and performance of personnel. Modern specialists pay great attention to working conditions, psychological comfort in the team, corporate culture etc.

Congratulations

This may include congratulations to employees on significant dates (professional or other holidays, birthdays, weddings, etc.), public recognition of success at work, and praise.

Education

The opportunity to study or improve the level of qualifications at the expense of the employer is an incentive for many specialists.

Feedback

Attentive attitude towards staff, their opinions and preferences is in a great way developing employee loyalty.

Recreation places

An equipped corporate kitchen, a wardrobe or a full-fledged recreation area will make your stay at work more comfortable and enjoyable.

Personification

A personal workplace, a sign indicating the name and position on the desk or office door, and even a badge are effective non-material methods of motivation.

Corporate events

Joint leisure activities, festive banquets, participation in contests or competitions organized by the company have a positive effect on staff loyalty.

Benefits

Providing benefits for employees, compensation for travel expenses, social packages, and medical insurance are an excellent way to provide financial incentives for employees.

When developing a motivation system, you should take into account all the methods that the company is ready to use to encourage staff to effectively perform their job duties. One should not neglect methods of negative motivation - a system of penalties and punishments, with the help of which one can increase work discipline and maintain subordination.

Conclusions

Motivation – effective tool increasing employee efficiency. And the combination of different methods of material and non-material motivation, as well as the use of negative motivation along with methods of positive motivation, allows you to increase labor productivity, loyalty and labor discipline.