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Motivation is an internal property of a person, an integral part of his character, associated with his interests and determining his behavior in the organization. An incentive is some influence on a person, the purpose of which is to direct his activities and correct behavior in the organization. There are several motivational types, each of which describes the characteristic behavior of a person in an organization. Motivational types can be divided into two classes: 1) the class of avoidant motivation (avoidant motivation - a person seeks to avoid the undesirable consequences of his behavior); 2) the class of achievement motivation (achievement motivation - a person behaves in such a way as to achieve certain milestones that he strives for).
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No. Need is a state of need for certain living conditions, activities, material objects, people or certain social factors, without which a given individual experiences a state of discomfort.
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Need is a state of need for certain living conditions, activities, material objects, people or certain social factors, without which a given individual experiences a state of discomfort.
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Level of needs Contents Physiological (biological) needs Human needs for food, drink, oxygen, optimal temperature and air humidity, rest. The need for security and stability The need for stability in the existence of the current order of things. Confidence in the future, the feeling that nothing threatens you, and your old age will be secure. The need for acquisition, accumulation and capture The need for the not always motivated acquisition of material assets. Excessive manifestation of this need leads to greed, avarice, stinginess. The need for love and belonging to a group. The need to love and be loved. The need to communicate with other people, to be involved in some group. The need for respect and recognition a) the desire for freedom and independence; the desire to be strong, competent and confident. b) the desire to have a high reputation, the desire for prestige, high social status and power. The need for overcoming difficulties The need for risk, adventure and overcoming difficulties. Need for self-realization The desire to realize your uniqueness, the need to do what you like, what you have abilities and talents for.
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Stimulation as the basis of motivation Labor stimulation is, first of all, an external motivation, an element of the work situation that influences human behavior in the world of work, the material shell of personnel motivation. At the same time, it also carries an intangible load that allows the employee to realize himself as a person and an employee at the same time. It performs a number of functions: The economic function is expressed primarily in the fact that labor stimulation helps to increase production efficiency, which is expressed in increased labor productivity and product quality. The moral function is determined by the fact that incentives to work form an active life position and a highly moral social climate in society. At the same time, it is important to ensure a correct and justified system of incentives, taking into account tradition and historical experience. The social function is ensured by the formation of the social structure of society through different levels of income, which largely depends on the impact of incentives on different people. In addition, the formation of needs, and ultimately the development of personality, is also predetermined by the organization and stimulation of labor in society.
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The main forms of incentives for company personnel: Material reward: Salary; Bonuses; Profit sharing; Additional payments; Payment of transportation costs; Additional incentives: Food subsidies; Discounts on the purchase of company goods; Help with educational expenses; Assistance in training; Club memberships; Country trips and picnics; Life insurance; Dependents' life insurance; Accident insurance; Medical and dental care.
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Theories of motivation The theory of the hierarchy of needs by A. Maslow Its essence comes down to the study of human needs. This is an earlier theory. Its supporters, including Abraham Maslow, believed that the subject of psychology is behavior, not human consciousness. Behavior is based on human needs, which can be divided into five groups: * physiological needs necessary for human survival: food, water, rest, etc.; * needs for security and confidence in the future - protection from physical and other dangers from the outside world and confidence that physiological needs will be met in the future; * social needs - the need for a social environment, communication with people, a sense of “elbow” and support; * needs for respect, recognition of others and the desire for personal achievements; * the need for self-expression, i.e. the need for one’s own growth and the realization of one’s potential. The first two groups of needs are primary, and the next three are secondary.
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McClelland's theory of acquired needs A widely accepted concept of needs that determines a person's motivation for activity is McClelland's concept, which is associated with the study and description of the influence of the needs for achievement, participation and power. These needs are acquired throughout life and if they are present strongly enough in a person, they have a noticeable impact on his behavior, forcing him to make efforts to carry out actions that should lead to the satisfaction of these needs. Achievement needs are manifested in a person’s desire to achieve his goals more effectively than before. Needs for participation - manifest themselves in the form of a desire for friendly relations with others. People with a high need for complicity try to establish and maintain good relationships; approval and support from others are important to them; they worry about what others think of them. The need for power is the desire to control people’s actions, influence their behavior, and take responsibility for the actions and behavior of other people. People with a high need for power can be divided into 2 groups: Group 1 - those who strive for power for the sake of power. They are attracted to the possibility of commanding others. The interests of the organization in this case fade into the background, because they focus only on their position in the organization. Group 2 - those who strive for power in order to solve group problems; these people satisfy their needs for power by defining goals, setting tasks for the team and participating in the process of solving these problems.
WORK MOTIVATION SYSTEM. SUBSTANTIVE THEORIES OF MOTIVATION: CLASSIFICATION OF NEEDS ACCORDING TO MASLOW; HIERARCHY OF NEEDS ACCORDING TO MCC CLELLAND; NEEDS ACCORDING TO HERZBERG.
INTRODUCTION Motivation is the process of inducing a person to act in order to achieve the personal goals of the organization. perceptions and expectations. Modern theories of motivation, based on the results of psychological research, prove that the true reasons that motivate a person to devote all his strength to work are extremely complex and diverse. According to some scientists, a person’s actions are determined by his needs. Those who hold a different position proceed from the fact that a person’s behavior is also a function of his
Motivation is the process of connecting the goals of the enterprise and the goals of the employee to most fully satisfy the needs of both; it is a system of ways to influence personnel to achieve the intended goals of the employee and the enterprise.
The main elements of the labor motivation system: payment system, employee performance evaluation system, social programs that provide social benefits and protection for employees.
qualification advancement and career development, increasing the content of work, Additional elements of motivation: staff stabilization, professional and improving working conditions, a system for forming the culture and image of the enterprise, assessing the effectiveness of payment systems and the motivation systems themselves, awareness-raising programs workers.
Examples of the content of the work motivation system at enterprises: 1. Incentive system, system of social programs for personnel motivation. 2. Creating the image of the enterprise, improving working conditions, social support for employees, a system for assessing and remunerating employees, moral incentives, personnel training and advanced training, development and preservation of team traditions, reorganization of the management structure. 3. Recognition of the employee’s value to the organization, the use of labor enrichment programs and personnel rotation, the use of staggered schedules, discounts to employees on the company’s products, and the provision of recreational facilities.
Additional elements in the employee labor motivation system: 1. culture of the organization (enterprise); 2. identification with the organization (enterprise); 3. system of participation in the results of work; 4. personnel service; 5. organization of the workplace; 6. personnel policy; 7. regulation of working hours; 8. informing employees.
CLASSIFICATION OF NEEDS BY MASLOW. When Maslow created his theory of motivation in the 1940s, he recognized that people have many different needs, but also believed that these needs could be divided into five main categories. 1.Physiological needs are essential for survival. These include needs for food, water, shelter, rest and sexual needs. 2. Needs for security and confidence in the future include the need for protection from physical and psychological dangers from the outside world and confidence that physiological needs will be satisfied in the future. A manifestation of the need for security in the future is the purchase of an insurance policy or the search for a secure job with good prospects for retirement.
3. Social needs, sometimes called affiliation needs, are a concept that includes a feeling of belonging to something or someone, a feeling of being accepted by others, feelings of social interaction, affection and support. 4. Esteem needs include the needs for self-esteem, personal achievement, competence, respect from others, and recognition. 5.Needs of self-expression - the need to realize one’s potential and grow as an individual.
According to David McClelland's theory, humans are driven by three levels of needs:
People with a need for power are not necessarily power-hungry careerists in the negative and most commonly used meaning of these words. They have no inclination towards adventurism or tyranny, and the main one is the need to demonstrate their influence. Such people must be prepared in advance to occupy senior management positions. Personal influence can be the basis of leadership only in very small groups. If a person wants to become the leader of a large team, he must use much more subtle and socialized forms to manifest his influence. interested in the company of acquaintances, establishing friendly relations, and helping others. Such people will be attracted to jobs that provide them with extensive opportunities for social interaction. Their leaders must maintain an atmosphere that does not limit interpersonal relationships and contacts. A leader can also ensure that To motivate people with a need for success, you need to set them tasks with a moderate degree of risk or possibility of failure, delegate them sufficient authority to unleash initiative in solving the tasks, regularly and specifically reward them in accordance with the results achieved . People with a developed need for belonging
Needs according to Herzberg.
CONCLUSION Thus, there are many options for work motivation systems. Enterprises include in the motivation system those areas that are of greatest importance for solving the problems of enterprises at the moment, or those that are provided with resources in terms of costs.
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 employee performance evaluation 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 make 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 is important
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 hygienic factors: Management method Policy of the company and administration Working conditions Interpersonal relationships Earnings Uncertainty about 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
MOTIVATION IN AN ORGANIZATION 1. The concept of motive, need, motivation. The importance of personnel motivation in an organization. 1. The concept of motive, need, motivation. The importance of personnel motivation in an organization. 2. Disadvantages in the development of a personnel motivation system 2. Disadvantages in the development of a personnel motivation system 3. Fear and punishment as motivators and demotivators 3. Fear and punishment as motivators and demotivators 4. Theories of motivation 4. Theories of motivation 5. Forms of personnel motivation 5. Forms staff motivation
1. The concepts of “motive”, “need”, “motivation”. Motive is an incentive to activity associated with satisfying a need. Motive is an objectified need (A.N. Leontyev). Motive is an incentive to activity associated with satisfying a need. Motive is an objectified need (A.N. Leontyev). Need is a state of need for something. The need is impersonal. For example, a person wants to eat, feels the need for food, but cannot always say exactly what he wants to eat. In the process of human activity, a need receives an object of its satisfaction, which becomes a goal and subsequently acts as a driving force, i.e., a motive. Need is a state of need for something. The need is impersonal. For example, a person wants to eat, feels the need for food, but cannot always say exactly what he wants to eat. In the process of human activity, a need receives an object of its satisfaction, which becomes a goal and subsequently acts as a driving force, i.e., a motive. Motivation: 1) a system of motives as factors underlying behavior; 2) special events aimed at the internal values and needs of people working in the company. Motivation: 1) a system of motives as factors underlying behavior; 2) special events aimed at the internal values and needs of people working in the company.
Motivation determines 1) The direction of behavior - that is, what is most important for a person in his work activity. This could be: - the work itself, its process and content; - career advancement; - ensuring your material well-being; - calmness and understanding at work; - prosperity of the organization.
2) The level of human effort. That is, how much effort and energy he spends on work; works at full capacity, realizes all his creative and intellectual potential, or works carelessly; delves into what is happening or treats it superficially. 3) Level of persistence - that is, how much time a person spends on performing a particular action, for example, when faced with obstacles and difficulties.
In addition to motivation, the effectiveness of activity is influenced by: - difficulty of the task; - presence of abilities; - availability of necessary resources; - working conditions; luck, etc. Therefore, a high level of motivation does not always lead to high performance at work. People with low motivation, working half-heartedly, can achieve high performance at work if they have good abilities and appropriate professional training.
2. Disadvantages in the development of a staff motivation system (according to N.V. Samukina) (according to N.V. Samukina) 1. Insufficient understanding of the importance of staff motivation. Management does not take into account that having the same position and salary, in one company an employee can work with full dedication, and in another - carelessly. 1. Insufficient understanding of the importance of staff motivation. Management does not take into account that having the same position and salary, in one company an employee can work with full dedication, and in another - carelessly. 2. The predominance of a “punitive” system of personnel motivation. It manifests itself in the cultural habit of scolding more for mistakes and praising less for successes (do not praise at all). This is how we raise children in our families, this is how they teach in schools and universities.
3. The expectations and interests of employees are not taken into account. Some are interested in a salary increase, some in career growth, others in the opportunity to combine work and leisure. 3. The expectations and interests of employees are not taken into account. Some are interested in a salary increase, some in career growth, others in the opportunity to combine work and leisure. 4. A large time interval between getting a good result and receiving encouragement. 4. A large time interval between getting a good result and receiving encouragement. 5. Failure of management to fulfill its promises. Instability of the motivation system. 5. Failure of management to fulfill its promises. Instability of the motivation system. 6. Lack of information among staff about motivation factors. Employees should know what kind of incentive evaluation they can expect from management after achieving good results at work. 6. Lack of information among staff about motivation factors. Employees should know what kind of incentive evaluation they can expect from management after achieving good results at work.
3. Fear and punishment as demotivators of activity Reprimand, reprimand, fine, dismissal and similar methods are often used to control the behavior of employees. The question is how effective are they? Reprimand, reprimand, fine, dismissal and similar methods are often used to control employee behavior. The question is how effective are they? Can punishment (fear of punishment) stimulate effective activity?
Experiment: Experiment: Researchers brought a large inflatable doll to three kindergarten groups. The children in the first group were told: “Play with this doll.” Second: “Play with the doll, but don’t hit it.” And finally, the children of the third group were told: “Play with the doll, but under no circumstances hit it. Whoever hits us, we will punish him.” Then the adults left, leaving the children alone with the doll. What happened in the groups? In the first, the children played peacefully; in the second, they played, occasionally showing aggression towards the doll. In the third, the children began to furiously beat the doll as soon as they were convinced that the adults had left. The researchers brought a large inflatable doll to three kindergarten groups. The children in the first group were told: “Play with this doll.” Second: “Play with the doll, but don’t hit it.” And finally, the children of the third group were told: “Play with the doll, but under no circumstances hit it. Whoever hits us, we will punish him.” Then the adults left, leaving the children alone with the doll. What happened in the groups? In the first, the children played peacefully; in the second, they played, occasionally showing aggression towards the doll. In the third, the children began to furiously beat the doll as soon as they were convinced that the adults had left.
Negative aspects of punishment - Punished behavior is suppressed only temporarily. If a manager scolds an employee for some behavior, then it most likely will not occur only in his presence and may recur in his absence. - Fear of punishment stimulates avoidant behavior. An employee who avoids a “formidable” boss may give him false information that embellishes reality. - Punishment can increase aggression on the part of staff and lead to serious interpersonal conflicts. - A person who is constantly subjected to punishment may develop a feeling of uncertainty, insecurity, inability to control the situation, and the effect of “tunnel perception” occurs when his thoughts are focused only on the source of fear.
Fear blocks the desire for creativity, the search for new, non-standard solutions, and reasonable and justified risks. Therefore, active and creative employees gradually leave a company in which a “punitive” motivation system prevails, and what remains are driven and unsure of their demand in the labor market. -Weak and emotionally sensitive people can be stimulated by fear for a long time. However, as a result of nervous tension, they often get sick and become emotionally exhausted, which reduces their productivity. -Public criticism creates a field for downward comparison: “He works worse than us, therefore, we can sit back and relax.” Conversely, public praise encourages employees to strive for better. - It is not recommended to use fear to motivate line managers who bear the main professional and communication load in the company.
Principles of effective punishment Example: Combating tardiness. The first strategy is punishment for being late; The first strategy is punishment for being late; The second strategy is rewarding disciplined employees. The second strategy is rewarding disciplined employees. Experiment: In the late 1960s. A number of American companies conducted an experiment. It was decided to organize a monthly lottery, the right to participate in which was given to workers who came to work on time. Upon entering the office, they were given lottery tickets. There was a circulation once a month. As a prize, employees could win a color TV or other household appliances - irons, kettles, vacuum cleaners, etc. According to the HR service, the number of late arrivals in the first year of using this system fell by 75%. Effective punishment: - warns; - always applies to everyone without exception. Rewarding employees for good work is more effective than punishing bad work.
3. Theories of Motivation Reinforcement theories emphasize the means that control an individual's behavior by manipulating its consequences. Reinforcement theories emphasize the means that control an individual's behavior by manipulating its consequences. Content theories focus on the needs of the individual—the physiological or psychological deficits that the person wants to reduce or get rid of. Content theories focus on the needs of the individual—the physiological or psychological deficits that the person wants to reduce or get rid of. Process theories - focus on thinking, or cognitive processes that occur in the human mind and influence his behavior. Process theories - focus on thinking, or cognitive processes that occur in the human mind and influence his behavior.
Theories of reinforcement Founders: B. Skinner, E. Thorndike, etc. Founders: B. Skinner, E. Thorndike, etc. The theory of reinforcement comes from I.P. Pavlov’s theory of the formation of conditioned reflexes. The theory of reinforcement comes from I.P. Pavlov’s theory of the formation of conditioned reflexes. Reinforcement is the management of a consequence as a result of behavior (J. Shermerron et al.). Reinforcement is the management of a consequence as a result of behavior (J. Shermerron et al.). Reinforcement is based on the law of effect, which states that a behavior will be repeated or extinguished depending on its positive or negative consequences. Reinforcement is based on the law of effect, which states that a behavior will be repeated or extinguished depending on its positive or negative consequences.
Positive reinforcement is the management of positive consequences that increases the likelihood that a person will repeat a particular behavior in a similar situation. For example: a manager nods to a subordinate, expressing approval for her valuable remark made at a sales conference. Subsequently, this employee will make another valuable comment, which is what the manager hopes for. Positive reinforcement is the management of positive consequences that increases the likelihood that a person will repeat a particular behavior in a similar situation. For example: a manager nods to a subordinate, expressing approval for her valuable remark made at a sales conference. Subsequently, this employee will make another valuable comment, which is what the manager hopes for. Negative reinforcement is used to achieve desired behavior through the negative consequences of previous unwanted behavior. For example: 1) a manager regularly reprimands an employee for lapses in performance of her duties, and then one day, when she does a good job, stops criticizing her; 2) we stop when we see a red traffic light because we want to avoid getting a ticket. Negative reinforcement is used to achieve desired behavior through the negative consequences of previous unwanted behavior. For example: 1) a manager regularly reprimands an employee for lapses in performance of her duties, and then one day, when she does a good job, stops criticizing her; 2) we stop when we see a red traffic light because we want to avoid getting a ticket.
Reinforcement theory allows us to offer the following practical recommendations for motivating workers in organizations: Reinforcement theory allows us to offer the following practical recommendations for motivating workers in organizations: 1) It is necessary to identify and detail the behavior that is correct and desirable in the workplace. 1) It is necessary to define and detail the behavior that is correct and desirable in the workplace. 2) Correct behavior requires regular reinforcement. 2) Correct behavior requires regular reinforcement.
3) It is advisable to ignore unwanted or incorrect behavior, applying punishment only when repeated regularly or in special cases that can lead to serious negative consequences. 3) It is advisable to ignore unwanted or incorrect behavior, applying punishment only when repeated regularly or in special cases that can lead to serious negative consequences. 4) There should be no delay in reinforcing correct behavior so that a close connection between behavior and reinforcement is maintained. 4) There should be no delay in reinforcing correct behavior so that a close connection between behavior and reinforcement is maintained. 5) It is recommended to develop a reinforcement scheme and types of incentives in accordance with the individual characteristics of the employee and the current situation. 5) It is recommended to develop a reinforcement scheme and types of incentives in accordance with the individual characteristics of the employee and the current situation.
Content theories 1) Theory of the hierarchy of needs by A. Maslow. Lower level needs: 1) physiological needs, 2) safety needs, 3) social needs. Higher level needs: 4) needs for respect, recognition, evaluation, 5) needs for self-actualization.
2) Clayton Alderfer's three-factor theory reduces A. Maslow's five categories of needs into three: - Existence needs - the desire to have physiological and material well-being; -Relationship needs – the desire to have satisfactory interpersonal relationships; -Growth needs – the desire for constant personal growth and development. In contrast to the hierarchy of needs in the theory of A. Maslow, K. Alderfer argues that satisfied needs of a lower level can be activated if the needs of a higher level are not satisfied; More than one need may be activated at any given time. Thus, if work is not able to satisfy the workers' needs for affection and personal growth, then they begin to complain about wages, benefits provided and working conditions.
3) David McClelland's theory. Identifies the following groups of needs: Identifies the following groups of needs: 1) Achievement needs - the desire to do something better and more efficiently, solve problems, complete complex tasks. 2) Affiliation needs - the desire to establish and maintain friendly and warm relationships with others. 3) Power needs - the desire to control others, influence their behavior or be responsible for them.
Practical implementation of D. McClelland's theory A person with high achievement motivation prefers individual responsibility, complex tasks and feedback on work performance. A person with high achievement motivation prefers individual responsibility, challenging tasks, and feedback on job performance. A person with a high need for affiliation is attracted to interpersonal relationships and communication opportunities. A person with a high need for affiliation is attracted to interpersonal relationships and communication opportunities. A person with a high need for power seeks influence over others, loves attention and recognition. A person with a high need for power seeks influence over others, loves attention and recognition. Successful executive performance is associated with a moderate to high need for combinational power and a low need for affiliation.
4) F. Herzberg’s two-factor theory, according to which job satisfaction and job dissatisfaction are separate dimensions. He identified two groups of factors: Hygiene factors - relate to working conditions. Hygiene factors – relate to working conditions. Motivating factors relate to the content of the work, i.e. what people actually do. Motivating factors relate to the content of the work, i.e. what people actually do.
F. Herzberg's two-factor theory Hygiene factors Organization policy Organization policy Quality of supervision Quality of supervision Working conditions Working conditions Basic salary Basic salary Relationships with colleagues Relationships with colleagues Relations with subordinates Relations with subordinates Status Status Safety Safety F. Herzberg found that low wages cause people's dissatisfaction , but increasing it does not necessarily satisfy or motivate workers. That is, improving hygiene factors will not necessarily lead to people being satisfied with their jobs; it will only prevent the development of dissatisfaction. To achieve job satisfaction, you need to pay attention to motivating factors. F. Herzberg found that low wages cause people's dissatisfaction, but increasing them does not necessarily satisfy or motivate workers. That is, improving hygiene factors will not necessarily lead to people being satisfied with their jobs; it will only prevent the development of dissatisfaction. To achieve job satisfaction, you need to pay attention to motivating factors. Motivating factors Success Success Recognition Recognition The work itself The work itself Responsibility Responsibility Promotion Promotion Personal growth Personal growth
Process theories 1) J. Adams' theory of justice J. Adams argues that when doing the same work, employees compare how much money each of them received, experiencing a feeling of fairness or injustice. J. Adams argues that when performing the same work, employees compare how much money each of them received, while experiencing a sense of fairness or injustice. -A feeling of negative injustice arises when an individual realizes that for his part of the work he receives less than those around him. -A feeling of positive injustice occurs when an individual feels that he received more for his work than those around him.
J. Adams' theory of justice To restore a sense of justice, a person tends to exhibit one of the following forms of behavior: -Changes his contribution to work (for example, reduces the effort expended); -Changes the outcome of his work (for example, asks for a raise); - Gets out of the situation (for example, quits; in Russian practice, according to N.V. Samukina, up to 25% of dismissals from the total number occur among those dissatisfied with the unfair payment system); -Changes the items being compared (for example, compares oneself with other workers); -Psychologically distorts the comparison (for example, it logically substantiates for itself that the injustice is only temporary and will be eliminated in the future); -Takes actions aimed at changing the work contribution or performance of the compared person (for example, persuading a colleague to take on more work).
Practical implementation of J. Adams' theory It is necessary to take into account what seems fair to the manager, but may be perceived as unfair by the employee - after comparing himself with colleagues. It is necessary to take into account that what seems fair to the manager may be perceived as unfair by the employee - after comparing himself with colleagues. Explain why one employee’s salary was increased and another’s was not, and provide objective arguments. Explain why one employee’s salary was increased and another’s was not, and provide objective arguments. If the principle of fairness is violated, explain to the dissatisfied employee that after a certain time he can also count on a salary increase, provided he works effectively. If the principle of fairness is violated, explain to the dissatisfied employee that after a certain time he can also count on a salary increase, provided he works effectively. Introduce into the staffing table a provision on experience, length of service, and duration of work in the company, so that these objective characteristics of the employee influence the receipt of remuneration. Introduce into the staffing table a provision on experience, length of service, and duration of work in the company, so that these objective characteristics of the employee influence the receipt of remuneration.
Victor Vroom's Expectancy Theory V. Vroom states that employee motivation is the result of rational calculations. A person is only motivated to the extent that he believes that: V. Vroom argues that employee motivation is the result of rational calculations. A person is motivated exactly to the extent that he believes that: 1) efforts to complete the work will be crowned with its successful completion; 1) efforts to complete the work will be crowned with its successful completion; 2) doing the work will be rewarded; 2) doing the work will be rewarded; 3) the reward has a positive value. 3) the reward has a positive value.
Application of V. Vroom's theory in the practice of personnel motivation The practical application of V. Vroom's theory consists of taking into account not only the needs, but also the expectations of the company's employees. Thus, it is necessary to find out in a timely manner what expectations the employees of the company or division have, including what kind of reward they want to receive. Thus, it is necessary to find out in a timely manner what expectations the employees of the company or division have, including what kind of reward they want to receive. If receiving the expected reward for some reason is not possible at the moment, you should talk to the employee and show him the prospects that will open up for him in the future. If receiving the expected reward for some reason is not possible at the moment, you should talk to the employee and show him the prospects that will open up for him in the future. It is important to consider the significant goals and values of employees and the extent to which getting results at work contributes to the realization of these goals and values as assessed by them. Such goals and values may include the desire to establish one’s status in the eyes of family members, wealthy neighbors or colleagues, the purchase of prestigious and fashionable items, etc. It is important to take into account the significant goals and values of employees and the extent to which obtaining results in work contributes to the realization of these goals and values according to their own assessment. Such goals and values may include the desire to establish one’s status in the eyes of family members, wealthy neighbors or colleagues, the purchase of prestigious and image items, etc.
Reward Reward is anything that encourages a person to engage in goal-oriented activity. This is what is significant for a person, what stimulates activity aimed at obtaining it. Reward is anything that encourages a person to engage in goal-oriented activity. This is what is significant for a person, what stimulates activity aimed at obtaining it. It is customary to distinguish between two types of remuneration: It is customary to distinguish between two types of remuneration: Material, including monetary compensation and a system of benefits provided by the organization to its employees. Material, including monetary compensation and a system of benefits provided by the organization to its employees. Intangible (moral) – focused on satisfying psychological, non-economic, but also very important and significant needs. Intangible (moral) – focused on satisfying psychological, non-economic, but also very important and significant needs.
The most important means of material reward is money. Their subjective significance is determined, firstly, by the fact that a person can exchange them for desired goods and services, and secondly, by the fact that they are a means of social assessment of a person’s activities - his status, achievements, successes, etc. The most important means of material reward is money. Their subjective significance is determined, firstly, by the fact that a person can exchange them for desired goods and services, and secondly, by the fact that they are a means of social assessment of a person’s activities - his status, achievements, successes, etc.
Types of material remuneration The traditional scheme of the structure of monetary income includes: 1) payment at tariff rates and salaries; 1) payment according to tariff rates and salaries; 2) the market component, which reflects the results of negotiations between the employee and the employer regarding wages, taking into account the level of demand for labor offered by the employee; 2) the market component, which reflects the results of negotiations between the employee and the employer regarding wages, taking into account the level of demand for labor offered by the employee; 3) additional payments and compensation for working conditions and its severity (work on evening and night shifts, work in hazardous conditions, in remote places). 3) additional payments and compensation for working conditions and its severity (work on evening and night shifts, work in hazardous conditions, in remote places). 4) bonuses (piecework earnings), paid when labor productivity is higher than normal or when work is performed by fewer employees, as well as for personal contribution to increased efficiency; 4) bonuses (piecework earnings), paid when labor productivity is higher than normal or when work is performed by fewer employees, as well as for personal contribution to increased efficiency;
5) bonuses paid for achieving specific results, for high results at the end of the month, quarter, year, for inventions and innovation proposals, for the development of innovations; 5) bonuses paid for achieving specific results, for high results at the end of the month, quarter, year, for inventions and innovation proposals, for the development of innovations; 6) social payments; 6) social payments; 7) dividends - income from shares of an enterprise owned by its employees. (Spivak V.A. Organizational behavior and personnel management. - St. Petersburg, 2000). 7) dividends - income from shares of an enterprise owned by its employees. (Spivak V.A. Organizational behavior and personnel management. - St. Petersburg, 2000). Remunerations paid can be fixed - constant for a certain time, regardless of the results of the employees' work, or variable - change depending on the specific achievements and results of a given employee. Remunerations paid can be fixed - constant for a certain time, regardless of the results of the employees' work, or variable - change depending on the specific achievements and results of a given employee.
Types of non-material reward 1. Remuneration by consumption: 1. Remuneration by consumption: - Social package (health insurance, etc.). -Providing food for a tea break; -Free lunches; -Family dinners at the expense of the company; -Picnics organized by the company; -Pre-holiday gifts.
Remuneration for use: Remuneration for use: - provision of additional equipment; - sign for the office; - provision of a company car; - provision of a mobile phone; - provision of a voucher to the company’s holiday home; -use of company equipment for one’s own purposes (copier, long-distance calls from a business phone); - prestigious business trips.
Social rewards: Social rewards: - friendly greetings; - informal recognition, request to express an opinion; - request for advice; - recognition in the company's press; - public recognition of merits and successes. Gifts: Gifts: - memorable souvenirs; - travel during vacation; - dinner at the expense of the company. A variety of forms of material and non-material stimulation allows you to choose the one that will be positively perceived by a person.
Internal and external motivation Among the various motives of human activity, it is customary to distinguish internal and external motives, which, in particular, are considered as internal and external reasons that influence a person’s decision-making. Among the various motives of human activity, it is customary to distinguish internal and external motives, which, in particular, are considered as internal and external reasons influencing a person’s decision-making. Despite some differences in formulation, it is generally accepted that intrinsic motivation is associated with satisfaction from the work process itself, while extrinsic motivation is associated with a focus on reward as the only valuable result. Despite some differences in formulation, it is generally accepted that intrinsic motivation is associated with satisfaction from the work process itself, while extrinsic motivation is associated with a focus on reward as the only valuable result.
Extrinsically motivated activities are behaviors performed primarily to obtain material or social rewards or to avoid punishment. Salary, interest, bonuses, gifts - these are the tools that managers at all levels rely on when trying to motivate their staff, but which for some reason do not retain employees in the organization. And once again a trained and highly qualified employee leaves the organization. Extrinsically motivated activities are behaviors performed primarily to obtain material or social rewards or to avoid punishment. Salary, interest, bonuses, gifts - these are the tools that managers at all levels rely on when trying to motivate their staff, but which for some reason do not retain employees in the organization. And once again a trained and highly qualified employee leaves the organization. Intrinsically motivated activity is an activity that is carried out out of interest in it, a subjective feeling of its value. Intrinsically motivated activity is an activity that is carried out out of interest in it, a subjective feeling of its value.
A person may be extrinsically motivated, intrinsically motivated, or a combination of both. In this regard, three psychological types of employees are distinguished. The first group is employees for whom internal reward factors are important: the desire to achieve results, interesting content of work, the significance of work for society, communication with colleagues. The first group is employees for whom internal reward factors are important: the desire to achieve results, interesting content of work, the significance of work for society, communication with colleagues. The second group is employees who are most sensitive to external factors of remuneration: wages, career, symbols of official status (personal car, office, power, etc.), recognition, additional benefits (loans, insurance, etc.). The second group is employees who are most sensitive to external factors of remuneration: wages, career, symbols of official status (personal car, office, power, etc.), recognition, additional benefits (loans, insurance, etc.). The third group is employees for whom mixed reward factors, both internal and external, are important. The third group is employees for whom mixed reward factors, both internal and external, are important.
Genuine involvement in activity and satisfaction from the process of activity itself presuppose the presence and activation of internal motivation. Moreover, a number of studies have shown that when extrinsic motivation arises (in the form of a reward for something that a person does of his own free will), intrinsic motivation tends to weaken. Genuine involvement in activity and satisfaction from the process of activity itself presuppose the presence and activation of internal motivation. Moreover, a number of studies have shown that when extrinsic motivation arises (in the form of a reward for something that a person does of his own free will), intrinsic motivation tends to weaken. Researchers note that only one type of external reward can enhance intrinsic motivation - praise and social approval. Researchers note that only one type of external reward can enhance intrinsic motivation - praise and social approval.
It is generally accepted that it is more effective, simpler and faster to motivate staff externally: you promise to reward or punish, and the job is done. It is generally accepted that it is more effective, simpler and faster to motivate staff externally: you promise to reward or punish, and the job is done. But material reward, as well as punishment, cannot be carried out constantly and indefinitely; Sooner or later, this approach to motivating staff is fraught with serious conflicts and problems. But material reward, as well as punishment, cannot be carried out constantly and indefinitely; Sooner or later, this approach to motivating staff is fraught with serious conflicts and problems. In addition, people motivated by external factors have a rather low level of psychological well-being compared to those who are focused on internal values. The latter, in turn, do not tolerate external motivators, they strive to make their own decisions about what is important to them and what is not, and therefore receive more pleasure from life, and are generally happier. In addition, people motivated by external factors have a rather low level of psychological well-being compared to those who are focused on internal values. The latter, in turn, do not tolerate external motivators, they strive to make their own decisions about what is important to them and what is not, and therefore receive more pleasure from life, and are generally happier.
There are often cases when employees, when applying for a job, have internal motivation, but gradually internal motivation gives way to strong internal demotivation. In particular, the following are called factors of demotivation: There are often cases when employees, when applying for a job, have internal motivation, but gradually internal motivation is replaced by strong internal demotivation. In particular, the following are called demotivating factors: 1) violation of an unspoken contract; 2) failure to use any employee skills that he himself values; 3) ignoring ideas and initiatives; 4) lack of a sense of belonging to the company; 5) lack of a sense of achievement, no visible results, no personal and professional growth; 6) lack of recognition of achievements and results from management and colleagues; 7) no changes in the employee’s status. Organizational and economic psychology: Reader / Comp. K.V. Selchenok. – Mn.: Harvest, P.327.
How can we achieve increased internal motivation for the professional activities of staff? This work is possible in three directions: How can we achieve increased internal motivation for the professional activities of staff? This work is possible in three directions: 1) creating an organizational culture focused on updating and developing the value of the work itself among staff; 1) creation of an organizational culture focused on updating and developing the value of the work itself among staff; 2) direct development of internal motivation among the organization’s personnel during special trainings and coaching; 2) direct development of internal motivation among the organization’s personnel during special trainings and coaching; 3) development of management staff’s skills for internal motivation of personnel. 3) development of management staff’s skills for internal motivation of personnel.
Measures to increase the internal motivation of employees? 1. When hiring, provide the employee with realistic information about the organization and prepare him for possible difficulties associated with adaptation to the team, growth prospects, training and advanced training opportunities. 1. When hiring, provide the employee with realistic information about the organization and prepare him for possible difficulties associated with adaptation to the team, growth prospects, training and advanced training opportunities. 2. Offer employees temporary tasks that take up little time (or even be completed outside of work hours), but provide an opportunity to realize all his multifaceted skills and talents (for example, knowledge of foreign languages, musical, artistic, etc. abilities). 2. Offer employees temporary tasks that take up little time (or even be completed outside of work hours), but provide an opportunity to realize all his multifaceted skills and talents (for example, knowledge of foreign languages, musical, artistic, etc. abilities). 3. Employees - the direct performers of this or that work - are often full of new ideas and suggestions. Even if the ideas and suggestions of employees are not so brilliant that they are worth implementing, you can still learn something from them. Otherwise, the employee needs to explain why his idea is not suitable for implementation. 3. Employees - the direct performers of this or that work - are often full of new ideas and suggestions. Even if the ideas and suggestions of employees are not so brilliant that they are worth implementing, you can still learn something from them. Otherwise, the employee needs to explain why his idea is not suitable for implementation.
4. Do not limit employees only to direct responsibilities related to the private goals of the department/organization. It is necessary to involve employees in general corporate events and inform them about everything going on in the company. 4. Do not limit employees only to direct responsibilities related to the private goals of the department/organization. It is necessary to involve employees in general corporate events and inform them about everything going on in the company. 5. From time to time, offer employees short-term, creative tasks in areas related to the employee’s specialization. Divide long-term projects into separate stages, actively highlighting and encouraging intermediate results. 5. From time to time, offer employees short-term, creative tasks in areas related to the employee’s specialization. Divide long-term projects into separate stages, actively highlighting and encouraging intermediate results. 6. Regularly ensure recognition of achievements and results from both management and colleagues, albeit sometimes financially, but always with verbal approval and support. 6. Regularly ensure recognition of achievements and results from both management and colleagues, albeit sometimes financially, but always with verbal approval and support.
7. If it is not possible to promote an employee who is stuck in his position, in order to activate his internal motivation, a change in his status without changing his position, for example, managing a temporary project, can be used. 7. If it is not possible to promote an employee who is stuck in his position, in order to activate his internal motivation, a change in his status without changing his position, for example, managing a temporary project, can be used. Updating the internal motivation of staff is initially somewhat more difficult and unusual, but if the development of self-determination is ensured from the very beginning among staff, then its effect turns out to be much more significant, which in turn makes it possible, with fewer problems, to find the necessary material resources to ensure decent material well-being for employees. Updating the internal motivation of staff is initially somewhat more difficult and unusual, but if the development of self-determination is ensured from the very beginning among staff, then its effect turns out to be much more significant, which in turn makes it possible, with fewer problems, to find the necessary material resources to ensure decent material well-being for employees.
Formula for successful activity In order for an activity to be successful (UD), it is necessary that people: KNOW (K) ARE ABLE (U) CAN (M) WANT (X) (according to academician V.A. Trapeznikov) UD = Z x U x M x X UD = 1 x 1 x 1 x 1 = 1 UD = 0.9 x 0.9 x 0.9 x 0.9 = 0.66 UD = 1 x 1 x 1 x 0 = 0
Factors that contribute to satisfaction (motivators): Achievements Recognition The work itself Responsibility Promotion Growth Factors that contribute to dissatisfaction (hygiene factors): Company and administration policies Management Relations with superiors Working conditions Relations with colleagues Relations with subordinates
Evaluation of managers Evaluation of employees Good working conditions49 Stay informed102 Discipline710 Evaluation of work performed81 Management's dedication to the team 68 Good salary15 Promotion and growth within the company 37 Understanding of personal problems93 Job safety24 Interesting work56 1 = highest
Motivation of employees Achievement motivation I want to: - Know, be able to, have - Work in an “advanced” team - Make good money - Do interesting work - Have the opportunity to grow - Make decisions yourself - Take responsibility - Achieve recognition, respect, rewards... Avoidance motivation : I DO NOT want to: - do extra work, get tired, stress, take responsibility, make decisions... - earn (I want to receive) - learn (make efforts to learn) - get sick, suffer, get punished Achievement Avoidance Work behavior
Motivations for AVOIDANCE (underemployed workers) Manifested motives: low responsibility, low labor effort, habits of fear of guaranteed earnings of “receiving” rather than earning Lack of motives: meaningful work, responsibility for high earnings, usefulness, necessity of the work performed
Motivations for ACHIEVEMENT Instrumental: price (amount of earnings and other benefits) received as a reward for work; earnings of money received; developed social dignity. Professional: variety, interestingness, creative nature of the work; the opportunity to prove oneself and prove that he/she can cope with a difficult task that not everyone can do; focus on professional improvement; preferred independence at work; developed professional dignity. Patriotic: conviction of one’s need for the organization; participation in the implementation of a common cause that is very important for the organization; public recognition of participation in common achievements; willingness to take on additional responsibility for the results of a common cause. Ownership: voluntarily accepting full personal responsibility for the work performed; the desire for maximum independence in work (sovereignty). Aversion to control
Applicability of forms of incentives Forms of incentives Groups of workers by type of motivation Instrumentalists Professionals Patriots Business executives Lumpenized Negative Applicable: monetary component Prohibited Applicable: sign component Prohibited Basic MonetaryBasic Applicable Neutral Applicable Neutral Natural Applicable: monetary component Neutral Applicable ima: sign component Neutral Basic Moral ProhibitedApplicable Basic Neutral Paternalistic Prohibited ApplicableProhibited Basic Organizational Neutral Basic NeutralApplicableProhibited Participation in management, co-ownership NeutralApplicable Basic Prohibited