TYPES OF WORK MOTIVATION OF EMPLOYEES INSTRUMENTAL PROFESSIONAL PATRIOTIC The work itself is not a significant value for the employee, but is considered by him only as a source of income The employee values the content of the work The employee most of all values the effectiveness of the common cause in which he participates and public recognition of his participation
FACTORS FOR DETERMINING JOB SALARY Qualification Complexity of the work performed Degree of independence in performing work Degree of responsibility for supervising the work of other employees Intensity, harmfulness (danger) of work Cost of living in the region (settlement) Natural and climatic features Industry specifics
FACTOR-CRITERIAL ASSESSMENT METHOD Factor of work complexity Factor weight Factor criteria Significance of criteria Degree of specialization 0.10 Work: highly specialized heterogeneous (for a number of tasks) heterogeneous across the entire range of tasks 0.2 0.6 1.0 Degree of independence in performing work 0.15 Work performance: under under the guidance of a superior in accordance with instructions independent 0.2 0.6 1.0 Degree of responsibility 0.20 Only for one’s own work For the work of a group For the work of the entire department 0.3 0.6 1.0
TARIFF SCHEDULE Tariff categoryTariff coefficientBasic salary, rub. 10,
EXAMPLES OF THE RELATIONSHIP OF COMPONENTS OF MONETARY REMUNERATION Job position Fixed part Variable part of PiPpPo Stamper Sales agent Head. trading floor Chief Accountant Deputy gene. directors
ADDITIONAL SOCIAL BENEFITS USED BY RUSSIAN COMPANIES (according to a survey of company executives) Training at the company's expense Payment for travel on public transport Food Loans Medical care Insurance Travel packages, vacations Payment for housing
CAFETERIA SYSTEM Each employee gets the opportunity to choose from a general list those benefits and services that give him preference. It is actively used in the incentive system for managers. It is distributed rather slowly to other categories of personnel, which is associated with a great need for information and uncertainty about the correct choice.
activities
N.N. Shelenkova
Associate Professor of the Department
management
1
10.02.15Human Resource Management Model
Communication
Motivation
Reward
personnel
Realization of goals
organizations
Production
behavior
Ability Potential
Personnel assessment
Development and preparation
personnel
Recruitment Goals of mastering the discipline
-
familiarity with basic theoretical concepts and
approaches to studying labor motivation of personnel, types and
forms of labor incentives
-
form an idea of system development experience
motivation and stimulation of labor in foreign and domestic
organizations of various types.
- introduce various motivation schemes and their impact on
choices by an individual of goal-directed behavior of an individual in
in accordance with the requirements of the organization.
3
10.02.15In the field of personnel management, the concept
work motivation implies:
Employee needs and expectations
Measures that the company takes to
towards the employee for promotion
efficiency of his work
Remuneration, employee remuneration
4
10.02.15Basic concepts of motivation
1. Need is a human condition determined by need,
a need for something.
2. Motive – a specific, conscious type of internal motivation
employee to the activity, the current need that he
tries to satisfy by working at this enterprise/company.
Current motives and needs determine the motivational sphere
person.
3. Reward - everything that a person considers valuable to himself.
Internal rewards – achieving results, content and
significance of work, communication during work (friendship, mutual assistance
etc.) Why do I want to do this?
External rewards - salary and additional benefits,
promotions, symbols of official status and prestige,
praise and recognition. Under what conditions will I do this?
5
10.02.15Basic concepts of motivation
Labor motivation is the process of encouraging an employee to be effective
labor, in which the labor behavior of an individual, a worker in
in accordance with the goals of his work, characteristics and working conditions in
organizations;
Motivators - factors that increase work efficiency
person and (or) his satisfaction due to what corresponds to his
internal needs and motives, which are currently partially or
completely unsatisfied and demanding satisfaction.
6
10.02.15Stages of the motivation process:
The emergence of a need
Finding ways to meet needs
Determining the goals (directions) of action
Implementation of action
Receiving a reward for implementing an action
Eliminate need
7
10.02.15Main types of motivation
Material
Promotion
salary
Additional payments and
allowances
Variable
part of the salary
8
Intangible
Reward
for merits,
having
monetary
expression, but
issued
to an employee in
in cash
Moral
Organizational
Creation
organizational
Culture rewards,
, not having
supportive
monetary
motivation
expressions
employee for
achieving goals
companies
10.02.15Theories of motivation
Meaningful
(structural) theories of motivation.
Based on identification
systems of internal motivations,
defining the specifics of labor
employee behavior. Reveal
reasons for this or that behavior
people (identification of internal
motives) and try to respond to
the question “what?”
A. Maslow
D. McClelland
F. Herzberg
9
Procedural
motivation theories
Theories trying to answer
the question “how?”
V. Vroom
L. Porter, E. Lawler
V.I.Gerchikov
10.02.15
Hierarchical theory of needs by A. Maslow
V. Self-realization
(self-expression)
IV. Selfish (self-esteem and
recognition from other people)
III. Social (involvement, belonging to
group\team)
II. Security and confidence in the future
I. Physiological
10
10.02.15Exercise:
Levels of need
Reward
Organizational
forms
1. Physiological
needs
Food, water, air, sex
etc.
A)
b)
V)
2. Needs
security
Safety,
stability, protection
A)
b)
V)
3. Social
needs
Belonging to
group, love,
attachment
A)
b)
V)
4. Needs
respect and recognition
Self-esteem,
self-esteem, status,
prestige
A)
b)
V)
5. Needs
self-expression
Growth, success, creativity
A)
b)
V)
11
10.02.15Application of A. Maslow's theory:
Knowledge of the theory of needs requires the manager to
First of all, determine what level of the hierarchy
is the most relevant for the employee;
The hierarchy of needs allows us to understand that the levels
current needs of employees can
vary;
This theory helps an organization determine
sequence of employee motivation,
take into account not only physiological needs, but also
higher level needs;
Taking into account the dynamism of needs (motivation,
working once will not necessarily be effective
work all the time)
12
10.02.15Possible factors of demotivation:
Violation of agreements between the manager and subordinates
Failure to use those professional skills of the employee that
he values himself
Ignoring employee initiative
Lack of recognition from management
Lack of final results (due to the nature of corporate
cultural projects get stuck at the stage of approval and consideration. IN
In this case, the employee cannot influence this due to internal
specifics of the organization
No changes in employee status
Performing tasks that are not part of the immediate scope
employee responsibilities
13
10.02.15Consequences of demotivation:
High staff turnover
High level of conflicts in teams
Low level of executive discipline
Poor performance of duties
Challenges in Creating a Cohesive Team
Low professional level of staff
Lack of initiative from employees
Personnel dissatisfaction, etc.
14
10.02.15Content theories of motivation
D. McClelland's theory of needs
OS
Need for
Need for
Need for power
Man's aspiration
take leadership
positions and influence
work and working conditions
other people
achievements
(goals, success)
Striving for
achieving
the best
results in its
profession or
the task assigned to them.
involvement
(affiliations)
Expressed Need
person to work in
team and receive
recognition from their own
colleagues
Particular importance in the theory is given to achievement motivation.
High achievement motivation is provided by:
Personal responsibility for task execution
Availability of feedback on performance results
Having a feasible task, i.e. the task is quite complex, but not
too much
15
10.02.15Content theories of motivation
(two factor model
F. Herzberg)
The essence of the concept: people have two types of needs:
Need
avoid suffering
Need
psychological growth
As a result of the research, a pattern was revealed:
Job satisfaction is related to performance
certain tasks
(work content factor), career opportunities, etc.
Job dissatisfaction (context factor) is the result of poor
working conditions
16
10.02.15Content theories of motivation
Motivational-hygiene theory
To protect workers from suffering
or dissatisfaction,
Favorable working conditions must be created!
Psychological
human growth is associated with satisfaction
needs for meaningful work.
Motivating factors (related to
the nature and essence of the work,
increasing productivity)
Hygiene factors (related to
environment and making
job more attractive)
Growth and development
Performance-related pay
labor
Recognition and approval are good
completed work
Recognition in the team
Work that forces you to develop your
capabilities;
Complex and difficult work
Authority and Responsibility
Reverse
connection
17
Involvement in decision making and
Environment
No high voltage and
stress
No noise or pollution
Sufficient amount of information about
about what is happening in the organization
Flexible working hours
Fair distribution of volumes
works, etc.
10.02.15Content theories of motivation
Motivational-hygiene theory
(two-factor model of F. Herzberg)
Conclusions:
In order to motivate staff, the manager must
ensure the availability of hygienic and identify basic
motivating factors;
Manager's task:
maintain the employee’s passion and desire to achieve
notice in time and take certain steps if
negative dynamics will appear
18
10.02.15
Theory X and Theory Y
Expectancy theory (Victor Vroom, 1964)
A manager must know three things related to effectiveness.
activities of individuals and organizations as a whole:
A person believes that the results obtained depend on his efforts;
The person believes that the reward will be consistent
the results obtained;
For a person, the reward must be meaningful
If one of these points is violated, the effectiveness
employee activity decreases. Summarized these provisions
can be presented in the following form:
Effort
19
Execution
Reward
Need for
performance
10.02.15Process theories of motivation
Theory X and Theory Y
The motivation model is described by the formula:
Motivation = О(У – Р) x О(Р – В) x Т, where
O (U – R) – the expectation that efforts will give the expected results;
O (P – B) – expectation of what the results will entail
a certain reward;
T-valence – expected value of reward
(attractiveness - unattractiveness).
Motivation will be zero if:
the employee cannot cope with the task (does not know how, does not know, does not
has the necessary physical and psychological
characteristics);
achieving the result does not imply reward or it
is of no value to the employee.
20
10.02.15Process theories of motivation
Theory of justice
The theory was developed in the works of American and Western European
economists, psychologists and management specialists
counseling (D. Kuhn, J. Slocum, R. Chase, J. Schuster, B. Clark
etc.).
The theory is based on the correlation of the rewards received
employee, with the costs of his labor and the remuneration of others
workers performing similar work (as in this
organization and in comparable market sectors).
_
Unlike V. Vroom’s model, it emphasizes that the value
remuneration for any employee is relative
character and depends not only on the standard he has developed
consumption and the price level in the consumer market, but also on prices for
professional labor market and established in this
pay level organization
21
10.02.15Process theories of motivation
L. Porter – E. Lawler model
The model combines expectancy theory and equity theory.
Starting points:
High work motivation of an employee encourages him to do his best
use your abilities and do your best
effort to do your job;
The level of work motivation is directly dependent
from employee satisfaction;
Satisfaction is determined by how fair, with
the employee's point of view, the reward he receives for his
work.
When assessing his work situation, the employee takes into account how
the ratio of the reward he received to the achievements
results, as well as other factors considered within
theories.
22
10.02.15Gerchikov Vladimir Isakovich (1938-2007)
Professor, Doctor of Social Sciences, author of over 230 scientific works, including 14 in English.
language.
One of the founders of Russian industrial sociology and Russian
scientific and practical school of personnel management.
Main developments: typological model of work motivation and test
Motype, a technique for measuring sociological scales of quantitative characteristics,
including wages, typology of missions of Russian companies, etc.
1968-1971 Institute of Economics of the Siberian Branch of the USSR Academy of Sciences.
1971-1981 Industry Center NOTiU at the Perm Telephone Plant
(branch).
1982-2001 Institute of Economics SB RAS, Novosibirsk State University university,
Faculty of Economic Cybernetics and Department of General Sociology (after
opening in 1989 Department of Sociology).
2001-2007 State University Higher School of Economics, Faculty of Management,
Department of Human Resource Management.
23
10.02.15Process theories of motivation
Motivation and work behavior: the basic model of V.I. Gerchikova
Basic postulates:
Workers
fundamentally differ in the predominance of
them achievement motivation or avoidance motivation.
Any
the organization is interested in receiving from everyone
employee maximum labor efficiency
activities and not cause him destructive labor
behavior.
24
10.02.15Process theories of motivation
Basic model of work motivation
Active, constructive
work behavior
II
I
Avoidance motivation
Achievement motivation
III
IV
Passive, destructive
work behavior
25
10.02.15Process theories of motivation
Square I
employee with developed achievement motivation is proportional
the degree of satisfaction of his motivational expectations and is limited
only within “natural” limits – the maximum possible
efficiency for these organizational and technological
conditions.
26
10.02.15Process theories of motivation
Features of the connection between motivation and work behavior:
Square II
Increased organizational efficiency of labor activity
an employee with avoidance motivation is fundamentally limited:
task (standard value), manager's ability
prove the employee’s guilt in case of failure to complete the building; high
the likelihood that with regular implementation it will increase.
27
10.02.15Process theories of motivation
Features of the connection between motivation and work behavior:
Square III
Level of destructive reactions of an employee with avoidance motivation
is also limited and comes down, most often, to passive labor
behavior and “working according to the rules” (solid line). However, if in
the group appears a strong leader who comes into conflict with
management of the organization (usually someone from the top
managers or high-ranking employees with
dissatisfied with strong achievement motivation, most often
monetary), he is able to bring employees with avoidance
motivation to extreme forms of destructive behavior up to
complete destruction of the organization (dashed line)
28
10.02.15Process theories of motivation
Features of the connection between motivation and work behavior:
Square IV
If the organizational working conditions and incentive system
go against the employee's motivational expectations,
contributing to the achievement of set goals, is great
the likelihood of receiving destructive work behavior from him in
quite sharp forms. However, before the destruction of the organization
it won't arrive.
29
10.02.15Types of work motivation
Instrumental
Price maximization is the amount of earnings and other benefits received in
quality of remuneration for work;
The opportunity to “earn” the money you receive (quite accurately
calculated amount expected by the employee), rather than receive them as
spontaneous increase thanks to the generosity of the manager;
Developed social dignity
___________________________________________________
Example:
An employee with an instrumental type of motivation is more likely to have a positive attitude towards
offer to work in worse conditions: this will serve as a basis for him to demand
increase in earnings as additional payment for unfavorable working conditions
30
10.02.15Types of work motivation
Professional
For this type of employee, the following are important:
Diversity,
exciting, creative nature of the work;
An opportunity to prove himself and prove that he can handle
a difficult task that not everyone can do;
Professional development
___________________________________________________
Employees prefer independence at work and are distinguished by their developed
professional dignity. As a rule, an employee of this type quickly
becomes the best specialist of the company, and his professional interests
move outside the organization - within the professional community.
31
10.02.15Types of work motivation
Patriotic
For this type of employee, the following are important:
Participation
in the implementation of a common cause that is very important for the organization.
They are distinguished by their readiness to take on additional
responsibility for achieving the results of a common cause. For them
What is important is public recognition of their participation in common achievements.
32
10.02.15Types of work motivation
Master's
For this type of employee, the following are important:
Voluntarily accepted
assumes full personal responsibility for
work performed;
Striving for maximum independence at work
(sovereignty);
Aversion to control
_______________________________________________
Example: people engaged in entrepreneurial activities. The employee is considered
the most effective in relation to the costs invested in it and the results of its work.
However, it is quite difficult to control due to its tendency to reach maximum
independence.
33
10.02.15Types of work motivation
Lumpenized
There are also employees with the motivation to avoid punishment, who
distinguishes:
The desire to minimize your labor efforts;
Low labor price (qualification, responsibility, activity);
Relying on favorable circumstances and favor
leader.
Despite these qualities, this type of worker is convenient and
needed because it:
Can work where a motivated employee would not agree to work
achievements;
Agrees to a fairly low salary if none of his
colleagues do not receive significantly more than him;
It justifies the administrative style of leadership, because
needs constant monitoring.
34
10.02.15What is labor knowledge used for?
motivation?
Labor organization
Training and development
Communications
35
10.02.15Formation of personnel reserve
movement of personnel
Type of motivation
Position
Examples
The contractor works with
clearly measurable
result
Performer on
battery life
Performer on simple
works
Specialist at work
functional
character
Supervisor
divisions
Senior Manager
36
_
10.02.15Formation of personnel reserve
Preferred types of motivation during recruitment, placement and internal
movement of personnel
Type of motivation
Position
Examples
Instrumental
The contractor works with
clearly measurable
result
Sales Manager
with individual
work
Master's,
professional +
instrumental
Performer on
battery life
Insurance agent, sales
representative, mechanic repairman
Instrumental,
avoidant
Performer on simple
works
Operator
Professional
Specialist at work
functional
character
Marketing Manager,
office employees
departments
Host +
patriotic
Supervisor
divisions
Heads of departments, workshops
Master's
Senior Manager
37
_
10.02.15Labor organization
Knowing the structure of work motivation, you can effectively
resolve the following issues:
1. Formation of working teams
2. Assessing the likelihood of “restructuring” by company employees
occupied jobs:
Which employees will strive to expand their
functions, and who to narrowing?
Which employees can be expected to show creativity and
initiatives, and who will try to avoid this?
3. Assessing the likelihood of compliance with corporate rules
labor and performance discipline.
38
10.02.15Dependence of expected work behavior on motivation
Expected work behavior
Types of Motivation
Functions
Initiative
Instrumental
Neutral
Only with special conditions Medium
stimulating
Professional
Extension
High
Average, with
breakdowns
Patriotic
Extension
High
High
Master's
Striving for
systemic
completeness
High in
within the limits of work,
functions
Average, with
breakdowns
Avoidant
Narrowing
Absent
Average or
low
39
Discipline
10.02.15Training and development
Knowing the structure of work motivation helps to better
resolve the following issues:
1. Selection of forms and types of training and advanced training
person, including:
who will strive to develop their qualifications with the help
companies, and who will avoid any form of training in every possible way, considering
it's a waste of time
what forms and types of training – internal or external
– preferable for Co? To whom (target groups) should they be targeted?
target for maximum efficiency?
2. Assessment of career orientations of various groups of personnel,
development and organization of implementation of individual plans
career development in accordance with personal intentions
employees and company goals.
40
10.02.15Dependence of career development on types of motivation
Expected
Career orientations
Types of Motivation
For the sake of the cause
Attitude towards
training
For the sake of power
Instrumental
Average
Average
Neutral or
passive negative
Professional
High
None
Active,
positive
Patriotic
Low
Low
Positive
Master's
Average or
high
Average or
high
Neutral or
negative
Avoidant
None
Low
Actively
negative
41
10.02.15Communications between company management and
the rest of the staff
Knowledge of the structure of work motivation allows us to better identify
problems of relationships in the team and leadership data of people,
who have not yet demonstrated themselves in this regard:
1.Whom
should be wary of the administration or individuals
company managers who can with a relatively high share
likely to serve as a source of severe and sometimes destructive
conflict in the team.
1.Whose
leadership data that has not yet been disclosed allows management
Should companies rely on these people in their interactions with the team?
Who, on the contrary, is eager to take some semi-official place in
structure of intracompany relations, but under no circumstances should anyone
be allowed to these places?
42
10.02.15Dependence of leadership and communication data on type
motivation
Expected
Types of Motivation
Leadership data
Relationships with others
employees
Instrumental
Low, mid
Neutral,
tense
Professional
Average
Friendly or
neutral, less often
tense
Patriotic
High, mid
good
Master's
High
Neutral
Avoidant
Extremely low
good
43
10.02.15To understand human work behavior, it is important to understand
key principles that underlie work motivation
Basic principles
motivation
44
10.02.15Basic principles of motivation
Multi-motivated work behavior.
An employee's behavior can be simultaneously influenced by many
factors.
The most frequently mentioned needs that determine the choice of place of work
(based on the results of a survey of Russian companies):
Decent wages
Decent working conditions
Attractive career prospects
Friendly climate in the work team
Constructive relationships with management
Interesting job
Opportunity for initiative and independence
Opportunities for training and professional development
Confidence in the future, job security
High level of social protection
45
10.02.15Basic principles of motivation
Hierarchical organization of motives
The significance of a certain motive and its place in the hierarchy
may change depending on the situation.
46
10.02.15Basic principles of motivation
Compensatory relationships between motives
Motives influencing a person’s work behavior are interconnected.
The insufficient strength of some can be balanced by others.
Example:
a not very interesting job can be attractive because
high salary.
Important to consider!:
compensatory possibilities have a limited time frame.
Example:
one cannot count on the lack of monetary motivation to last long
compensate with moral incentives, free schedule, etc.
47
10.02.15Basic principles of motivation
Principle of justice
It is important to consider and compare what a person gives to the organization and
receives in return.
The very concept of justice is formed on the basis of comparisons.
An employee compares his contribution to the work of the organization and department
and what he received in return with what others contributed and what they
got it for it.
The concept of justice is subjective and cannot be measured. What
the employee may consider it an unfair assessment of his
labor contribution, his manager can consider it quite
fair.
48
10.02.15SECTION CONCLUSIONS
With such knowledge, HR services and company management
can most accurately:
Choose both monetary and other forms and methods of incentives
the labor behavior of various employees desired by the company;
Design
specific action programs that are needed
carry out to obtain the required result
IMPORTANT!
To build an effective system of motivation and choice
each of the listed tools must be taken into account
principles.
49
10.02.15Tools of the intangible
motivation
50
10.02.15Groups of intangible instruments
motivation
1.
Working conditions. Everything that provides employees
comfortable work.
1.
Social support. Everything that provides
employees are guaranteed stability, confidence in
tomorrow.
1.
Corporate culture – corporate-wide system
values that allow the employee to feel
involved in a group that is important to them, receive from it
recognition of one's own professionalism.
1.
Possibility of self-realization. Everything that gives an employee
company opportunities for career growth, development,
achieving goals that are significant to him.
51
10.02.151. Working conditions
Place of work
Equipment
Workwear
Safety
Transport support
Mobile communications
Internet
Nutrition
Medical care
Playing sports
Working hours
52
10.02.152. Social support
Medical insurance
Pension insurance
Lending
Financial assistance
Vacation packages
Product discounts
53
10.02.153. Corporate culture
Organization of work, clarity of distribution of functions
Decision-making mechanism
Operating Standards
Performance assessment
Leadership style
External and internal communications
Ways to resolve conflicts
Attitude to business
Attitude to the organization as a whole
Corporate style (unified symbols)
Competitions and competitions
Corporate traditions and holidays
54
10.02.154. Possibility of self-realization
Professional and career development
Possibility of decision making
Participation in management
Education
Internships
Stimulating innovation
55
10.02.15
Many
managers tend to attribute their own
motivation (this behavior model is called projection). This leads to
a huge number of management errors. However, to avoid such a situation
Can. First of all, it is necessary to correctly assess the future employee and
his motivation during the interview.
Research
showed that a significant part of managers do not have
adequate ideas about the real motivators of activity
subordinates.
They
overestimate the importance of factors such as regular performance evaluation,
disciplinary action, recognition from colleagues, but underestimated
the desire of subordinates to achieve!
Managers
assess their ability to control motivators higher,
than their subordinates.
56
10.02.15This is interesting:
As a result of the survey, 56,000 people were
factors related to work are ranked,
according to their importance.
57
10.02.15Incentive factors for work activity,
arranged in descending order of their importance for
workers:
1.
The desire to achieve high results, to qualitatively solve assigned tasks;
2.
The need to always perform one's duties well;
3.
Feeling of respect due to a job well done;
4.
Personal professional goals;
5.
Interest in the content of the work;
6.
Possibility of promotion;
7.
Opportunity to receive a higher salary;
8.
Control. Regular evaluation of work performed.
9.
Recognition and approval from the manager.
10.
Opportunity to gain independence.
11.
Recognition from colleagues. The desire not to let your colleagues down.
12.
Good physical working conditions.
13.
The desire to be a full-fledged member of one's group.
14.
Opportunity to receive a bonus or award.
15.
Possibility of disciplinary action.
58
10.02.15The process of forming integration
motivational programs
The goal of the program: to combine all stimulating influences and
using them to intensify production or commercial
activities of the organization.
Stages of creating a program:
Analysis of methods and forms of stimulating employees and their opportunities
use in specific conditions;
Analysis of current needs and job satisfaction of employees;
Comparison of analysis results;
Selection of methods and forms of incentives based on the comparison
and taking into account the individual characteristics of workers;
Checking the effectiveness of selected forms and methods of stimulation in
organization as a whole or at individual workplaces, their correction in case of
necessity;
Implementation of a motivation program and periodic evaluation of it
effectiveness and correction.
59
10.02.15
1. Setting relevant, difficult to achieve goals that
understandable and can be accepted by subordinates.
QUESTION: “Do subordinates understand and accept the boss’s expectations?”
Three important aspects of goal setting:
Process. Goal setting can be considered as an additional motivating
factor if subordinates participate in the development of goals and consciously accept
commitments to achieve them. This element is especially important when performing
tasks require new skills, entail deterioration in relationships, etc.
Target characteristics:
Specificity
Measurable
Consistency
Complexity
Feedback allows you to determine whether goals are clear, accepted, and difficult to achieve.
performers.
60
10.02.15Elements of an integration motivation program
2. Removing personal and organizational barriers to
execution. Creating favorable conditions for achieving
goals.
QUESTION: “Do subordinates believe that goals can be achieved?”
The best results are achieved when subordinates are confident in the help and support of
on the part of managers, even if they do not resort to this help. To achieve
good results are enough for the manager to ask from time to time
questions for subordinates:
How is the work going?
What satisfies (does not satisfy) you the most?
Do you need my help to achieve success?
61
10.02.15Elements of an integration motivation program
3. Using rewards and punishments to prevent
challenging behavior and rewarding excellent performance.
QUESTION: “Do subordinates understand that good performance is rewarded in
more than bad or average?
Research results: 42% of 125 companies change their system within 3 years
rewards in order to strengthen the “payment-execution” connection.
4. Providing appropriate internal and external incentives.
QUESTION: “Do subordinates believe that there will be a reward for high achievements?
match the efforts?
5. Fair distribution of rewards.
6. Ensuring that remuneration is timely and truthful
feedback on performance results.
62
10.02.15Basic motivation tools
Changes in work are one of the significant factors of motivation.
A program of changes in work aimed at making it more
interesting and varied, involves:
Changes in individual
activities
a) Rotation
b) Changing tasks
c) Expansion of responsibilities
d) Labor enrichment
63
Changes in group activities
a) Integration of group work
b) Separation of the group
c) Qualitative changes
10.02.15Compensation package
64
10.02.15Formation of a compensation package
Compensation package - all types
remuneration and benefits received by the employee from
companies.
Development of various CPs for all allocated in
company categories of workers is one of
the most important strategic management tasks
human resources.
! The composition of the CP must meet the needs
employees and be balanced.
65
10.02.15The compensation package includes:
1. Constant
(fixed
1st part
salary):
Base
salary
Additional payments and
allowances
2.
Variable part
salary:
3.
Awards
Additional
Bonuses
benefits
Commission
Dr.
4.
Intangible 5. Pension
motivation (in
And
depending on savings
results
programs
labor)
6. Other payments
66
10.02.15Fringe benefits
Additional benefits - remuneration, not
related to the quantity and quality of labor.
Employees receive them for the fact of working in this
organizations.
67
10.02.15What are the fringe benefits?
Medical
insurance for employees and members of their families
Payment for additional holidays
Payment for food
Compensation of transportation expenses
Reimbursement of expenses for mobile communications or provision of
corporate number
Providing official transport
Life and accident insurance for employees and
their family members
Payment for employee training (second higher education, MBA,
teaching foreign languages, etc.)
68
10.02.15Objectives of the fringe benefits system
Ensuring that employees feel safe and cared for
side of the company.
Encouraging long-term work in the company (additional benefits in
depending on experience)
Attracting and retaining highly professional employees (in
depending on qualifications, grade/rank, position,
certification results)
Stimulating labor productivity (based on results
operational efficiency)
Improving the physical and financial well-being of employees
(to all employees)
Creating a favorable public opinion about the company (to everyone
various benefit packages for employees)
_________________________________________________
The system of additional benefits must be acceptable to the company
and attractive to employees
69
10.02.15There are two systems accepted on the market
additional benefits:
Fixed system:
Development and delivery
benefits for employees according to the list.
List may vary according to
grades, but the choice from it
the employee cannot do.
He only has the right
accept or refuse
any benefits.
70
Flexible system:
List of basic benefits for everyone
employees
Involving employees in choosing from
additional variables menu
benefits depending on grade and
work results
10.02.15Advantages of a flexible system of additional
benefits:
Effective cost planning
Better employee satisfaction
Increased value of rewards in the eyes of employees
Attractiveness of the company as an employer
Disadvantages of a flexible system of additional benefits:
Complex development process
Time costs for development and implementation
Material costs for development and implementation
“consequences” of tax and labor legislation
71
10.02.15Non-material motivation
Fringe benefits often overlap or are combined with
non-material motivation
The purpose of non-material motivation:
Creating a sense of belonging and recognition among employees
employees, their involvement in the life of the company, encouragement for
good results
Non-material motivation can have a monetary value
or a form of moral encouragement.
72
10.02.15Types of non-material motivation
Participation in the work of committees, commissions, working groups
Employee or department recognition programs
(competitions for the best employees in various categories)
Bonuses (not for performance results in general, but for specific ones)
achievements in nominations)
Valuable gifts or gift certificates (as a reward)
Payment for membership in sports clubs
Excursions, business trips to exchange experiences
Informal meetings with management
Providing a separate office
Payment for membership in professional communities and associations
73
10.02.15Classification of rewards for work
(EXAMPLE of a foreign company)
First group
Second group
Third group
Coffee breaks
Free
lunch break
Grocery sets
Easter hams
Christmas
turkeys
Dinners with family in
companies
Picnics in company
Parties after
works (cocktails)
Additional table
Personal
computer
Wall decorations
environment
Company car
Furniture for home
Cloth
Home tools
Tools for
vegetable garden
74
Workplace with window
Club discussions
Company literature
Personal account
Club privileges
10.02.15Organizational and social forms
remuneration (EXAMPLE of a foreign company)
Organizational
Social
Friendly greetings
Informal recognition
Formal thanks for
achievements
Performance Feedback
Congratulations on your progress
Patting on the shoulder
Smile
Verbal and non-verbal
OK
Money
Rewards
Stock
Payment of insurance premiums
Trademarks
Lunches
Theater and sports tickets
competitions
Travel on vacation
75
10.02.15Trends:
The main trend in the formation of compensation
packages in large companies:
increasing additional benefits and
non-material reward in the general system
rewards.
76
10.02.15
1. “Our employees have above-average salaries
level in the labor market - they can buy everything themselves
necessary services":
Minimization
employer's efforts in building a system
motivation;
Employee
does not identify money with this company, but
only with your own labor;
Employee
77
easier to “outbid”
10.02.15Various company policies in the field of remuneration
can lead to different consequences:
2. “We maintain an average and below average level
salary, but we remove some of the worries from the employee and
We increase his standard of living and security while
good work in our company":
Additional
efforts and resources
Employee identifies income and company
The employee feels cared for and receives an individual approach
Positive impact on loyalty and sense of teamwork
78
10.02.15The complexity of the intangible
motivation
Determining methods to influence work efficiency
employees - this is explained by the individuality of the system
motivation of each person (the set of needs can be
the same, but the strength and relevance of different motives for each
own)
Developing a motivation system in a company is very difficult
build a motivation system that would take into account the interests of everyone
team members;
Instability of the motivation system: any motivation system
works for some time - part of the needs is satisfied and
the system loses its initial attractiveness and efficiency;
Monitoring the motivation system – employee expectations and motives
are changing, so previously working motivation tools with
may stop working over time.
79
10.02.15Principles of building a motivation system
Availability. The terms must be clear to everyone
workers.
Tangibility. There is a certain threshold of effectiveness
stimulus.
Gradualism. Material incentives are subject to
constant upward correction. In no way
In any case, it is not allowed to reduce the level of material
stimulation, no matter how high it may be.
A combination of material and non-material incentives.
It is necessary to judiciously combine these types of incentives, taking into account
their targeted impact on each employee.
80
10.02.15The motivation system cannot be universal for everyone
employees.
The method depends on what category the employee belongs to.
non-material incentive for him!
Diagnosis of the employee’s position in relation to the company:
Individualists
focused on
maximum material
motivation
81
Collectivists
identify their
interests with interests
companies
10.02.15
motivation:
1. Purpose.
A clear understanding of the purpose of the work is one of the success factors. But
this is only enough for a short-term project - for a long-term
motivation requires that this goal coincide with personal needs
each member of the team.
2. Challenge.
There are cases when not very outstanding teams showed
excellent results influenced by the complexity of the task, which itself
became a separate motivation factor. But you need to take into account the degree
complexity.
3. “Elbow feeling.”
Successful teams are characterized by both competence and
effectiveness of organizing interpersonal relationships. For such groups
employees are characterized by mutual sympathy, respect, support and
desire to develop these qualities.
82
10.02.15Principles for forming a collective
motivation:
4. Responsibility.
Both teams and individual employees can be effectively
stimulate, helping them to realize responsibility for a certain
work area. But responsibility can also be demotivating.
factor. In what case?
5. Growth.
Professional development
Delegation of authority
6. Leadership.
A leader may be a catalyst for motivation for a short period of time, but
the best leaders create conditions that enable their team to
motivates himself. To do this, it is necessary to understand the importance of collective
task, its challenge, “common sense”, responsibility, growth and constantly
work on these factors.
83
Dispositional theories of labor Theory of need for achievement (D. McClelland). The performance of employees depends on their level of need for achievement, or achievement motivation (the desire to achieve something significant, to do an excellent job, to be the best). The higher the achievement motivation, the higher the labor efficiency and vice versa. Research has shown that the economic growth of organizations and societies can be correlated with the level of achievement motivation of staff and citizens. Characteristics of people with a pronounced achievement motivation: They prefer to work in conditions that allow them to take responsibility for themselves. They tend to take calculated risks and set themselves achievable goals. Constantly need recognition of their achievements and feedback (opinion about how well they are doing).
The theory of the hierarchy of needs (A. Maslow) Identified 5 basic needs (vital needs, the need for safety, the need for communication with other people and love, the need for respect, the need for self-actualization) and arranged them in the form of a pyramid in order of increasing importance for a person . He determined that a need at a higher level cannot be fully satisfied unless the need at a lower level is satisfied. Therefore, to increase labor motivation, the employer needs to create conditions for consistently meeting the employee’s needs. Thus, conditions that allow interaction with colleagues will satisfy the need for communication; praising the boss, providing them with a comfortable workplace - the need for respect; the possibility of professional growth and promotion - the need for self-actualization.
Motivator-hygienic (two-factor) theory (F. Herzberg) Identified 2 types of needs: motivator needs and hygienic needs. Motivator needs are determined by job attributes that stimulate high labor productivity (individual production tasks, level of personal responsibility, achievements, recognition, promotion, career development and professional growth). Satisfaction of motivating needs and job satisfaction. Hygiene needs are determined by the external parameters of the work environment (organizational policies, management, interpersonal relationships, physical conditions in the workplace, wages, forms of incentives). Unsatisfied hygiene needs and job dissatisfaction.
Job characteristics theory (J.R. Heckman, G.R. Oldham). Provided that a person feels the need for professional growth, some characteristics of work lead to certain psychological states (positive emotions), those lead to increased motivation to work. The need for professional growth positive emotions on certain characteristics of work strengthening work motivation Characteristics of work that enhance work motivation Diversity of skills. A measure of the use of different skills and abilities in the workplace. The more skills and abilities required to complete a job, the more attractive it is for the performer. Work order identity. More attractive is the work that results in something whole, rather than a fragment or part, as is usually the case on an assembly line. The importance of work. The importance of the work performed to the lives and well-being of colleagues or clients. Autonomy. A measure of the independence an employee can demonstrate when planning and organizing a task. Feedback. The amount of information about the efficiency and quality of his work received by the employee.
Cognitive theories of work motivation Theory of general expectations (V. Vroom). Labor efficiency is determined by expectations of reward for proper performance of work. The more a person wants to receive a reward, the value of which is indisputable to him, the harder he is willing to work for it. The value of the reward is different for each person; the reward can be increased wages, praise from superiors, increased level of responsibility, etc. 1. Workers must decide whether they are willing to behave in a certain way, such as not being late for work, following safety rules, or increasing productivity, so that the likelihood of achieving a certain outcome (the likelihood that their expectations will be met) is high enough. 2. Employees must determine whether this result will lead to the achievement of other results: for example, whether work discipline will lead to receiving a bonus (instrumentality). 3. Employees must decide whether such outcomes are valuable enough to them to become motivators for a particular behavior (valence).
The theory of justice (J.S. Adams) Work motivation depends on how fair a person thinks he is treated at work. The concept of fairness consists of assessing one’s contribution to the organization and the result of one’s work in the form of remuneration and comparison with similar indicators of colleagues. Types of people who have different concepts of fairness 1. Feel comfortable when it turns out that colleagues are valued higher than them, and feel remorse in the opposite situation. 2. We are convinced that the reward should correspond to the effort expended. Such a person feels unhappy if he is underestimated, and guilty if he is overestimated. 3. They are convinced that everything they receive is the result of their own merits. They can only be satisfied by clearly excessive remuneration; underestimation or evaluation according to merit is equally not to their liking.
The theory of goal setting (E. Locke) Work motivation depends on the presence of specific production goals that the employee sets for himself. People who have specific goals perform better than those who don't. Commitment to a goal (how determined a person is to achieve it) is influenced by the following factors: external (people in power, the influence of comrades, external rewards); interactive (rivalry, the opportunity to participate in the production); internal (rewards from oneself, expectations of success).
Work of a professional consultant with the motivational sphere of employees of an organization Work of a professional consultant with the motivational sphere of employees of an organization Characteristics of the motives of employees of an organization: orientation of the motive (exactly why this activity is more attractive to a person: its immediate content, process or end result, product); the content of the motive (what kind of human needs are satisfied in this activity).
Satisfying a person's needs in an organization Satisfying a person's needs in an organization An organization for a person is, first of all, the environment in which he satisfies his needs or seeks compensation in cases where his needs cannot be satisfied. Human needs in an organization: need for recognition, approval; need for contacts; the need to be an individual who makes independent decisions.
Tasks of a career consultant: work with the motivational sphere of an employee of an organization; finding solutions in situations of personnel movements, dismissal of an employee, certification, motivation, finding ways to compensate for the unmet needs of an employee; using existing benefit and compensation systems in the organization, as well as expanding and developing it, searching for and offering management new forms; solve situations when the following needs of any of the organization’s employees are not met: recognition, contacts, the need to be an individual who makes independent decisions.
Job satisfaction and control over the production situation The stresses that daily confront business managers at work are associated with: 1) overcoming difficulties caused by lack of time and a high level of responsibility (such stress satisfies feelings such as the need for self-realization and achievement); 2) overcoming obstacles that prevent the achievement of goals, including such as too much responsibility and lack of adequate support (we are talking about the need to overcome bureaucratic barriers, insufficient help from top management and uncertainty about the strength of one’s position at work ).
The work can be used for lessons and reports on the subject "General Topics"
Many presentations and reports on general topics will help you find interesting material, gain new knowledge and answer a variety of questions
Slide 2
“Motivation” and “stimulation” are two close concepts, however, if the concept of “incentive” is used mainly to denote material or moral encouragement, then “motive” is used more widely and covers all aspects of employee behavior.
Slide 3
Motivation is a person’s conscious choice of a certain type of behavior. Stimulation is a purposeful influence on a person, the creation of an external environment that encourages him to act in a given way.
Slide 4
Labor stimulation or motivation management in an enterprise is a tactic for solving problems of increasing labor efficiency, which encourages employees to work better by satisfying their needs. The enterprise's motivation system is the procedures established at the enterprise for remunerating employees for effective work, as well as the types and amounts of remuneration depending on the personal contribution of each employee to achieving the goals of the enterprise, his skills and competencies.
Slide 5
The development and practical application of new motivational systems directly in organizations (enterprises) make it possible to attract, to a greater extent, new highly qualified specialists who are able to manage both small and large teams, focusing primarily on individual motivation in accordance with the quantity and quality of the employee’s work.
Slide 6
5 main levels of human needs-motivations:
Slide 7
Based on concepts such as needs, motives, goals, we can imagine a general natural characteristic of the motivation process:
Slide 8
The presented diagram is rather conditional and gives only the most general idea of the relationships between needs and motives. The actual motivational process can be much more complex. The motives that drive a person are extremely complex, subject to frequent changes and are formed under the influence of a whole complex of external and internal factors - abilities, education, social status, material well-being, public opinion, etc. Therefore, predicting the behavior of team members in response to different motivation systems is very difficult.
Slide 9
Many managers and executives agree that wages should not be strictly fixed, but can consist of several parts. As an example of calculating employee salaries: minimum rate + payments for length of service + bonus for skills and various qualification additional payments (this is the base salary), then there may be various incentive bonuses (bonuses based on performance results).
Slide 10
Social package Compensation package medical care; additional payment to the pension fund; insurance; organization of children's recreation; advanced training through the organization, etc. payment for travel cards; fuel payment; car repair; payment for communication services; payment for air and railway tickets, etc.
Slide 11
Principles of optimal staff motivation: Non-material motivation. 2. Constant part of motivation (salary); 3. Variable part of remuneration (interest, bonuses, bonuses, etc.);
Slide 12
Grading is a method of creating a universal hierarchy of positions (ranks) for all company personnel; An assessment system that allows you to determine acceptable levels of compensation for all employees based on a comparison of the relative value for the company of different areas of work (positions).
Slide 13
Methods for determining variable remuneration: “From the master’s shoulder”; Competency-based; Based on key performance indicators (KPIs)
Slide 14
KPI (Key Performance Indication) is a key performance indicator that allows you to evaluate the effectiveness of actions performed by the enterprise as a whole, individual departments and each individual employee. A motivation system based on KPI allows you to: Ensure control over the current and long-term performance indicators of the organization. Assess the personal effectiveness of each employee, department and enterprise as a whole. Orient staff to achieve the required results. Manage the payroll budget and reduce the time for its calculation. Ensure collective and individual responsibility for the results of the enterprise. Key performance indicators and methods for their calculation (assessment) are specified for individual categories of employees.
Slide 15
Scheme for calculating the variable part (PV) of wages using the KPI coefficient: PV = Planned amount of the variable part * (KPI1 coefficient * KPI2 coefficient * KPI3 coefficient). The motivational formula for calculating an employee's salary is: Salary = Fixed part (salary) + Planned amount of the variable part * (KPI1 coefficient * KPI2 coefficient * KPI3 coefficient).
Slide 16
Slide 17
A list of basic requirements (rules) to maximize employee interest in work: 1. Link remuneration directly to the activities that lead to increased productivity and efficiency of the enterprise as a whole. 2. Provide public and tangible recognition to those individuals whose efforts and results exceed the average for their category. 3. By all means implement the principle that each employee should clearly receive his share of the increased productivity of the organization as a whole. Encourage employees to participate with managers in developing goals and metrics against which employee performance can be reliably measured. 5. Pay special attention to the difficulties faced by line managers in implementing a restructuring program and improving job responsibilities and jobs.
Slide 18
6. Avoid the emergence and development of situations in which the interests of employees may conflict with the goals of increasing the well-being of the company (for example, new technology should not be introduced that reduces labor safety or forces people to work overtime). 7. Do not attempt to raise quality standards until the organization is able to fully pay all associated costs (i.e., refuse to produce products that do not meet the new standards, pay more for high-quality components, transfer people to other jobs, or fire people , unable to perform quality work). 8. Do not try to make it seem like productivity improvement programs are in fact aimed at increasing job satisfaction and job significance.
Slide 19
Today, effective strategies for the development of motivation and stimulation in practice are among the most popular, but at the same time one of the most difficult to develop. The main reasons for this are as follows: The practical absence at enterprises of specialists who are proficient in assessment methods that allow periodic receipt (in monitoring mode) of information in the field of motivation and incentives for personnel; Lack of specialists with experience in developing such strategies. If you seek help from outside, then not every consulting company currently has consultants who are competent in this area; There is an extremely small number of open assessment methods that allow obtaining the necessary information in the field of motivation and stimulation of personnel.
Slide 20
The functions of departments or personnel motivation groups should consist of the following activities: systematic study of the motivation of employees in various departments of the enterprise; assessment of the effectiveness of labor incentive systems and methods used at the enterprise; development of proposals for improving the incentive system in relation to various categories of employees of the enterprise; identification and implementation of new methods of stimulating labor; justification of new remuneration systems in relation to different categories of enterprise employees; formation of a statistical database on the level of personnel motivation and assessments of the incentive system with the subsequent use of information to develop a strategy for the development of motivation and personnel incentive system; studying the experience of domestic and foreign enterprises in assessing motivation and using various incentive methods
Slide 21
Recommendations for mutual understanding between the manager and the subordinate: 1. in the company, the selection of employees should be carried out in accordance with clear requirements and criteria for applicants; 2. the management system must contain clear guidelines for the process of performing work and its evaluation; 3. the company cannot artificially create a “team image” and maintain it; 4. the company must have a distribution of responsibilities between departments, and the management structure with powers and functions should not be vague; 5. a leader should not give up his ideas and implement them to the end; 6. the company must have a system of sanctions for violations of discipline; 7. The company must have a well-thought-out effective system of motivational activities that satisfies all employees of the organization.
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Stimulating personnel Stimulus - (stimulus - pointed stick) - a means of influence to induce action Stimulation - targeted influence on employee behavior (behavior management) using an appropriate set of means Impact with the “+” sign and with the “-” sign
The main disincentives of staff Violation of an unspoken contract Lack of important information from staff Non-use of any employee skills that he himself values Ignoring ideas and initiative Lack of a sense of belonging to the company Lack of changes in the employee’s status Lack of recognition of achievements and results from management and colleagues Unfair punishment
Significance of incentives (according to the S/B survey) From the point of view. manager Salary Reliable PM Opportunity for job growth Good working conditions With t.zr. employees Human recognition Possession of complete information Assistance in personal matters For young professionals: Combination with training
Personnel retention program Situation analysis: Questionnaire Conversations Seminars Study of the enterprise image Reasons for dismissal Factors that bind employees Weaken and eliminate Strengthen and stabilize= Reinforcement results: Reducing staff turnover Reducing the number of absences and absenteeism Increasing attachment to the enterprise
Motivation for the effective work of middle managers Decent level of salary, social package Clearly defined tasks of the department Delegation of authority by the top manager Compliance with the management hierarchy (no “jumping over” their heads) Availability of leverage over subordinates
Motivation for effective work of performers Salary level and social package adequate to market conditions Clearly defined tasks Delegation of powers on the part of the manager Lack of “equalization” or injustice in the remuneration system Transparency of the remuneration system Interrelation of the employee’s performance assessment with the activities of the department Management style on the part of the immediate superior
5 types of motivation according to V.I. Gerchikova Type of motivation Main motive Instrumental “I can earn money” Professional “I can use my knowledge and experience” Patriotic “I feel needed by the team” Business “I can decide on my own what and when to do” Unattainable Habitual work, stability
Professional type Interested in the content of the work Does not agree to work that is uninteresting to him, no matter how much they pay for it Interested in difficult tasks - the opportunity for self-expression Considers freedom in operational actions important Professional recognition as the best in the profession
Avoidant type Doesn’t care what kind of work to do, no preferences Agrees to low pay, provided that others do not receive more Does not strive to improve qualifications, resists this Low activity and opposition to the activity of others Low responsibility, the desire to shift to others The desire to minimize effort
Forms of incentives Negative Fines, punishments, threat of job loss Cash salary, all types of bonuses and allowances Natural Car, telephone, housing Moral Certificates, badges of honor, awards (20 thousand) Paternalism Additional social and medical insurance, recreational conditions Organizational Working conditions, its content and organization Involvement in management
Correspondence of motivational types and forms of stimulation Forms of stimulation Types of motivation Instr.Prof.Patr.House.Unachieved. Negative 0-+–Base Monetary Base+0+0 Natural (social package) +0+0Base Moral -+Base00 Paternalism --+-Base Organizational 0Base0+– Participation in co-ownership and management 0++Base–
F. Herzberg's theory of motivation Dissatisfaction is influenced by hygiene factors: Management method Policy of the company and administration Working conditions Interpersonal relationships Earnings Uncertainty in job stability Impact of work on personal life Satisfaction is influenced by motivational factors: Achievements (qualifications) and recognition of success Work as such Responsibility Promotion service Opportunity for professional growth
Difficulties in developing a motivation system Insufficient understanding of the importance of staff motivation Predominance of a “punitive” system of staff motivation The expectations and interests of employees are not taken into account Significant interval between obtaining results and rewards
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