Textbooks on motivation d. Textbook: Motivation. Essence and functions of labor motivation

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1 MOTIVATION OF WORK ACTIVITY Textbook Recommended by the educational and methodological association of Russian universities for education in the field of management for bachelors and masters in the areas of "Personnel Management" and "Management" KNORUS MOSCOW 2016

2 UDC BBK M85 Reviewers: L.V. Sankova, Head of the Department of Economic Theory and Labor Economics, Saratov State Technical University. Yu.A. Gagarina, Doctor of Economics. Sciences, R.A. Nabiev, Head of the Department of Economics and Enterprise Management, Astrakhan State Technical University, Doctor of Economics. sciences, prof. Team of authors: Mineva Oksana Karlovna, Gorelova Olga Igorevna, Kochetkova Natalia Nikolaevna, Mordasova Tatyana Aleksandrovna, Mironov Stanislav Konstantinovich M85 Motivation of labor activity: a textbook / team of authors. M. : KNORUS; Astrakhan: ASU, Astrakhan University Publishing House, p. ISBN DOI / A wide range of fundamental provisions and modern interdisciplinary knowledge in the field of personnel motivation from the point of view of HR management is revealed, conceptual and applied mechanisms of personnel motivation are described as the basis for increasing the competitiveness of organizations. It is intended for bachelors and masters of the directions "Personnel Management" and "Management". UDC BBK MOTIVATION OF WORK ACTIVITY Certificate of Conformity ROSS RU. AE51. H from Ed Format 60 90/16. Conv. oven l. 10.0. LLC "Publishing house" KnoRus ", Moscow, st. Kedrova, d. 14, building. 2. Tel.: Astrakhan University Publishing House, Astrakhan, st. Tatishcheva, 20. Tel./fax, tel. "KnoRus", 2016

3 CONTENT Introduction... 4 CHAPTER 1. WHAT YOU NEED TO KNOW ABOUT MOTIVATION AND INCENTIVES OF STAFF What is motivation? Psychological types of personality and their forms Motivation of individual work Comparative analysis of models of motivation Developments of domestic psychologists in the field of motivation Practical possibilities for studying motivation by work Managerial fairy tale about human resources and motivation of traders Motivation of group activity Reward policy The practice of forming a reward policy in Japanese management and its Russian analogue Possibility of application Japanese experience in Russia CHAPTER 2. MANAGEMENT COMMUNICATIONS IN ORGANIZATIONS AS AN ADDITIONAL MOTIVATIONAL STRUCTURE How to form an effective motivational mechanism in an organization. The essence of the motivational mechanism Elements of the external and internal environment that affect the motivation of the personnel of the organization Methods of motivation The process of creating and making individual and collective decisions as an additional motivational structure Organizational systems for solving problems Methods for rational problem solving Information systems for organizational management Collective approaches to decision-making Practical tasks for independent mastering the material Cases for independent work References

4 INTRODUCTION Today, effective personnel management is the first of the main tasks for any company. Employees of organizations, their competencies, experience and skills are practically the main source of improving the performance of an enterprise, and, accordingly, optimizing costs. The personnel motivation system should be arranged in such a way as to maintain a balance between all the necessary principles of organization management and individual development of human resources. There is the concept of “optimal labor stimulation”, which should be the basis for creating a motivational mechanism that has the principles of fairness, transparency and objectivity, and this must be confirmed by the employees themselves, since it is created specifically for them. This training manual contains an up-to-date theoretical block on the issues of personnel motivation in modern organizations and practical test materials for studying the individual motivation of an employee's personality, which will allow HR specialists to develop incentive mechanisms in the best way, focused on improving the efficiency of each employee and the entire team as a whole. The manual reveals in detail and systematized a wide range of fundamental provisions and modern interdisciplinary knowledge in the field of personnel motivation from the point of view of HR management, describes the conceptual and applied mechanisms of personnel motivation as the basis for increasing the competitiveness of organizations. The purpose of this training manual is to form a system of knowledge on the motivation of individual and group work, the principles for developing incentive policies, the possibility of introducing some elements of foreign experience on the issues under study, the use of information technology in the field of personnel management and psychological monitoring of personnel. The workshop on the presented chapters of the manual is represented by case situations, business games, psychological tests, including the Eysenck test, and other materials that allow students to optimally form managerial skills. 4

5 The structure of the training manual is built quite logically and determines the transition from disclosing many aspects of the essence of motivation to the rules for developing a managerial communication mechanism in an organization. The first chapter covers such important topics as psychological personality types, a comparative analysis of motivation models, and the practice of forming incentive policies in Russian and Japanese organizations. The second chapter introduces the reader to the essence of an effective motivational mechanism, factors influencing the motivational environment, the process of creating individual and collective decisions, methods of rational decisions as an additional motivational structure, as well as the use of information systems in the field of organizational personnel management. Throughout the course of study, the authors propose to actively apply the practical tasks proposed at the end of the manual for mastering the material and case studies. As a result of studying the material of the manual, the trainees will develop the following skills: understand and apply in practice the principles and foundations of the formation of a system of motivation, material and non-material incentives for personnel; possess the ability to effectively organize individual and group work with the possibility of combining; know the procedure for applying effective disciplinary sanctions; be able to describe the functionality of personnel and departments of different levels; be able to comprehensively consider and evaluate the tasks of increasing the efficiency of the use and development of personnel; be able to develop a personnel development strategy and professional ethics; be able to assess the personnel potential of the organization, to diagnose and monitor personnel development; be able to develop and implement a motivation policy, taking into account the factors of the external and internal environment of the organization, its strategic goals and objectives. five

6 CHAPTER 1. WHAT YOU SHOULD KNOW ABOUT STAFF MOTIVATION AND INCENTIVES 1.1. What is motivation? The study of the development of theoretical ideas about the content and regulation of motivational processes in the sphere of work allows us to determine that as the socio-economic development of society, the direction of the vector of motivational influences changed. From the initial focus strictly on increasing labor productivity, that is, stimulating physical activity, motivation gradually began to focus on improving the quality of work, stimulating creative activity, initiative and securing employees in the enterprise. Management, or enterprise management, is the process of planning, organizing, motivating and controlling, necessary in order to formulate and achieve the goals of the organization through influencing other people 1. Motivation is one of the main functions of any manager, and it is with its help that the enterprise personnel. The function of motivation lies in the fact that it affects the workforce of the enterprise in the form of incentives for efficient work, social impact, collective and individual incentive measures 2. These forms of influence activate the work of management subjects, increase the efficiency of the entire enterprise management system, organization. The essence of motivation lies in the fact that the staff of the company performs work in accordance with the rights and duties delegated to it, in accordance with the adopted management decisions. When planning and organizing work, the manager determines what exactly the organization he leads should do, who, how and when, in his opinion, should do it. If the choice of these decisions is made effectively, then the manager gets the opportunity to coordinate the efforts of many people and jointly realize the potential of a group of workers. The main task from the point of view of the motivational process of employees is 1 Meskon M., Albert M., Hedouri F. Fundamentals of management. M. : Delo, S Borisov A. B. Big economic dictionary. M. : Knizhny Mir, S

7 make them not so much owners of the means of production as owners of their own labor force 3. Managers put their decisions into action by putting into practice the basic principles of motivation. People who work in modern organizations are usually much more educated and well off than in the past, so their motivations for working are more complex and difficult to influence. The effectiveness of motivation, like other problems in management, is always associated with a specific situation. In the classical foreign and domestic literature on management, motivation has various definitions: 1. Motivation is the process of encouraging oneself and others to work to achieve personal goals or the goals of the organization Motivation is the process of a person’s conscious choice of one or another type of behavior, determined by the complex influence of external and internal (motives) factors. In the process of production activity, motivation allows employees to satisfy their basic needs by performing work duties. Labor motivation is the desire of an employee to satisfy needs (obtain certain benefits) through work 6. Consider the basic concepts that explain the essence of motivation and stimulation of labor. Labor motive A motive is a conscious urge to achieve a specific goal, understood by an individual as a personal necessity 7. Labor motive is a direct motivation of an employee to activity (work) associated with the satisfaction of his needs. The motive of labor is formed only in the case when labor activity is, if not the only, then the main condition for obtaining the benefit. Of great importance for the formation of labor motives is the assessment of the probability of achieving goals. If obtaining a benefit does not require special efforts, or it is very difficult to obtain it, then motive 3 Organizational personnel management / ed. A. Ya. Kibanova. M. : INFRA-M, S Meskon M., Albert M., Hedouri F. Fundamentals of management. M. : Delo, S Utkin E. A. Fundamentals of motivational management. Moscow: Association of Authors and Publishers "TANDEM", S. Travin V. V., Dyatlov V. A. Enterprise personnel management. M. : Delo, S Enikeev M. I. General psychology. M. : PRIOR, S

8 labor is most often not formed. The formation of the motive of labor occurs if the subject of management has the necessary set of benefits at its disposal, corresponding to the socially determined needs of a person. To obtain benefits, the personal labor efforts of the worker are required. Labor activity allows the employee to receive these benefits with less material and moral costs than any other type of activity. The group of leading motives that determine the behavior of an employee is called the motivational core (complex), which has its own structure, which differs depending on the specific working situation 8. The strength of the motive is determined by the degree of relevance of a particular need for the employee. The more urgent the need for this or that good, the stronger the desire to receive it, the more actively the worker will act 9. The motives of labor are diverse. They differ in the needs that a person seeks to satisfy through labor activity; according to those benefits that a person will need to satisfy his needs; at the price that the worker is willing to pay for the desired benefits. What they have in common is that the satisfaction of needs is always associated with labor activity. There are several groups of labor motives that form a single system. These are the motives of the meaningfulness of labor, its social utility, status motives associated with the public recognition of the fruitfulness of labor activity, motives for obtaining material benefits, as well as motives focused on a certain intensity of work. Good becomes a stimulus for labor if it forms the motive of labor. The practical essence of the concepts of "labor motive" and "labor incentive" is identical. In the first case, we are talking about an employee seeking to obtain benefits through labor activity (motive), in the second, about a management subject that has a set of benefits that an employee needs and provides them to him under the condition of effective labor activity (incentive). Types of labor motives Labor motives can be divided into biological and social. Biological motives correlate with physiological urges and needs (hunger, thirst, sleep, etc.). That is, for example, in order to satisfy the feeling of hunger, a person must do some kind of 8 Personnel management organization / ed. A. Ya. Kibanova. M. : INFRA-M, S Leontiev A.N. Activity. Consciousness. Personality. [Text] - M .: Knowledge, S

9 simple work to collect fruits, catch fish or earn money in some other way and use them to buy food. But it is primarily a biological motive that moves him to work. The social motives include the following: collectivism (the need to be in a team) is characteristic of the Japanese style of personnel management, but has a strong position in Russia as well; personal self-affirmation (self-expression) is typical for a large number of employees, mostly young or mature; the motive of independence is inherent in workers who are ready to sacrifice stability and high wages in exchange for the attitude to be the owner and have their own business; the motive of reliability (stability) is opposite to the previous one; the motive for acquiring something new (knowledge, things) underlies marketing, is used by producers of new goods and services; the motive of justice runs through the whole history of civilization. Non-observance of justice leads to demotivation; the competitive motive is genetically inherent in every person. This is the basis for organizing competition in the enterprise. Needs An important factor of the individual is the system of his needs, motives, interests, that is, what determines the causes of the individual's behavior, helps to explain the decisions made. From a psychological point of view, the need of an individual is the awareness of the absence of something that causes a person to act 10. With regard to labor activity, a need is a state of a person that acts as a source of his active activity and is created by the need that he feels in relation to the objects necessary for its existence 11. The number and variety of needs is enormous. Needs can be classified as primary and secondary. Primary needs are caused by human physiology, and they are usually innate. These are the needs for food, water, air, sleep, which ensure the existence of man as a biological species. Secondary needs are psychological in nature. 10 Meskon M., Albert M., Hedouri F. Fundamentals of management. M. : Delo, S. Uznandze N. D. Psychology of research. M. : Nauka, S

10 They are developed in the course of development and gaining life experience. They are much more diverse than the primary ones, largely dependent on the psychological development of the individual, living conditions, social norms adopted in society, the group. For example, the need for success, respect, affection, power, or the need to belong to someone or something. Primary needs are laid down genetically, and secondary ones usually appear with experience. Since people have different acquired experiences, the secondary needs of people differ to a greater extent than the primary ones. Needs cannot be directly observed or measured. Their existence can only be judged by the behavior of people. Needs are found in motives that induce a person to activity and become a form of their manifestation. The whole set of needs of the individual is the source, the motive of the activity of the individual. When a need is felt by a person, it awakens in him a state of aspiration 12. Since the number of human needs is very diverse, in relation to labor activity, the most common factors affecting effective motivation are distinguished. The “hierarchy of needs” of A. Maslow and the theory of acquired needs of D. McClelland, described in the next chapter, can serve as the structure of such factors. Ways to achieve efficient work in enterprises are related to the motivations of people. Motivation is a feeling of lack of something that has a certain direction. It is a behavioral manifestation of a need and is focused on achieving a goal. An end in this sense is something that is perceived as a means of satisfying a need. When a person achieves such a goal, his need is satisfied, partially satisfied or unsatisfied. The degree of satisfaction received in achieving the set goal affects the behavior of a person in similar circumstances in the future. People tend to repeat those behaviors that they associate with satisfaction of a need and avoid those that are associated with insufficient satisfaction. This fact is called the law of result. A simplified model of motivation through needs, described by Shapiro 13, is depicted in the figure Marshall A. The principle of economic science. M. : Progress, T. 1. S. Shapiro S. A. Motivation and stimulation of personnel. Moscow: Gross Media,

11 Needs (lack of something) Motives or motives Behavior (action) Result (goal) Full satisfaction Partial satisfaction Lack of satisfaction Pic. 1. A simplified model of motivation through needs In this regard, imagine the following situation, described by the famous Soviet philosopher A.F. Losev in the book "Philosophy, Mythology, Culture". Discussing the nature of empiricism, the author tells the following story. A medieval doctor in Germany comes to a patient with a fever. The patient was a tailor by profession. He wanted ham, and the doctor gave him permission to give him a piece of ham. After some time, the patient recovered. The doctor wrote in his diary: "Ham helps with fever." Having come to another patient with fever, who was a shoemaker by profession, the doctor, armed with positive experience, ordered ham to be given to him. But the patient died. Then the doctor wrote in his diary: "Ham helps tailors with fever, but does not help shoemakers." Losev concludes: “Can such a doctor be called an empiricist, no, it’s impossible, because he’s just a fool!” But within the framework of this book, this situation is instructive precisely in the sense that the law of result is not always justified. Since needs cause a person to desire their satisfaction, managers must create situations that would allow people to feel that they can satisfy their needs through a certain type of behavior that leads to the achievement of the organization's goals. In all cases, knowing the true motives of the employee's behavior will help to avoid the loss of a good specialist, to prevent possible conflict in the team. eleven

12 REFERENCES 1. Borisov AB Big economic dictionary / AB Borisov. M. : Knizhny Mir, p. 2. Enikeev M. I. General psychology / M. I. Enikeev. M. : PRIOR, p. 3. History of management / ed. D. V. Gross. M. : INFRA-M, p. 4. Kochetkova AI Introduction to organizational behavior and organizational modeling: textbook. settlement / A. I. Kochetkova. 3rd ed. M.: Delo, p. 5. Kretschmer E. Body structure and character / E. Kretschmer. Access mode: free. Screen title. Yaz. Russian 6. Leontiev A. N. Activity. Consciousness. Personality / A. N. Leontiev. M. : Knowledge, S Makarova I.K. Personnel management: Schemes and comments / I.K. Makarova. M.: Jurisprudence, p. 8. Marshall A. The principle of economic science / A. Marshall. M. : Progress, T s. 9. Maslov E. V. Enterprise personnel management / E. V. Maslov. M. : INFRA-M Novosibirsk: NGAEiU, p. 10. Maslow A. Motivation and Personality / A. Maslow. SPb. : Eurasia, p. 11. Meskon M. Fundamentals of management / M. Meskon, M. Albert, F. Hedouri; per. from English. M., New IQ tests. Hans Eysenck. Moscow: Eksmo, p. 13. Pavlov IP General types of higher nervous activity of animals and humans / IP Pavlov. Access mode: free. Screen title. Yaz. Russian 14. Pronnikov V. A. Personnel management in Japan / V. A. Pronnikov, I. D. Ladanov. M. : Nauka, p. 15. Travin V. V. Personnel management of the enterprise / V. V. Travin, V. A. Dyatlov. M.: Delo, p. 16. Uznandze N. D. Psychology of research / N. D. Uznandze. M. : Nauka, p. 17. Personnel management of the organization / ed. A. Ya. Kibanova. M. : INFRA-M, Personnel management of the organization / ed. A. Ya. Kibanova. M. : INFRA-M, p. 19. Utkin E. A. Fundamentals of motivational management / E. A. Utkin. M.: Association of authors and publishers "TANDEM": EKMOS, S. Shapiro S. A. Motivation and stimulation of personnel / S. A. Shapiro. M. : Gross Media, p. 159

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The basic concepts and psychological aspects of labor motivation, methods of stimulating employees and motivational resources for managing an organization are considered. This information will allow future managers to choose from a variety of resources, methods and management schemes the most suitable system for the formation of a motivational mechanism, taking into account the specifics of their field of activity, and apply it to increase the productivity of employees.
For bachelors in economics, management and sociology, including 080400 "Personnel Management", 080200 "Management", masters, graduate students, teachers. It will also be useful to anyone who is interested in the socio-economic aspects of labor efficiency.

Essence and functions of labor motivation.

Studies of the evolution of theoretical ideas about the content and regulation of motivational processes in the sphere of work have shown that as the socio-economic development of society, the direction of the vector of motivational influences also changed. From the initial focus strictly on increasing labor productivity, i.e. stimulating physical activity, motivation gradually began to be directed towards increasing the quality of work and stimulating creativity, initiative and consolidating peak work in the enterprise.
Management, or enterprise management, is the process of planning, organizing, motivating and controlling, necessary in order to formulate and achieve the goals of the company through the impact on other people1.
Motivation is one of the main functions of the activity of any manager, and it is with its help that the impact on the personnel of the enterprise is exerted.
The function of motivation is to influence the workforce of the company in the form of incentives for efficient work, social impact, collective and individual incentive measures. These forms activate the work of management subjects, increase the efficiency of the entire enterprise and organization management system.

From the author.
Introduction.
CHAPTER 1. LABOR MOTIVATION AS BASIC. COMPONENT OF HR MANAGEMENT.
CHAPTER 2. THEORETICAL ASPECTS OF WORK MOTIVATION.
CHAPTER 3. PSYCHOLOGICAL ASPECTS OF LABOR MOTIVATION.
CHAPTER 4. ASPECTS OF ORGANIZATIONAL BEHAVIOR IN WORK MOTIVATION.
CHAPTER 5. ECONOMIC ASPECTS OF LABOR MOTIVATION.
CHAPTER 6. FORMING EFFECTIVE.
MOTIVATIONAL MECHANISM IN ORGANIZATION.
Conclusion.

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The textbook outlines the theoretical foundations, features of motivation and stimulation at various stages of the organization's life cycle. The process of formation, classification of motives and factors influencing the motivation of labor activity, the mechanism of formation of the motivational core of the organization's personnel are considered. Covered: classification of incentives, directions of stimulation of labor activity; material monetary and non-monetary incentives; organization and regulation of wages, including additional and incentive pay, and much more. The essence and technology of the process of formation and management of the system of motivation and stimulation of labor activity are disclosed.
The textbook is intended for students of economic universities, as well as for graduate students, doctoral students, teachers, students of additional professional education, it can also be useful to heads of organizations, employees of personnel management services.

The subject of study of the discipline "Motivation and stimulation of labor activity" is the organizational, economic and socio-psychological nature of motives and incentives, motivation and stimulation, their relationship, interaction and interdependence in the process of labor activity; a system of incentives and motives that, on the one hand, constitute the motivational core of an individual and, on the other hand, the motivational core of the personnel of the organization as a whole; mechanisms of motivation and stimulation of labor activity, setting in motion both material monetary and non-monetary, and non-material motives and incentives; technology for the formation of a system of motivation and stimulation of labor activity and the organization of effective management of this system.

TABLE OF CONTENTS
FOREWORD 3
Chapter 1 THEORY AND PRACTICE OF MOTIVATION AND STIMULATION OF LABOR ACTIVITY 7
1.1. EVOLUTION OF VIEWS ON MOTIVATION AND STIMULATION OF LABOR ACTIVITY WITH THE DEVELOPMENT OF THE THEORIES OF PERSONNEL MANAGEMENT 7
1.2. THEORETICAL FOUNDATIONS OF MOTIVATION AND STIMULATION OF LABOR ACTIVITY 14
1.2.1. Schools of the theory of motivation and stimulation of human life 14
1.2.2. Theories of motivation and stimulation of labor activity 16
1.3. CONCEPTS OF MOTIVATION AND STIMULATION OF LABOR ACTIVITIES 30
1.4 PHYSIOLOGICAL, PSYCHOLOGICAL AND SOCIAL COMPONENTS OF MOTIVATION AND STIMULATION OF WORK 43
1.4.1. Physiological component of motivation and stimulation 43
1.4.2. Psychological component of motivation and stimulation 45
1.4.3. Sociological component of motivation and stimulation 52
1.5. BASIC CONCEPTS AND DEFINITIONS OF MOTIVATION AND STIMULATION OF WORK 61
1.5.1. Basic terms and essence of work motivation 61
1.5.2. Basic terms and essence of stimulation of labor activity 70
1.6. INTERRELATION AND INTERACTION OF THE CONCEPTS “STIMULUS1. "INCENTIVE", "MOTIVE", "MOTIVATION" IN THE PROCESS OF WORK ACTIVITIES OF THE STAFF OF THE ORGANIZATION 73
1.7. PLACE AND ROLE OF MOTIVATION AND STIMULATION OF LABOR ACTIVITIES IN THE PERSONNEL MANAGEMENT SYSTEM OF ORGANIZATION 7B
1.7.1. Historical digression, the place of motivation and stimulation in the personnel management system 7B
1.7.2. Distinctive features of systems of motivation and stimulation of domestic organizations 81
1.8. FEATURES OF MOTIVATION AND STIMULATION AT DIFFERENT STAGES OF THE LIFE CYCLE OF ORGANIZATION 84
1.8.1. Stages of the life cycle of an organization and tasks of personnel policy B4
1.8.2. Influence of the stage of the life cycle of an organization on the system of motivation and incentives 91
Control questions and practical tasks 97
Chapter 2 MOTIVATION OF WORK 100
2.1. FORMATION PROCESS, FUNCTIONS AND CLASSIFICATION OF MOTIVES OF WORK 100
2.2. MATERIAL AND SPIRITUAL NEEDS IN THE MOTIVATIONAL PROCESS 106
2.3. STRUCTURE AND COMPONENTS OF MOTIVATION OF LABOR ACTIVITY 113
2.3.1. Types of motivation structure 113
2.3.2. Components, methods and goals of motivation 116
2.4. FACTORS INFLUENCING WORK MOTIVATION 119
2.5. MECHANISMS OF WORK MOTIVATION 131
2.5.1. Intrapersonal mechanisms of formation and functioning of labor motivation 131
2.5.2. Methods for analyzing the mechanisms of motivation for labor activity 136
2.6. (NORMALIZATION OF THE MOTIVATIONAL CORE OF THE STAFF OF THE ORGANIZATION 146
2.6.1. Essence and signs of the motivational core of the personnel of the organization 146
2.6.2. Factors influencing the formation of the motivational core of the organization's personnel 152
2.6.3. Management of the motivational core of the personnel of the organization 155
2.6.4. The effectiveness of the motivational core of the organization's personnel 157
2.7. MOTIVATIONS OF STAFF PARTICIPATION IN THE ACTIVITIES OF THE ORGANIZATION 159
2.7.1. Motivation of complicity and corporate governance models 159
2.7.2. The motive of complicity in the profits of the organization 165
2.7.3. Motive of complicity in the property of the organization 172
2.7.4. The motive of complicity in the management of the organization 177
2.7.5. The motive of complicity in the profits and losses of the organization 180
Control questions and practical tasks 182
Chapter 3 STIMULATION OF WORK 184
3.1. CLASSIFICATION OF INCENTIVES AND DIRECTIONS OF INCENTIVES OF LABOR ACTIVITY 1B4
3.2. MATERIAL MONETARY AND NON-MONEY STIMULATION OF LABOR ACTIVITIES 168
3.2.1. The essence of material monetary incentives for labor activity 188
3.2.2. Essence, economic content and functions of wages 194
3.2.3. Factors affecting wages 205
3.2.4. The essence of material non-monetary incentives for labor activity 210
3.3. ORGANIZATION OF PAYMENT 19
3.3.1. The essence, principles and elements of the organization of remuneration 219
3.3.2. Labor rationing 222
3.3.3. Pay conditions 225
3.3.4. Forms and systems of remuneration 238
3.4. ADDITIONAL AND INCENTIVE PAYMENT 246
3.4.1. The essence of surcharges and allowances 246
3.4.2. The procedure for providing additional payments and allowances 249
3.4.3. Organization of bonuses 251
3.5. REGULATION OF PAYMENT 259
3.5.1. The system of collective contract regulation of wages 259
3.5.2. State regulation of wages 269
3.5.3. Regulation of wages taking into account supply and demand in the labor market 282
3.6. NON-MATERIAL INCENTIVES TO WORK 287
3.6.1. The essence and main directions of non-material incentives 2B7
3.6.2. Moral stimulation 290
3.6.3. Organizational incentives 300
3.6.4. Free time stimulation 309
Control questions and practical tasks 316
Chapter 4 FORMATION OF THE SYSTEM OF MOTIVATION AND STIMULATION OF LABOR ACTIVITY 319
4.1. ESSENCE AND MAIN ELEMENTS OF THE SYSTEM OF MOTIVATION AND STIMULATION OF LABOR ACTIVITY 319
4.2. TECHNOLOGY OF DIAGNOSTICS OF THE SYSTEM OF MOTIVATION AND STIMULATION OF STAFF WORK EXISTING IN THE ORGANIZATION 333
4.3. TECHNOLOGY FOR FORMING GOALS AND PRINCIPLES OF THE POLICY OF THE ORGANIZATION IN THE FIELD OF MOTIVATION AND STIMULATION OF STAFF WORK 343
4.4. TECHNOLOGY OF DEVELOPING A SYSTEM OF MATERIAL MONETARY INCENTIVES (PAID) 346
4.4.1. Categorization of organization personnel 346
4.4.2. Description, analysis, assessment and classification of jobs [positions) 347
4.4.3. Grading of workplaces (positions) 354
4.4.4. Establishment of a permanent part of wages (base salaries), allowances and additional payments 356
4.4.5. Development of the variable part of the wage system 361
4.5. TECHNOLOGY FOR DEVELOPING MATERIAL NON-MONEY INCENTIVES FOR STAFF (SOCIAL PACKAGE) E6V
4.6. TECHNOLOGY FOR DEVELOPING A SYSTEM OF NON-FINANCIAL INCENTIVES FOR STAFF 375
4.6.1. Methods for analyzing the need for non-material incentives for employees 375
4.6.2. Formation of a system of non-material incentives 379
4.7. TECHNOLOGY FOR DEVELOPING INTERNAL REGULATORY DOCUMENTS REGULATING THE SYSTEM OF MOTIVATION AND INCENTIVES OF STAFF 384
4.8. MANAGEMENT OF MOTIVATION AND STIMULATION OF LABOR ACTIVITIES 392
4.8.1. Methodological and methodical bases of management of motivation and stimulation of labor activity 392
4.8.2. Organization of management of motivation and stimulation of labor activity 399
Control questions and practical tasks 409
REFERENCES 412
APPS
EXAMPLES OF INTERNAL REGULATORY DOCUMENTS. REGULATING THE SYSTEM OF MOTIVATION AND INCENTIVES OF THE ORGANIZATION 415
Annex 1. Regulations on the personnel of the organization 416
Annex 2. Regulations on the organization's personnel management service 422
Appendix 3. Social Code of OAO LUKOIL 424
Annex 4. Internal labor regulations for employees of the organization 441
Annex 5. Rules of business conduct of the organization's personnel (code of business ethics] 460
Appendix 6. Diagnosis and formation of a system of motivation and incentives for the Raduga company 462
Annex 7. Regulations on the policy of motivation and stimulation of one of the Moscow organizations 474
Appendix 8. Regulations on remuneration of personnel of CJSC Polyus 483
Annex 8. Regulations on the remuneration of employees of OJSC f Russian Company 480
Appendix 10. Organization of the system of motivation and stimulation of labor activity in "Union Vinyl" 487
Appendix 11. Questionnaire "Personnel of the organization and labor management" - 508

Today, staff motivation occupies a central place in the organization's personnel management system, since it is it that essentially acts as the cause of employee behavior. How motivated employees are depends on their orientation towards the goals of the organization, the desire to achieve them, to provide the desired result. And this, in turn, is the basis for the effective work of the organization as a whole.

The results achieved by people in the process of work depend not only on the knowledge, skills and abilities of these people. In order for all the tasks assigned to the organization to be achieved, it is not enough just to recruit qualified personnel and develop an effective structure for their interaction. Productive activity is possible only if employees have the appropriate motivation, that is, the desire to work.

In connection with the growing understanding of the need to take into account the psychological characteristics of a person for the effective operation of organizations, the basis of modern management is the study of not only managerial, but also the psychological aspects of labor motivation of personnel. Within the framework of psychology, labor motivation is a set of motivating forces inherent in a person (needs, interests, intentions, motives, and so on) associated with his work activity.

The textbook reflects the content of many lectures, however, it does not claim to be a complete presentation of the course, but is intended to help full-time students in self-preparation for seminars and for tests.

BASIC CONCEPTS IN THE STRUCTURE OF MOTIVATION

To date, there are several approaches to the definition of the concept of motivation and its components. So, H. Heckhausen defines motivation as a process of choosing between various possible actions, a process that regulates, directs the action to achieve specific target states for a given motive and supports this direction. F. Lutens says that motivation is a process that begins with a physiological or psychological lack or need, which activates behavior or creates an impulse aimed at achieving a certain goal or reward.

Some authors point out that it is necessary to consider the concept of motivation from two points of view: 1) motivation is a system of factors that cause the activity of the organism and determine the direction of human behavior. This includes such formations as needs, motives, intentions, goals, interests, aspirations; 2) motivation is a characteristic of a process that provides behavioral activity at a certain level.

Separately, the concept of labor motivation is singled out and it is defined as the desire of an employee to satisfy his needs (to receive certain benefits) through labor activity. And they say that then the structure of the labor motive includes: the need that the employee wants to satisfy; a good that can satisfy this need; labor action necessary to obtain a benefit; price - costs of a material and moral nature associated with the implementation of a labor action.

Thus, if we analyze the definitions of motivation by different authors, we can distinguish several concepts that are key in the process of motivation: need, motive, incentive.

Need It is a state of need for something. They activate the body, direct it to search for what the body needs at the moment.

Claims and expectations are real, correlated with the environment forms of manifestation of needs. Claims are the habitual level of satisfaction of needs that determines human behavior. On the basis of the same need, different claims and expectations can be formed. So, in one person, the primary need for nutrition can be satisfied with the help of cheap sandwiches, in another, its normal satisfaction involves an exquisite dinner in an expensive restaurant. Expectations specify the claims in relation to the real situation and certain behavior. Based on approximately the same claims, expectations, however, may differ significantly

motive– it is what causes certain human actions.

The process of activating human motives is called motivation.

The motive not only induces a person to action, but also determines what needs to be done and how this action will be carried out. There may be one need, but different people may have different actions to satisfy it.

Thus, the initial link in the mechanism of motivation is the need.

Incentives act as levers of influence, causing the action of certain motives. Stimulation - awakening, intensification or acceleration of thought, feeling and action.

An important point is the distinction between the concepts of motive and incentive. Motive characterizes the desire of a person to receive certain benefits.

The stimulus is the benefits themselves. An incentive may not develop into a motive if it requires impossible actions from a person. For example, offering a construction team a large sum of money to build a complex bridge over a river will not be their motive for action if they do not have the necessary qualifications for this and if they do not have either the equipment or anything else that is required for construction. Thus, the incentive is directly focused on the need, its satisfaction, while the motive is the main connecting link, which, under certain conditions, connects the incentive and needs. For this connection to arise, it is necessary that the stimulus be more or less recognized and accepted by the employee.

Thus, for all the importance of stimuli and stimulation from a psychological point of view, it is the motive, and not the stimulus in itself, that induces and directs human activity. Stimulus, stimulation, stimulation is something external to a person.

Incentives are fundamentally different from motivation. The difference lies in the fact that stimulation acts as a means by which motivation can be carried out.

Motivation as a process

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

First step- the emergence of needs. The person feels that something is missing. He decides to take some action.

Second phase- search for ways to meet a need that can be satisfied, suppressed or simply ignored.

Third stage- definition of goals (directions) of action. It is determined what exactly and by what means needs to be done. It reveals what needs to be obtained in order to satisfy the need.

Fourth stage- implementation of the action. A person expends efforts to carry out actions that open up to him the possibility of acquiring what is necessary to satisfy a need.

Fifth stage - receiving rewards for the implementation of the action. It reveals how the implementation of actions provided the desired result. Depending on this, there is a change in motivation for action.

Sixth stage- satisfaction of needs. A person either stops activities before a new need arises, or continues to look for opportunities and take actions to satisfy the need.

Theories of motivation

A systematic study of motivation from a psychological point of view does not allow us to determine exactly what motivates a person to work. However, the study of human behavior at work provides some general explanations of motivation and allows you to create pragmatic models of employee motivation in the workplace.

Psychological maturity of the theory of motivation was reached in the 40s. Now their western branch is divided into two groups: substantive and procedural. Content theories of motivation are based on the identification of needs. The task of content theories is to establish the needs of employees and determine how and in what proportions to apply internal and external rewards. The task of process theories is to establish the probability of the expected result with the motivating role of needs and various possible degrees of satisfaction; they are based primarily on how people behave, taking into account their perception and knowledge, how people distribute efforts to achieve goals. Process theories of motivation analyze how a person distributes efforts to achieve various goals and how he chooses a particular type of behavior. Process theories believe that people's behavior is determined not only by needs. There are three main procedural theories of motivation: W. Vroom's expectancy theory, S. Adams' theory of justice, and the Porter-Lawler model.

It is important to understand that while these theories differ on a number of issues, they are not mutually exclusive.

A. Maslow's theory of needs

A. Maslow proceeds from the fact that all people constantly feel any needs that prompt them to action. He formulated three fundamental assumptions about human nature that form the basis of his theory.

1. Human beings are needy creatures whose needs can never be satisfied.
2. The state of partial or complete dissatisfaction of needs prompts a person to act (according to A. Maslow, “the best way to encourage someone to seek love is to deny him it”).
3. There is a hierarchy of needs in which lower level basic needs are at the bottom and higher level needs are at the very top.

Usually a person experiences several interacting needs at once, the strongest of which determines his behavior.

A. Maslow identifies 5 main groups of human needs.

1. 1. Physiological Needs

These include the needs for food, sleep, clothing, housing, sex. Their satisfaction is vital. In relation to production, they manifest themselves as the need for wages, vacations, pensions, and favorable working conditions. Workers whose behavior is determined by these needs have little interest in the meaning and content of labor.

1. 2. Security Needs

These include both physical (health, safe workplace) and economic security (cash income, social insurance). These needs are actualized only when physiological needs are satisfied. Satisfying security needs provides confidence in the future. They reflect the desire to maintain the position already achieved, including the level of wages and various benefits.

1. 3. Social needs

They are focused on communication and emotional connections with others: friendship, love, acceptance, belonging to a group. In an organization, this is manifested in the fact that people are included in formal and informal groups, in one way or another they cooperate with colleagues at work. A person motivated by social needs considers his work as a part of the activity of the whole team.

4. Esteem Needs

These include both the need for self-esteem and respect from others, including the need for prestige, authority, power, career. Self-esteem is usually formed when a goal is achieved and is associated with the presence of autonomy and independence. The need for respect from others orients a person to gaining and receiving public recognition, reputation, status within the group, the external manifestations of which can be recognition, praise, honorary titles.

5. Needs for self-realization

They include the need for creativity, the implementation of their own ideas, the realization of individual abilities. By their nature, the needs for self-realization are more individual than others.

Plus, A. Maslow divided the needs in his hierarchy into two large categories. Deficient needs cover needs at lower levels. The needs of growth and development are the essence of the need for respect and self-realization. It should be noted that scarce needs are satisfied by factors that are somehow external to the individual, and these include, for example, food, a healthy environment, friends and loved ones, while the need for growth is inherent in the individual, its internal characteristics.

The following are possible ways to meet the growth and development needs of an organization.

Methods for meeting the needs of growth and development.

Respect Need:

• constant increase in the content of the work of employees;
• effective feedback on the results of work and the reaction of the manager;
• high assessment and encouragement of the achieved results;
• involvement of subordinates in the formulation of goals and the development of solutions;
• delegation of sufficient rights and powers to subordinates;
• promotion of subordinates through the ranks;
• providing or supporting training and retraining of subordinates that increase their level of competence.
• providing an opportunity to realize personal and professional potential;
• assignment to subordinates of complex and important tasks that require full dedication;
• encouragement and development of creative abilities of subordinates.

The need for self-expression:

when using the model, it is necessary to carefully observe employees and try to determine their active needs; develop a motivation system in accordance with changing needs; to create situations in which an employee satisfies his needs for the benefit of the organization's goals, the main task is to determine the psychological portrait of an employee who has one activated need and place him in a position where it will be satisfied for the benefit of the organization.

1. In order for a higher level of needs to begin to influence human behavior, it is not necessary to fully satisfy the needs of a lower level, because. human behavior is stimulated by more than one active need.
2. The mechanism of the transition of needs from one level to another is not revealed (where is the saturation limit?).
   1. The process of reproduction of needs over time is not clear.
   2. The mechanism for identifying active (actual) needs is complicated.

K. Alderfer's theory of needs.

A. Maslow's theory was further developed in the works of K. Alderfer. He made an attempt to clarify and creatively develop the theory of A. Maslow. He singled out three levels of needs, which essentially coincide with the five levels of needs according to A. Maslow (see Table 1).

Table 1

Classification of needs

In contrast to A. Maslow, who allowed the motivating effect of needs only when moving from the bottom up, i.e. in the transition from the lowest to the highest, K. Alderfer argues that such an impact can go in both directions, the needs of different levels can affect human behavior at the same time

K. Alderfer tried to establish a connection between the satisfaction of needs and their activation and, as a result, singled out 7 dependencies.

1. The less existential needs are satisfied, the stronger they manifest themselves.
2. The weaker social needs are satisfied, the stronger the effect of existence needs.
3. The more fully the needs for existence are satisfied, the more actively social needs manifest themselves.
4. The less social needs are satisfied, the more their effect is enhanced.
5. The less the growth needs are satisfied, the stronger the social needs become.
6. The more fully social needs are satisfied, the stronger the needs of personal growth become actual.
7. The more or less the needs of growth are satisfied, the more actively they manifest themselves.

The theory of motivational needs by D.McClelland.

In his theory, D. McClelland tried to identify the most important among the "secondary needs", which are analyzed under the condition of sufficient material security. He argues that any organization gives the employee the opportunity to realize three higher-level needs: in power, success and belonging. Based on them, a fourth need also arises: to avoid trouble, that is, obstacles in the realization of the three named needs.

All employees experience needs for power, success, and belonging. However, in different people these needs are expressed in different ways or exist in certain combinations. How they are combined depends on the innate qualities, personal experience, situation and culture of the person.

The need for success is not equally expressed in all employees. A success-oriented person usually desires autonomy and is willing to take responsibility for the results of their work. He wants to know about the specific results of his work, strives to set realistically achievable goals, avoids unreasonable risks, enjoys the very process of work, especially from its successful completion.

The need for success is subject to development, which can be used for work efficiency.

The need for power is expressed in the desire to influence other people, control their behavior, as well as in the willingness to be responsible for others. This need is expressed in the desire for a leadership position. It has a positive effect on the effectiveness of leadership. Such people have high self-control, they are committed to their organization and passionate about their work.

The need for belonging is manifested in the desire to communicate and have friendships. Employees with a strong need for affiliation excel primarily in tasks that require a high level of social interaction and good interpersonal relationships.

Based on his research, D. McClelland identified 3 types of managers.

1. Institutional managers with a high level of self-control. They are characterized by a greater need for power than for group affiliation.
2. Managers in whom the need for power prevails over the need for belonging, but in general these people are more open and socially active.
3. Managers whose need for belonging prevails over the need for power are also open and socially active.

The main conclusion of D. McClelland is the assertion that a combination of all three types of managers can be useful for an organization.

Methodology for using the model in practice: people with a need for power should be trained for leadership positions and should not be appointed to positions below the average rank; set complex tasks and delegate enough authority to solve them to people with a need for success, guarantee them a specific reward based on the results of their work; create and maintain informal communications for and with the help of people with a strong need for involvement, as they show the greatest commitment to the firm.

1. The model does not show the mechanism for satisfying the needs of the lower level, which, as practice shows, are no less active than the higher ones.
2. There is no clarity about methods for identifying active needs. The question arises about the adequacy of using the projective methodology proposed by McClelland to determine the characteristics of the motivational sphere of a person.
3. The classification of individual needs is rather simplified.

The theory of two factors F. Herzberg.

This theory has been described by many authors. It was created by F. Herzberg on the basis of interview data taken at different workplaces, in different professional groups and in different countries. Interviewees were asked to describe situations in which they felt completely satisfied or, conversely, dissatisfied with work.

The responses were classified into groups. Studying the collected material, F. Herzberg came to the conclusion that job satisfaction and dissatisfaction are caused by various factors.

Job satisfaction is affected by:

● achievements (qualifications) and recognition of success;

● work as such (interest in work and task);

● responsibility;

● promotion;

● opportunity for professional growth.

He called these factors “motivators”.

Job dissatisfaction is influenced by:

● control method;

● organization policy and administration;

● working conditions;

● interpersonal relationships in the workplace;

● earnings;

● lack of confidence in job stability;

● the impact of work on personal life.

These external factors are called "context factors" or "hygienic" factors.

Motivators that cause job satisfaction were associated with the content of the work and were caused by the internal needs of the individual in self-expression. Factors causing job dissatisfaction were associated with job deficiencies and external conditions. With these factors it is easy to associate unpleasant sensations that must be avoided.

If hygienic factors create a bad situation, then employees experience dissatisfaction, but even at best these factors do not lead to great job satisfaction, but rather a neutral attitude. By themselves, hygiene factors do not cause satisfaction, but their deterioration generates dissatisfaction with work.

Job satisfaction is caused only by motivational factors, the positive development of which can increase motivation and satisfaction from a neutral state to a “plus”.

In order to prevent dissatisfaction with work, the presence of hygienic factors is sufficient, while an increase in labor productivity is achieved with the help of motivators.

F. Herzberg made the following conclusions:

1. lack of hygiene factors leads to job dissatisfaction;
2. the presence of motivators can only partially compensate for the absence of hygiene factors;
3. under normal conditions, the presence of hygienic factors is perceived as natural and does not have a motivational effect;
4. the maximum positive emotional impact is achieved with the help of motivators and in the presence of hygiene factors.

The main practical conclusion is that managers should be differentiated and very cautious in the use of various incentives and, when the needs of lower levels are satisfied, not to rely on hygiene factors as the main ones. Conversely, you should not waste time and money on the use of motivators until the hygiene needs of employees are satisfied.

it is necessary to ensure the presence in the organization of two groups of factors at the same time; make a list of factors for self-determination of preferences by employees; motivate their work in accordance with the data received.

1. employees should regularly learn about the positive and negative results of their work;
2. it is necessary to create conditions for employees to grow their own self-esteem and respect;
3. employees should be given the opportunity to independently schedule their work;
4. employees must bear certain financial responsibility;
5. employees must be accountable for their work in the area entrusted to them.

Disadvantages of the theoretical model.

1. The premise "satisfaction leads to action" is hypothetical and has not been experimentally proven. No correlation has been proven between job satisfaction and productivity.
2. No objective methods have been proposed for analyzing the presence and severity of the two groups of factors in an organization.

Process theories of motivation.

Vroom's theory of expectations.

It is based on the position that the presence of an active need is not the only and necessary condition for motivating a person to achieve a given goal. A person is always, one way or another, motivated and makes a choice between alternative forms of behavior. A person must also hope that the type of behavior he has chosen will lead to the satisfaction or acquisition of the desired.

The choice of a particular form of behavior depends on three variables: valency- IN, instrumentality– And and expectations- ABOUT.

Valence is a measure of attractiveness, goal value, reward, it varies from -1 to +1.

Instrumentality is the employee's estimated probability of achieving the goal. It also varies from -1, the action does not lead to the achievement of the goal, to +1, the action ends with the achievement of the goal.

Expectation - it is the subjective probability that the action (D) leads to the achievement of an intermediate result (P1). It is measured from 0 to 1.

Vroom's expectation model can be represented as a diagram reflected by three formulas.

1. Valence P1 = Instrumentality (P1 - P2) * Valence P2

This formula means that the attractiveness of the intermediate result P1 is equal to the probability that the result 1 will lead to the result 2 multiplied by the attractiveness of the result 2 (P2), i.e. to the final goal.

1. Effort (U) \u003d Expectation (D1 - P1) * Instrumentation (P1 - P2) * Valence P2

According to this formula, labor effort equals the product of the expectation that action 1 will lead to result 1, multiplied by the attractiveness of result 1.

1. Effort (U) \u003d Expectation (D1 - P1) * Instrumentation (P1 - P2) * Valence P2

This formula should be read starting from the end. Labor effort, the willingness to apply it is determined by the attractiveness of the final goal and its feasibility, that is, a subjective assessment of the likelihood of implementation. More specifically, this means: the employee strives to achieve the ultimate goal, so at the beginning he evaluates its attractiveness (valence), then evaluates how much the means at his disposal (P1) allow him to achieve the final goal (instrumentality P1 for P2). After that, the employee also evaluates the probability that his action will achieve result 1 (the expectation that D1 will lead to P1), and finally, he gives an overall assessment of how his possible action can lead him to the goal. This assessment directly determines the strength of his motivation, that is, the degree of readiness of the employee to apply his labor efforts to achieve the goal.

Methodology for applying the model in practice: match the proposed remuneration with the needs of employees and bring them into line; establish a firm relationship between the results of work and remuneration; form a high, but realistic level of results expected from employees.

V. Vroom's theory is based on mathematical justification and empirical research. Despite the sufficient complexity, it has both theoretical (expands ideas about the mechanism of motivation) and practical significance. In particular, a number of practical recommendations follow from it, which must be taken into account when working with personnel:

1. An employee will be more productive when he realizes the high probability that his personal efforts will lead to high overall labor achievements. If people feel that there is no direct relationship between the effort expended and the results obtained, then according to the theory of expectation, motivation will weaken (Efforts - Results).

1. If a person is confident that the results achieved will be rewarded, but with a reasonable effort he cannot achieve these results, then the motivation in this case will be weak.
2. If a person does not feel a clear connection between the results achieved and the desired encouragement or reward, the motivation for work will weaken (Result - Reward).
3. If the value of the reward received for a person is not too high, then expectancy theory predicts that the motivation for work activity will weaken in this case. (Valence).

Disadvantages of the theoretical model:

1. The individual characteristics of people and organizations are not fully taken into account.
2. The methodological and conceptual foundations, the technical side of the application of the model in management practice, have not been sufficiently developed.
3. Difficulty in implementing a differentiated approach to personnel due to the high subjectivity of assessments and expectations.

The theory of justice by S. Adams.

This theory postulates that people subjectively determine the ratio of the reward received to the effort expended and then correlate it with the reward of other people doing similar work. If the comparison shows imbalance and injustice, that is, a person believes that his colleague received more remuneration for the same work, then he experiences psychological stress, if he believes that he received more than his colleague, then a feeling of guilt arises. As a result, it is necessary to motivate the employee, relieve tension and imbalance. Normal labor relations between the employee and the employer are established only when there is distributive justice:

reward = reward

contribution of employee A contribution of employee B

In an effort to get rid of an unpleasant psychological state, an employee can act as follows:

1. reduce or increase your labor contribution in the hope of achieving justice, “for such a small salary, you can do nothing at all”;
2. change income, for example, increase it by earning money on the side or by talking with superiors;
3. try to overestimate the ratio of costs and income;
4. to influence the employee chosen as a comparison standard, for example, to offer him to work better or worse;
5. choose another person for comparison and calm down if the ratio is not in his favor;
6. leave the organization.

Thus, those employees who feel that they are underpaid compared to others may either start to work less intensively or seek higher rewards. Those employees who consider them to be overpaid will tend to maintain the intensity of labor at the same level or even increase it.

Methodology for using the model in practice: The main conclusion of the theory of justice for the practice of management is that as long as they do not begin to believe that they receive a fair remuneration, they will tend to reduce the intensity of work. However, the perception and evaluation of justice are relative. People compare themselves to other employees in the same organization or employees of other organizations doing similar work. Since the productivity of employees who assess their remuneration as unfair (due to the fact that another person doing the same job gets more) will fall, they need to be told and explained why there is such a difference. It is necessary to explain to employees the dependence of remuneration on the results of labor (its intensity, efficiency), and to explain the prospects for growth in terms of effort and remuneration. It should be clarified, for example, that a higher-paid colleague gets more because he has more experience, which allows him to produce more. If the difference in remuneration is due to different performance, then it is necessary to explain to employees who receive less that when their performance reaches the level of their colleagues, they will receive the same increased remuneration.

Some organizations are trying to solve the problem of employees feeling that their work is being unfairly evaluated by keeping the amounts of payments secret. Not only is this difficult to do technically, but it also makes people suspect injustice where there is none. In addition, if employees' earnings are kept secret, the organization risks losing the positive motivational impact of salary increases associated with promotions.

One of the practical recommendations for managers, arising from this theory and the empirical research carried out on its basis, concerns the impact on motivation of underpayment and overpayment in piecework and time-based forms of wages. This influence can be presented in the form of a table (see table 2).

Disadvantages of the theoretical model.

1. Determining the fairness of remuneration is a subjective process both on the part of the employee and on the part of management.
2. The model relies more on meeting the needs of different levels with the help of material rewards.

Porter-Lawler model.

Lyman Porter and Edward Lawler developed a complex procedural theory of motivation, organically combining the ideas of the theories of A. Maslow,

F. Herzberg, D. McClelland, and the ideas of the theory of expectations of V. Vroom and the theory of justice of S. Adams. The Porter-Lawler model can be represented schematically (see Figure 2)

The logic behind this model is:

(1) A person determines for himself the attractiveness, the value of the reward expected for achieving the labor goal, (2) evaluates the probability of achieving the goal and receiving reward. (3) This determines his labor effort, the desire to do the job. (4) The achievement of the goal is influenced by the individual abilities of the employee, as well as (5) role requirements, i.e. perception of their job responsibilities. (6) Achievement of the goal, i.e. the result obtained, entails internal rewards: pride, self-esteem (7a) and external rewards (7b). (8) The remuneration is assessed as fair or unfair. (9) Internal and extrinsic rewards, and how fair they are, determine job satisfaction, which in turn has an inverse effect on the value of the new reward (indicated by the dotted line). In addition, the results achieved (6) influence the subsequent assessment of the likelihood of future rewards (2).

When analyzing this model, we can formulate a few key findings.

1. The value of the expected reward is determined by both internal, arising from the work process itself, and external, in relation to the task, rewards.
2. The effectiveness of the task depends on the assessment by the employee of the actions necessary to complete the task and his ability to carry them out, which emphasizes the need for a clear formulation of goals and a preliminary determination of the employee’s compliance with the task assigned to him in order to best perform it and ensure employee satisfaction from the solution process.
3. The feeling of fairness of the reward affects the degree of satisfaction from it.

Disadvantages of the theoretical model:

In practice, there are difficulties with understanding the psychological foundations of motivation and the correct selection of remuneration for an employee.

There are a large number of largely different approaches to labor motivation: some focus on the needs underlying the motives of work, others on the factors that determine a particular need, and others describe the conditions and stages of the emergence of a motive. However, the similarity of these approaches lies in the general idea that a person’s labor behavior is always motivated by certain internal forces associated, first of all, with the awareness and acceptance of meaning (what the work is done for) and content (what is experienced by the worker as something important and essential, related to his needs) labor. Together, these approaches provide a more complete and comprehensive understanding of work motivation as a psychological phenomenon, and are also an important theoretical basis both for creating methods for diagnosing work motivation and for the practical development of management programs and stimulating the effectiveness of employees and managers.

Types of motivation

There are various ways to classify the types of motivation.

. He highlights extrinsic intriguing(internal, associated with personal dispositions: needs, attitudes, interests, inclinations, desires, in which actions and deeds are performed "of the good will" of the subject).

Dodonov B.I. identifies types of motivation depending on orientation of a person at work(see diagram 3):

ways to motivate and allocate direct indirect

Normative motivation

Forced motivation

Supporting factors:

• money;
• terms;
• tools for work;
• security;
• reliability.

Motivating factors:

• confession;
• growth;
• achievements;
• responsibility and authority.

external situation;

Own opportunities;

Control method;

organizational climate;

Culture, group norms;

The logic behind this model is:

(1) A person determines for himself the attractiveness, the value of the reward expected for achieving a labor goal,(2) evaluates the probability of achieving the goal and receiving rewards.(3) This determines his labor effort, the desire to do the job.(4) The achievement of the goal is influenced by the individual abilities of the employee, as well as(5) role requirements, i.e. perception of their job responsibilities.(6) Achieving the goal, i.e. the result obtained, entails an internal reward: pride, self-esteem(7a) and external reward(7b) . (8) The reward is assessed as fair or unfair.(9) Intrinsic and extrinsic rewards, as well as the assessment of their fairness, determine job satisfaction, which in turn has an inverse effect on the assessment of the value of the new reward (indicated by the dotted line). In addition, the results achieved(6) affect the subsequent assessment of the likelihood of future rewards(2) .

When analyzing this model, we can formulatea few key findings.

1. The value of the expected reward is determined by both internal, arising from the work process itself, and external, in relation to the task, rewards.

2. The effectiveness of the task depends on the assessment by the employee of the actions necessary to complete the task and his ability to carry them out, which emphasizes the need for a clear formulation of goals and a preliminary determination of the employee’s compliance with the task assigned to him in order to best perform it and ensure employee satisfaction from the solution process.

3. The feeling of fairness of the reward affects the degree of satisfaction from it.

Disadvantages of the theoretical model:

In practice, there are difficulties with understanding the psychological foundations of motivation and the correct selection of remuneration for an employee.

General conclusion on theories of motivation: There are a large number of largely different approaches to labor motivation: some focus on the needs underlying the motives of work, others on the factors that determine a particular need, and others describe the conditions and stages of the emergence of a motive. However, the similarity of these approaches lies in the general idea that a person’s labor behavior is always motivated by certain internal forces associated, first of all, with the awareness and acceptance of meaning (what the work is done for) and content (what is experienced by the worker as something important and essential, related to his needs) labor. Together, these approaches provide a more complete and comprehensive understanding of work motivation as a psychological phenomenon, and are also an important theoretical basis both for creating methods for diagnosing work motivation and for the practical development of management programs and stimulating the effectiveness of employees and managers.

Types of motivation

There are various ways to classify the types of motivation.

So, Ilyin E.P. offers as a parameter for classification conditionality of the motivation process.It highlights extrinsic(due to external conditions and circumstances) and intriguing(internal, associated with personal dispositions: needs, attitudes, interests, inclinations, desires, in which actions and deeds are performed "of the good will" of the subject).

Dodonov B.I. identifies types of motivation depending on human orientation at work(see diagram 3):

Pen A.A., and Sakada N.A. propose to classify motivation according to ways to motivate and allocate direct(assumes a direct impact on a person) and indirect motivation (based on the impact of external factors).

Direct motivation includes: normative and coercive.

Normative motivation represents a direct impact on the personality of an employee in order to change his value system and thereby form the desired system of labor motives. This impact is made with the help of such methods and means as persuasion, suggestion, infection, agitation, demonstration of an example, and the like. If this method of managerial influence is successful, the goals of management are internalized by the object of management and become its own goals. Thus, the personal interest of the personnel in the effective results of their own work, in the successful production activities of their team and enterprise is formed and then manifested in the affairs.

Forced motivation- this is a method based on the threat of deterioration in the satisfaction of certain needs of employees if they fail to fulfill the requirements of the subject of management. In practice, it is implemented with the help of orders, instructions, instructions, instructions, requirements, negative sanctions.

In terms of operational management, coercive motivation has a number of advantages. First, it does not require deep penetration into the subjective world of workers. To implement it, it is enough to use the basic, elementary needs that are essential for all people. Secondly, it is as efficient as possible. Thirdly, this method of influencing the staff does not require the cost of any real life benefits.

However, there are a number of shortcomings of a psychological and social nature inherent in this managerial method of forming labor motives. Powerful motivation can cause employees, in addition to the desire to eliminate the threat from the subject of management, to progressive fear, fear of losing their positions in work. This can cause both constructive activity and conflicts, neuroses, violations of labor discipline, and staff turnover.

In general, this method of influence is focused on the rigid subordination of employees to the subject of management, its goals and requirements, which is fraught with certain negative consequences: forced motivation can limit the possibilities of self-realization of employees, restrain their creativity, and not contribute to the development of innovative activity of subordinates. All this indicates that forced motivation in itself is not the optimal managerial way of forming desirable labor motives.

Stimulation - the impact on external circumstances with the help of benefits - incentives that encourage a person to a certain behavior. A distinctive feature of stimulation in comparison with the methods and means of direct motivation is that with it, human behavior is regulated by influencing not the personality itself, but the conditions of its life, external circumstances in relation to the personality that give rise to its interests and needs. This creates a situation of personal choice, which employees implement in accordance with their own preferences. In order to influence this system of preferences in a direction desirable for management purposes, the subject of management seeks to change external circumstances in relation to the object of management. To do this, such incentives are used as material and monetary (salary, bonuses, additional payments, allowances), material and non-monetary incentives (industrial, technical, organizational, sanitary and hygienic, temporary, household, and so on), intangible (praise, honorary titles , government awards, etc.).

Staff incentive methods

Stimulation of labor is a rather complicated procedure. There are certain requirements for its organization: complexity, differentiation, flexibility and efficiency.

Complexity implies the unity of the use of non-material and material, collective and individual incentives, the value of which depends on the system of approaches to personnel management, the experience and traditions of the enterprise. Complexity also implies the presence of anti-stimuli.

Differentiation means an individual approach to stimulating different strata and groups of workers. Approaches to wealthy and low-income workers should differ significantly. Approaches to regular and young workers should be different.

Flexibility and efficiency is manifested in the revision of incentives depending on the changes taking place in society and the team.

Thus, it is not easy to create an appropriate motivation mechanism. The practice of using direct and indirect types of management shows that indirect managerial influences give the greatest effect, however, for short-term work, emergency management tasks, power motivation is more effective, and direct motivation is optimal for long time intervals. As a result, the use of incentives is not only expedient, but must be combined in practice with the use of methods and means of imperious and direct labor motivation. Only together, these methods of influencing the labor behavior of workers constitute an effective system of labor motivation.

Stimulation is, first of all, a change in the element of the labor situation that affects the behavior of a person in the world of work. In modern times, in the practice and theory of management, this method of influencing a person’s labor motivation is considered the most acceptable and promising, since the created working conditions indirectly stimulate the employee to realize his labor and creative potential, to show himself as a person and an employee at the same time.

Incentives can be tangible or intangible. The most common mistake of management is the absolutization of material incentives and motives. Although these incentives are very important, they still do not fully satisfy the needs of the employee, for example, the needs of the highest level of motivation (need for respect, self-actualization).

Currently, there are two main approaches to stimulating personnel - complex methodological and adaptive-organizational.

The first of them includes a complex of four main groups of methods aimed at optimizing the motivational potential of work. According to the strength of the production effect they cause, they are arranged in the following sequence: economic methods, the target method, the method of designing and redesigning work (“enrichment of labor”), the method of complicity (involving workers - the participatory method).

Economic methods are based on material remuneration for the work performed, the most important part of which is wages. The salary structure is base rates, bonus payments, social programs.

The base rate - a constant part of the salary - should be sufficient to attract workers with the necessary qualifications and training to the firm. Social benefits and payments play an important role in the total income of employees. Currently, the range of benefits provided to employees is quite wide: paid holidays, vacations, rest breaks, medical insurance at the enterprise, additional pension insurance, accident insurance, assistance in raising education, vocational training and retraining, providing employees with recreation and entertainment facilities and so on.

The company can also make additional payments (bonuses, awards, prizes, and so on), based on the goals that are laid down in the labor incentive program. Innovation-driven companies, for example, place a lot of emphasis on facilitating creativity. Thus, IBM encourages rationalization proposals that find application. If the proposal is accepted, its author receives 25% of the total savings within two years after its implementation.

A whole reward system has been developed in organizations in the USA, Japan, Italy, and Germany. These are free meals, invitations to country trips, free lunches in expensive restaurants, an increase in the attractiveness of the place of work (bright colorful stands, fountains, lights, flowers, birds and small animals).

The most common form of material incentives is a profit sharing system, the essence of which is that, at the expense of a predetermined share of profit, a bonus fund is formed, from which employees receive regular payments.

The systems of participation of employees in the company's profits include the Scanlon system, which is based on the distribution between employees and the company of savings in wage costs resulting from labor productivity - output per person.

No less popular is the Rucker system, based on bonuses to employees for increasing the volume of conditionally net production per one dollar of wages.

A widespread wage system is the Iprosheara system, which consists in additional payments to employees for saving working time (in man-hours) spent on producing a given volume of output.

Within the framework of the complex methodological approach, the target method of stimulation is also used, which is based on two important psychological patterns. First, giving goals a clear and precise form in itself leads to increased motivation. Secondly, more difficult goals usually have more motivating power than easily achievable ones, since a difficult goal is considered by a person as a challenge to his abilities, and the belief in the possibility of achieving it increases his self-esteem of his capabilities and his own significance. Based on this, goals should be clearly formulated, mobilizing, but realistically achievable.

The method of designing and redesigning work (“enrichment of labor”) consists in increasing motivation by changing and improving the organization of work.

There are three possible restructuring options:

1. rotation - a number of works are interchanged at regular intervals between employees in order to remove the problems of excessive repetition, fatigue from high-precision and detailed work;
2. expansion - the employee is given more diverse interrelated tasks of the same professional level in order to reduce monotonous work;
3. job enrichment - expands its limits vertically to include tasks that require more skill, more responsibility in decision-making and more freedom in taking individual initiatives.

The method of personnel involvement is based on the idea of ​​the fullest possible involvement of performers in the very process of organizing his work and managing it. As a result, activity (including creative) and initiative of employees are liberated, motivation and responsibility are increased. In procedural terms, this method requires giving the employee the right to vote in solving problems, effective delegation of rights regarding the possibility of making decisions, determining appropriate actions to get out of the problem. As an example, we can refer to the experience of the American company Digital Equipment, where self-government groups have been formed in the department of general accounting and reporting, which solve the issues of planning work, hiring new employees, holding meetings, and coordinating with other departments. When using this method, the professional maturity of workers, their ability and readiness to work increases. This directly affects the increase in labor motivation and the improvement of the organization's activities.

The second approach to stimulating the organization's personnel is called adaptive-organizational. However, it can only conditionally be separated from the one discussed above, since it largely uses the same methods and principles for creating motivation. The specificity of the adaptive-organizational approach lies in the fact that the system of motivating influences, as it were, is distributed over the main phases of his activity - starting from hiring and the professional adaptation associated with this, and ending with the final stages of his professional career.

A factor of great motivating value that has a long-term effect is the employee's first impression of the organization at the time of hiring, so it is necessary to organize the first days and even hours of the employee's stay in the organization in an appropriate way, to ensure the stage of primary adaptation. This is the provision of a gentle work regime, softer assessment criteria, guardianship and mentoring.

The next aspect of optimizing the motivating function correlates with the mature stages of a professional career, with the achievement of a high level of professional competence. Here, the whole system of the already considered participative methods (the method of involving employees) of providing motivation should come to the fore. Another means of motivation envisaged during this period by this approach is to ensure the "elasticity of working time" - granting the employee a partial right to plan his own working time, manage it depending on his individual characteristics and life situations.

In the organizational-adaptive approach, a large role is given to the method of informing about the results of work, that is, feedback. It has been proven that the need for information about the quality of work is an independent incentive for its implementation. Information is associated with the practice of “non-directive consultations” (benevolent listening to a subordinate who is in a state of frustration or strong emotional stress), interviews “over the head” of management (periodic conversations of employees with the head of their head), open door programs (personal appeal of an employee to the head of any rank) and so on.

Thus, labor stimulation is a system of measures that indirectly affect the personality of an employee, change and form his labor motivation, in order to arouse her desire to work conscientiously, professionally and in an organized manner, fully realizing her personal and business potential.

Currently, there are a huge number of methods and forms of incentives, however, it should be remembered that the development of employee motivation mechanisms should not be carried out “according to a template”. It is always necessary to take into account the characteristics of the organization (its history, traditions, specifics of activities, and so on), as well as the individual motives of the employees working in it.

Thus, labor motivation can be considered both as a process of influencing the performer in various ways and means, aimed at inducing him to labor activity, and as a result of this influence, reflecting the resulting set of labor motives.

Factors affecting staff motivation

There are several points of view about the factors affecting the motivation of staff.

Utkin E.A., Kochetkova A.I. identify supportive and motivating factors.

Supporting factors:

• money;
• terms;
• tools for work;
• security;
• reliability.

Motivating factors:

• confession;
• growth;
• achievements;
• responsibility and authority.

If both groups of factors are absent, the work becomes unbearable.

If only supporting factors are present, job dissatisfaction is minimal.

If only motivating factors are present, the employee loves the job, but cannot afford it.

If both groups of factors are present, the work brings maximum satisfaction.

This approach to identifying factors that affect motivation is quite close to the theory of two factors by F. Herzberg.

In addition, Utkin E.A., Kochetkova A.I. distinguish demotivating factors: the cry and rudeness of the authorities, chaos, lack of understanding of responsibility and authority. The authors note that any action in relation to employees can be both a motivating and a demotivating factor. It is important to evaluate this action in relation to specific people. A number of demotivating factors are the result of the personality of the leader or his lack of understanding of what actually motivates subordinates.

Ilyin E.P. identifies psychological factors (in other words - formations) involved in a particular motivational process and calls them motivators (motivational determinants). He says that they become arguments for making a decision when explaining the basis of an action and an act. Listed below are those identified by Ilyin E.P. groups of motivators:

Moral control (presence of moral principles);

Preferences (interests, inclinations);

external situation;

Own opportunities;

Own state at the moment;

Conditions for achieving the goal (cost of effort and time);

Consequences of one's action.

In the process of motivation, many motivators remain only “known”, “understood”, and those that acquire the greatest significance for a person and lead to the formation of motivation become “actually acting”.

Mackenzie R. A. identifies the following factors:

Control method;

organizational climate;

Culture, group norms;

Factors related to the person: self-image, personality, abilities and skills, values ​​and needs of the employee, as well as expectations formed on the basis of his earlier life experience.

Very much attention in the issue of factors affecting the motivation of employees is given to job satisfaction and it is said that it affects motivation. Although there is also the opposite opinion. So Handle A.A. and Sakada N.A. describe the study of V.A. Yadov, which states that “the study of job satisfaction (dissatisfaction) is “the most inadequate method for studying work motivation”. Lutens F. also says that there is no clear direct relationship between job satisfaction and productivity.

Therefore, the issue of the impact of job satisfaction on staff motivation remains unresolved, but one way or another, this factor takes place in the issue of employee motivation and requires consideration.

In general, among all the listed factors, two factors can be distinguished that require special consideration when building and adjusting the motivation system in a particular organization.

The first such factor is the organizational culture of the enterprise (the system of norms and rules of conduct that exists in the organization regarding the interaction between management and staff, communication networks, methods of conflict resolution, decision-making methods, etc.). There are 4 types of organizational cultures.

1. Bureaucratic - the organization is directed by a strong leadership, functions and responsibilities are prescribed and fixed, leadership determines leaders and possible directions for development, information and data are controlled and access to them is limited.
2. Organic - the organization is guided by agreement with a common idea, functions and responsibilities are implemented with almost automatic accuracy, leadership sets the context and purpose, minimizing other interference, information and data are regarded as shared knowledge that does not need to be taken out.
3. Entrepreneurial - the organization is directed by free initiative, functions and responsibilities are obtained as people make them, leadership allows people to do what they see fit, used for individual achievements.
4. Participatory – the organization is guided by inclusive discussions, roles and responsibilities are shared and rotated as needed, leadership acts as a catalyst for group interaction and collaboration, information and data are evaluated and shared openly

If the motivation system developed in the organization is in conflict with the behavioral characteristics of real employees, the system must be adjusted. Attempts to impose motives from above without taking into account the existing organizational culture are ineffective. Below are the most characteristic features of the motivational sphere of employees for different types of organizational cultures (provided that employees accept and share the organizational culture).

1. With the dominance of a bureaucratic organizational culture for employees, the incentive motive is primarily economic interest (material incentives, money, etc.).
2. With the dominance of an organic organizational culture, employees are mainly concerned with social needs and acquire a sense of self-identity only in relationships with other people. Employees tend to respond positively to the initiatives of superiors when they take into account the social needs of their subordinates and, first of all, the need for social recognition.
3. In the case of the predominance of an entrepreneurial organizational culture, the most effective way to motivate employees is a challenge that opens up a good opportunity for their self-realization. At the same time, the challenge should be commensurate with the potential of employees, and the manager should provide for a worthy reward in case of success.
4. In a participatory organizational culture, each individual is unique, so standard management approaches do not work, but must be formulated in relation to a particular person and a given situation.

The second factor is the style of leadership and deserving the greatest interest in the literature. So Tarasov V. says that "a direct impact on satisfaction with working conditions is exerted by the features of employee management - the style of leadership and the system of norms and rules of conduct that exist in the organization - organizational culture". Korienko V. also points out that leadership style is a motivating factor.

The concepts of leadership style and organizational culture of the organization should be clarified.

It is necessary to dwell on the clarification of the concepts of leadership style and organizational culture.

Leadership style is a stable set of traits of a leader, manifested in his relations with his subordinates. There are three main leadership styles.

1. Authoritarian - the sole decision-making by the head of all decisions, a weak interest in the employee as a person.
2. Democratic - characterized by the desire of the head to develop collective decisions, the head jointly agrees with the employees on the goals of the organization, takes into account the wishes of the employees.
3. Liberal - characterized by the desire of the leader to evade decision-making, to shift this task to others. The manager gives complete freedom of action to his employees.

At this stage of the study, there is all the necessary information to build a model for diagnosing the organization's personnel motivation system, which will be the subject of the next chapter.

Thus, the factors that in one way or another affect the motivation of staff can be represented as follows (see table 3).

Methods for studying work motivation

Managers, when using certain managerial influences in practice, need to take into account the internal and external motivations of the labor behavior of employees, that is, to know what specifically encourages them to work conscientiously and proactively, and what, on the contrary, causes indifference, and even a negative attitude to work.

Understanding the inner world of a person, the grounds for his actions and actions related to work activity, the ability to predict and influence his work behavior requires studying the motivational warehouse of the individual, that is, finding out the answer to such questions: what needs in the course of work activity are typical for a person, and what their hierarchy? In what ways and by what means does he prefer to satisfy this or that need? What situations and conditions usually trigger this or that labor behavior? What is the direction of the personality? The answer to most of these questions can be obtained only by using a variety of methods for studying labor motives.

Labor motivation as an object of psychodiagnostic research has some features, which are primarily due to the specificity of the motives of labor activity themselves, sources of obtaining information about labor motives, methods of studying them.

The basis of the motive of labor behavior is the need associated with labor activity. However, there is no one-to-one correspondence between the system of needs and the system of motives. Both motives and needs have their own qualitative specifics and cannot be identified. The same need can be realized through different motives, and the same motive can realize different needs. Thus, a whole class of motives corresponds to a need, and a motive can be included in different need classes. As a result, the diagnosis of motives and needs is not identical, although it is closely related.

Each labor motive has its own motivational weight, which characterizes the degree of contribution that this motive makes to the realization of a particular need. However, the motives associated with a certain need are not just a sum of motives, but a hierarchical system in which there are certain levels of dominance of motives. Determining the motivational weights of motives makes it possible to discover the general characteristics of the object of need. Identification of the level of dominance of motives makes it possible to clarify the specific specifics of the subject content of needs.

In the psychodiagnostics of labor motivation, a number of indicators are used - indicators that make it possible to judge the qualitative or quantitative characteristics of labor motives. The most common of these include:

• direct assessment of a person's ideas about the causes or features of labor behavior;
• identification of a system of incentive values ​​that are relevant to the motives of work;
• decision-making time in case of motivational conflict of choice of alternatives;
• assessment of the effectiveness of the performance of activities;
• the dynamics of a person's labor behavior over a long period;
• activity products.

The most natural source of information about the labor motives of people is the work itself - its process and result. Observing and analyzing the labor activity of an employee, one can answer the question of which aspects of work he most appreciates, what labor values ​​he tries to achieve, what he does not like in his work, what he is indifferent to.

Another source of information about the labor motives of employees can be the results of relevant psychological studies conducted using various psychodiagnostic methods. As a rule, to study the motives of labor activity, direct methods of psychodiagnostics are used - questionnaires, surveys, interviews. Methods of this type are based on the first indicator (direct assessment), although the methods may differ in design methods and other features. The principle of these methods is as follows - a person is offered to select or evaluate a certain list of labor motives, needs, interests, and so on.

The most common method for studying labor motives is the study of employee satisfaction with their work. In methods of studying satisfaction, as a rule, three types of questions are used: questions to identify the degree of satisfaction with the work of an individual; questions about identifying opinions about job satisfaction and dissatisfaction; questions about the individual's possible next steps.

When formulating answer options for questions of the first type, various scales are used: two-term (yes - no), three-term (satisfied - not quite satisfied - not satisfied), five-term (completely dissatisfied - rather dissatisfied - both satisfied and not satisfied - rather satisfied - completely satisfied), seven-membered and ten-membered.

In addition to satisfaction questionnaires, there are also various methods for calculating job satisfaction indices - the index of assessing the working situation by V.A. Yadov, satisfaction index V.S. Maksimenko and more.

Another common way to study labor motivation is to register the subjective significance (value) for employees of the work as a whole and its individual aspects, since more valued elements of the work situation are motivating factors for effective work. Usually researchers - supporters of this method of studying labor motives - are interested in three questions in this area:

1. labor factors most significant for various categories of workers;
2. the nature of the dependencies between more valued factors and the characteristics of various categories of workers;
3. the nature of the relationship between value preferences and labor productivity.

Currently, there are a fairly large number of direct psychodiagnostic methods that study various aspects of work motivation. These include:

• methods aimed at studying the structure of labor motivation - the method of K. Zamfir; technique, V.K. Gerbachevsky;
• methods for studying job satisfaction in general and its individual components -. questionnaire T.L. Badoev, as well as the method of paired comparisons and the technique of V.A. Rozanova;
• diagnostics of dominant needs - a test based on the motivational theory of F. Herzberg; methodology, the conceptual basis of which is the theory of motivation by D. McClelland;
• the study of the professional orientation of the individual, both in terms of professional interests and in terms of attitudes related to work - a differential diagnostic questionnaire (DDO) E.A. Klimov; questionnaire developed by O.B. Godlinic; a review of Jackson's professional interests; introspection of Holland's professional inclinations; a review of Kuder's professional interests; indicative questionnaire proposed by V. Smekail and M. Kucher;
• studying the motives for choosing a profession - a questionnaire by E.P. Ilyin; methodology for studying the motives for choosing a medical profession A.P. Vasilkova.

Methods of direct diagnostics of work motivation have a number of disadvantages. Since they describe hypothetical situations, it can be difficult for a person to answer how he would act. In addition, not all motives are conscious, and a person cannot say anything definite about them. A serious disadvantage is also that the answers to the questionnaires are subject to conscious or unconscious falsification. A person often strives for socially approved answers, that is, the answers are influenced by the factor of social desirability. However, these methods are quite simple to perform, compact, and do not require large time expenditures, which is why they act as the most convenient tool for diagnosing work motivation in production conditions.

Conclusion

Motivation of personnel occupies one of the central places in the organization's personnel management. The positive attitude of employees to work and the high efficiency associated with it, business initiative and conscientiousness are achieved only with the personal interest of the employee in his activities. This interest is due to persistent motivation to work, reflecting a certain structure of a person's labor motives.

Labor motivation in its psychological understanding is a hierarchized set of labor motives that determines the desire of an employee to satisfy any needs (obtain certain benefits) through labor activity. Each person has a certain structure of labor motivation specific to him, depending on his individual characteristics, experience, the nature of the assimilated labor standards and values.

Knowledge of this structure is valuable. It allows, firstly, to understand the nature of the expectations of employees associated with labor activity, secondly, to anticipate (with a certain degree of probability) the appearance of certain facts of labor behavior, and, thirdly, to successfully manage the activities of teams, rationally use methods and means of influencing not only the labor behavior of people, but also the labor situation in general, allowing employees to work in it comfortably and in accordance with their needs.

Currently, in psychology, there are several theoretical directions in the field of staff motivation. Among them, one can single out content and process theories that differ in their approach to understanding the process of motivation and the factors that determine it.

For psychologists working in the field of personnel management, motivation is one of the most significant issues, since it is important not only to recruit effective employees, but also to provide them with all the necessary conditions for fruitful work.

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