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COURSE WORK

on the topic: "Stimulation innovation activities staff"

Essay

"Stimulation of innovative activity of personnel"

Scope of work 32 s, including 1 rice, 8 naim. lit.

Key words: innovations, personnel innovations, work with personnel, stimulation of personnel innovative activity.

The course work explores the problem of stimulating the innovation activity of personnel, which includes the following steps:

a) The concept of innovation and the types of its stimulation;

b) Study of the existing practice of stimulating the innovative activity of an enterprise;

c) Ways to improve the stimulation of innovation.

The problem of stimulating the innovative activity of the staff has been studied.

As a result of the analysis, the following conclusions were drawn:

a) innovation is an integral attribute of the development of the organization and its competitiveness;

b) there are different types of innovations. The role of staff in generating new ideas is great;

c) the innovative activity of the personnel is an important element in the development of the organization, the innovative activity of the personnel must be stimulated.

Introduction

Chapter 1. The concept of innovation and the types of its stimulation

Chapter 2 2.1 Professional orientation and adaptation in the team

2.2 Training

2.3 Performance evaluation

2.4 Leadership training

2.5 Promotion management

Chapter 3. Ways to improve the stimulation of innovation

Conclusion

List of used literature

Application

Introduction

Scientific and technological progress, pr known throughout the world as the most important factor in economic development, is increasingly associated with the concept of innovation process. It is a one-of-a-kind process that combines science, technology, economics, entrepreneurship and management.

It consists in obtaining innovation and extends from the birth of an idea to its commercial implementation, thus covering the whole complex of relations: production, exchange, consumption.

There are many forms of innovation management at various levels: from departments of corporations to the state, which in general is called upon to implement a special economic policy in modern conditions. Like almost any other policy, it is not the same in different countries, although it is subject to the same goal: to stimulate innovative activity and develop scientific and technical potential.

In accordance with international standards, innovation is defined as the end result of innovative activity, embodied in the form of a new or improved product introduced to the market, a new or improved technological process used in practice, or a new approach to social services. Innovation can be considered both dynamically and statically. In the latter case, innovation is presented as the end result of the research and production cycle (RPC).

Personnel play an important role in generating innovations. The human factor has always been and will be decisive at all times. Properly structured work with personnel, proper recruitment of personnel, the implementation of all measures to create teams and groups is the key to the successful functioning of the organization.

Currently, there is a problem of stimulating the innovative activity of personnel. The purpose of this work is to study the problem of stimulating the innovative activity of personnel in an organization.

Chapter 1. The concept of innovation activityvalue and types of its stimulation

The peculiarity of the current stage of scientific and technological progress is that not only applied research, but also fundamental sciences are of key importance for production. This is due to a number of reasons, including economic ones.

Firstly, the speed of the appearance of new inventions contributes to an increase in the rate of obsolescence of existing equipment and technology. The subsequent depreciation of permanent capital causes a significant increase in costs, a drop in competitiveness. Therefore, a deep scientific study of the nature of the processes used, general principles organization of various types of matter becomes a condition for improving existing technologies or quickly replacing them with new ones. This interest in the fundamental side of scientific and technical knowledge is so serious that it largely determines organizational forms innovation process, ways of interaction between science and production.

Second, new technologies do not represent isolated, isolated streams. In a number of cases they are connected and enrich each other. But their integrated use also requires fundamental developments that open up new areas of application of the latest processes, principles, and ideas.

Thirdly, modern scientific and technological progress provides the possibility of alternative ways of developing and applying the same scientific and technical idea in different industries with very different results in terms of efficiency. The risk of an inaccurate choice of development direction is extremely high and can lead to the loss of market positions, the loss of independence in the face of a more successful competitor. Fundamental development should give a “vision” of innovation variability and guidelines for their evaluation. With equal R&D costs, the results can be very different.

The significance of scientific developments raises the question of the forms of their conjugation with applied developments and production. Over the past 10-15 years, a number of effective methods have been worked out in developed countries to include science, including fundamental science, in the general stream of development of social production. innovative personnel production

Innovative activity is the practical use of innovative, scientific and intellectual potential in mass production in order to obtain a new product that satisfies consumer demand in competitive goods and services. An important characteristic of this activity is innovative activity - targeted support for the high susceptibility of the enterprise's personnel to innovations through targeted structures and management methods. Innovation activity itself is characterized by accelerating the pace of innovation creation, their diffusion, which contributes to the deepening and expansion of structural changes in the economy, an increase in the size of the market and the satisfaction of existing and emerging needs.

The restructuring of the economy on market principles in our country requires ensuring world-class quality of manufactured goods, timely renewal of products by enterprises and maximum interest in introducing innovations; high innovative activity based on its own developing potential. However, world practice shows that government support for innovation is objectively necessary. However, at present, financial state support at a high level of fundamental science and production is practically not carried out. And this means that there are no prerequisites for the near future exit from economic crisis our country. Since enterprises do not have the opportunity to create high-tech and competitive high quality products. This can be achieved only by creating conditions for enterprises to overcome the crisis in the field of investment and innovation policy, taxation at the state level.

At present, the effectiveness of the innovative activity of an enterprise is determined, first of all, by the presence of a well-functioning system of investment, lending, taxation, functioning in relation to the innovative sphere of scientific developments.

Innovations are innovations brought to the stage of commercial use and offer on the market in the form of a new product. The genuine novelty of a product is always associated with an increase in the economic effect of its use.

Novelty can be "relative", "absolute" and "private".

Absolute novelty is characterized by the absence of analogues to this innovation; relative - this is an innovation that has already been used at other enterprises, but is being implemented for the first time at this enterprise; private novelty implies the renewal of an element of the product.

The economic advantage of an innovation is that the benefits from its implementation exceed the costs of its creation. From the moment it is accepted for dissemination, an innovation acquires a new quality - it becomes an "innovation". Only then various ideas, inventions, new types of services, products are recognized by the consumer and already in a new quality they become innovations. Those. The innovation process combines the process of creating an innovation and its implementation. The stages of the innovation process are shown in Figure 1.

Rice. 1 Model "Innovation Purpose"

All stages of the innovation process are interconnected and it is necessary to think over the implementation of all subsequent stages already at the first. The main thing is to be able to make the transition from one to another. Since the effectiveness of the innovation process is determined not only by the effectiveness of its individual stages, but also by the speed of transition from one stage to another, i.e. in the management process, it is important to reduce the interval between stages, combining them as much as possible in the overall process.

The concept of "innovation" applies to all innovations, both in production and in organizational, research, teaching and management areas, to all improvements that provide cost savings. Hence, innovation is market and consumer oriented.

The period of time from the birth of an idea to the practical creation and implementation of innovation, its use is called life cycle innovation. There was a need to manage creative potential and improve the efficiency of communication between science and production. This is what innovation policy does - the science of the formation of innovations, their diffusion, as well as factors that counteract the introduction of innovations; human adaptation to them; organization and mechanism of innovation activity; development of innovative solutions and policies. In other words, innovation policy is a new area of research needed to effective solution tasks of intensification and accelerated development of the innovative economy, first of all - the creation, development and distribution various types innovations. That. innovation policy, innovation activity arose as a reaction to modern requirements economy, the need to strengthen the susceptibility of its elements to the emerging changes.

In practice, innovation is classified according to a number of criteria.

According to the reasons for their occurrence, they are divided into reactive - as a reaction to new transformations carried out by a competitor, to fight in the market and the survival of the enterprise, and strategic, the implementation of which determines the acquisition of promising advantages over competitors.

For an enterprise, innovation can act as:

productive - the production of a new product, product and service, which is associated with the creation of new types of production; the created new product can lead to a decrease in demand for the former, which will entail the elimination of old types of production;

market - opening up new areas of product introduction and thereby expanding market spaces;

processor - the use of new technologies, management structures and the organization of a resource-saving method of production, product or service;

consumer - aimed at meeting the current needs of the consumer and the formation of new ones in the future.

By innovative potential Depending on the subject content and pace of innovation, the following types of innovations are distinguished: radical (basic), when fundamentally new inventions are used; technological, characterized by the development and implementation of new highly efficient technological processes, new technological equipment, which can dramatically increase labor productivity, product quality; modifying (ordinary), having a focus on improving, updating designs and forms of innovation (small inventions, rationalization proposals).

In official statistics, technological innovations are understood as the end results of innovative activities that have been embodied in the form of a new or improved product (service) introduced on the market, a new or improved technological process or a method of production (transfer) of services used in practical activities. All the formalized characteristics of this process depend on which definition of innovation is used. At present, there is no single approach to the definition of innovative activity, just as there were no continuous surveys of enterprises and organizations in which innovations would be studied. Existing estimates of innovation activity are based on sample surveys of greater or lesser breadth, and this explains the often contradictory results of their results.

An innovative enterprise is one that introduces product or process innovations, regardless of who was the author of the innovation - employees of this organization or external agents (external owners, banks, representatives of federal and local authorities authorities, research organizations and technology providers, other enterprises).

Any innovation is based on a new idea. As a rule, this idea is either a radical idea or an evolutionary idea that improves the current state of affairs.

Innovations can be classified into two large groups: technology innovations and management innovations.

Both those and others are the product of abstract human thinking. Innovations can be borrowed from competitors, either learned over time, or created internally. It is for internal innovation that it is necessary to stimulate the innovative activity of personnel. Because it is the staff that is the subject of innovation.

Exist different kinds stimulation of innovative activity of personnel. All of them are included in two large groups:

1. Financial incentives.

2. Non-material stimulation.

Material incentives include various kinds of bonuses, wage increments, cash incentives for employees, approval of special payments, for which a special monetary fund can be created.

Non-material forms of incentives include all types of incentives, which are not based on the monetary motivation of the employee. In other words, the employee has a different interest in the development of innovation in the organization and is motivated to act by other means.

In addition to personal motivation, other factors also influence internal innovation activity. Factors can be both favorable and unfavorable. This is the level corporate culture organizations, the level of compliance of formal and informal groups in the organization, the attitude of management to the innovative activities of personnel, etc.

Thus, we can conclude that the state of innovative activity of the staff is influenced by the internal (personal) motivation of the employee and external factors that can have both positive and negative effects.

Chapter 2. Study of the existing practice of stimulating innovationion activities of the enterprise

Without people, there is no organization. Without the right people no organization can achieve its goals and survive. Undoubtedly, the labor resources belonging to the socio-economic category are one of the most important aspects of the theory and practice of management.

Specific responsibility for the overall management of the workforce in large organizations is usually entrusted to professionally trained employees of human resources departments, usually as part of headquarters services. In order for such professionals to be able to actively contribute to the achievement of the goals of the organization, they need not only knowledge and competence in their specific field, but also awareness of the needs of managers. lower level. At the same time, if lower-level managers do not understand the specifics of human resource management, its mechanism, opportunities and shortcomings, then they cannot fully use the services of HR specialists. Therefore, it is important that all leaders know and understand the ways and methods of managing people.

Human resource management includes the following steps:

1. Resource planning: developing a plan to meet future human resource needs.

2. Recruitment: creating a pool of potential candidates for all positions.

3. Selection: evaluation of candidates for jobs and selection of the best from the reserve created during the recruitment.

4. Determining wages and benefits: Designing a wage and benefit structure to attract, hire and retain employees.

5. Career guidance and adaptation: the introduction of hired workers into the organization and its divisions, the development of employees' understanding of what the organization expects from them and what kind of work in it receives a well-deserved assessment.

6. Training: Designing programs to teach the job skills required to do the job effectively.

7. Evaluation labor activity: development of methods for assessing labor activity and bringing it to the attention of the employee.

8. Promotion, demotement, transfer, dismissal: development of methods for moving employees to positions of greater or lesser responsibility, developing their professional experience by moving to other positions or areas of work, as well as procedures for terminating an employment contract.

9. Leadership training, promotion management: development of programs aimed at developing the abilities and improving the efficiency of the work of managerial personnel.

Once upon a time, work with personnel consisted exclusively of activities for the recruitment and selection of labor. The idea was that if you managed to find the right people, then they can perform the right job. Today's well-managed organizations believe that recruiting the right people is just the beginning. While most of an organization's resources are tangible objects that depreciate in value over time, the value of human resources can and should increase over the years. Thus, both for the benefit of the organization itself and for the personal benefit of the employees of their organization, management must constantly work to increase the potential of personnel in every possible way.

A successful workforce development program creates a workforce that is more capable and more motivated to accomplish the goals of the organization. Naturally, this should lead to an increase in productivity, and hence to an increase in the value of the organization's human resources. If, for example, such a program increases the productivity of assembly workers by 10% without increasing the factory cost of products, then the return on capital invested by the organization in the development of human resources is much higher than this indicator.

2.1 Professional orientation and adaptation in the team

The first step to making the work of an employee as productive as possible is professional orientation and social adaptation in the team. If management is interested in the success of an employee in a new workplace, it must always remember that the organization is a social system, and each employee is an individual. When new person comes to the organization, he brings with him previously acquired experience and views that may or may not fit into the new framework. If, for example, the new employee's last boss was bossy and preferred to communicate only by text, the employee would feel better off sending a paper than just picking up the phone, even though the new boss actually prefers verbal communication.

If the manager does not make active efforts to organize the adaptation of new subordinates, the latter may become disappointed because of the unfulfillment of their hopes, may consider that the behavior should be guided by experience gained in a previous job, or come to other incorrect conclusions about their work. The leader must also be aware that some of what newcomers learn during their onboarding may come as a shock to them.

2.2 Personnel training

Organizations have a constant need to improve the productivity of their employees. Many organizations also care about the overall quality of the workforce. One way to achieve this goal is to recruit and select the most qualified and capable new workers. However, this is not enough. Management should also conduct systematic education and training programs for employees to help them reach their full potential within the organization.

Training is the training of workers in skills to increase their productivity. Final goal Learning is about providing your organization with a sufficient number of people with the skills and abilities necessary to achieve the goals of the organization.

The value of learning is widely recognized. Unfortunately, many managers do not realize all the complexities involved.

Training is useful and required in three main cases. First, when a person joins an organization. Secondly, when an employee is appointed to a new position or when he is assigned a new job. Thirdly, when the audit establishes that a person lacks certain skills to effectively perform his job.

Teaching is a large, specialized area. Specific teaching methods are numerous and need to be adapted to the requirements of the profession and organization. Some basic requirements for effective training programs are as follows:

1. Learning needs motivation. People need to understand the goals of the program, how training will increase their productivity and thus their own job satisfaction.

2. Leadership must create a climate conducive to learning. This includes encouragement of students, their active participation in the learning process, support from teachers, willingness to answer questions. An important point may be the creation of a certain physical environment. Some organizations prefer to conduct training in special centers rather than on the premises of their organization.

3. If the skills acquired through training are complex, then the learning process should be broken down into successive stages. The participant of the program should be able to practice the skills acquired at each stage of training, and only then move on.

4. Students should feel feedback in relation to learning outcomes, it is necessary to ensure a positive consolidation of the material covered. This may take the form of praise or recognition from the instructor, or, in the case of computerized modern systems learning, in the form of direct feedback with the correct solution of the problems proposed by the program.

2.3 Performance evaluation

The next step, after the employee has adapted to the team and received the necessary training for the effective performance of his work, will be to determine the degree of labor efficiency. This is the purpose of performance evaluation, which can be thought of as an extension of the control function. The control process involves the establishment of standards and the measurement of results to identify deviations from the established norms and, if necessary, the adoption of corrective measures. Similarly, performance appraisal requires managers to gather information about how effectively each employee is performing assigned tasks. By communicating this information to his subordinates, the manager informs them about how well they are doing their job and gives them the opportunity to correct their behavior if it does not correspond to the accepted one. At the same time, performance evaluation allows management to identify the most outstanding employees and really raise the level of their achievements, transferring them to more attractive positions.

Basically, performance appraisal serves three purposes: administrative, informational, and motivational.

Administrative functions: promotion, demotion, transfer, termination of the employment contract. Each organization must perform performance appraisals of its staff in order to make administrative decisions about promotions, transfers, and terminations. A promotion helps an organization because it allows it to fill vacancies with employees who have already shown their ability. It helps employees because it satisfies their desire for success, achievement, and self-respect. Promotion is a great way to recognize outstanding performance. However, when making decisions about promotion, management should only promote those who have the ability to effectively perform duties on new position. Unfortunately, sometimes those employees who perform their current duties well, but do not have the potential to effective work in a new position. Too many sales departments have made the mistake of nominating a great salesperson for the position of manager. As a result, they lost a good salesperson and acquired a mediocre manager.

Transfer can be used to enhance an employee's experience, and also in cases where management believes that he or she would perform more effectively in a different position. Sometimes the transfer is also used in cases where a person works unsatisfactorily, but due to his great length of service or past merits, the management considers that the termination of the employment contract with him would be unethical. In such a situation, the transfer is a demotion, and the poor fellow is placed in a position where he or she can still be of some use, but will not block the career of a capable young worker or actually hinder the organization's goals.

In cases where the employee was informed of the assessment of the results of his work and provided sufficient opportunities for its improvement, but the employee does not want or cannot work according to the standards of the organization, the employment contract with him must be terminated in the name of realizing the goals of the organization. Whatever the administrative situation, it is clear that without effective method evaluation of performance is impossible to make an informed decision.

Information functions. Performance appraisal is also needed to inform people about their relative performance. With the proper formulation of this matter, the worker will know not only whether he or she works well enough, but also what exactly is his strength or weakness and in what direction he can improve.

motivational functions. Evaluation of the results of labor activity is an important means of motivating people's behavior. By identifying strong employees, management can appropriately reward them with gratitude, a paycheck, or a promotion. Systematic positive reinforcement of behaviors associated with high performance should lead to similar behaviors in the future. Informational, administrative and motivational functions of evaluation of labor activity are interconnected, i.e. information leading to an administrative promotion decision should positively motivate the individual to do a good job.

Efficiency of performance appraisal. One study found that over 90% of companies have some form of performance appraisal system. However, the effectiveness of the evaluation system is determined by several factors. To begin with, I note that most often the work of a subordinate is evaluated by his immediate superior. Therefore, he must have the ability to accurately evaluate the work, without basing his assessment on a personal relationship to the subordinate. He must also be able to communicate this assessment to the subordinate. This can be quite difficult when the job is bad, especially if the boss has never been trained in communication techniques. Because of these potential problems, managers may oppose formal systems for evaluating the performance of subordinates.

Intensive research into performance appraisal at General Electric has led to a number of important findings. One of them is that criticism is not effective way informing subordinates about shortcomings in their work. Criticism often elicits defensive behavior. The subordinate in this case is more concerned with protecting himself than with the core of the problem or ways to improve performance. As one group of authors wrote, “To achieve useful evaluation, workers must be open to communication and willing to discuss their work without becoming defensive.” This requires that the manager create a calm, non-threatening environment in which his subordinates can openly discuss their problems related to performance.

The leader must clearly understand the difference between criticism and evaluation of work. Criticism is communication in one direction. For effective communication and proper feedback, the manager should allow for a two-way constructive discussion on specific performance improvement issues. So, for example, instead of saying, "You've been doing a terrible job for the last two months," you could say, "John, our waste quota is 2% of the material we use. Last month you had 5% waste. Why do you think this happened?" Note that this wording allows management to determine whether the cause lies in bad job this employee or the effect of some other factors.

The second conclusion of the General Electric study is that the method of issuing information to employees once or twice a year with an assessment of their performance is ineffective. One or two formal performance evaluation sessions should be scheduled each year. However, the evaluation should be issued whenever necessary, daily or as often as the situation requires. If the subordinate works in a new way short term project, then his work should be evaluated two or three times a month. If a subordinate is not confident in his abilities, the manager can discuss his progress with him once every few days to build up his self-confidence. With experienced, confident and proven employees, the manager can talk as necessary to maintain control over them.

The third conclusion of the GE study was that performance appraisal and salary should not be discussed at the same time. It is better to discuss the strength and weakness of a subordinate at separate meetings with him, and not together with administrative measures relating to wages.

Douglas McGregor strongly advocates performance-based performance appraisal. He argues that traditional assessments are not adequate because they focus on basic character traits such as initiative, teamwork, reliability, relationships with people. This forces the leader to be biased rather than objective. At the same time, if a subordinate is told that he has bad relations in the team, then this carries very little information about what he or she is doing wrong and what should be done differently. Instead, MacGregor argues, the leader and the subordinate should work together to define agreed-upon goals to be used as the standard for future evaluations. When specific goals cannot be set, the manager should give the subordinate information that describes his desired behavior, and not character traits or vague production goals.

To achieve maximum accuracy in assessing the results of labor activity, it is desirable that the interview be two-way. The worker should be free to discuss why his performance is not up to standard, what might have caused it, and what will be done to remedy the situation.

And finally, the leader should try to perceive the work of subordinates as objectively as possible.

When, for example, a manager is asked to evaluate his subordinates according to some properties of their character (reliability, relationships with people), then the “halo” effect appears in the ratings, i.e. some person receives the same marks for all character traits, although some of his features are more pronounced, and some are not.

It was also noted that some managers tend to give everyone high marks while others tend to give everyone low marks, further reducing the accuracy and usefulness of performance ratings.

2.4 Leadership training

Training comes down to developing the skills and abilities that employees need to effectively perform their jobs. official duties or production jobs in the future. In practice, systematic training programs are most often used to prepare managers for promotion. Successful leadership training, like training in general, requires careful analysis and planning.

Through performance appraisal, an organization must first determine the capabilities of its managers. Then, based on the analysis of the content of the work, the management must determine what abilities and skills are required to perform duties in all line and staff positions in the organization. This allows the organization to find out which of the leaders has the most appropriate qualifications for certain positions, and who needs training and retraining. Once these issues are resolved, management can develop a training schedule for specific individuals slated for potential promotions or transfers.

Leadership training and motivation. Leadership training is mainly conducted to ensure that managers acquire the skills and abilities required to achieve the goals of the organization. Another consideration, inseparable from the previous one, is the need to meet the needs of more high level: professional growth, success, testing your strength. Unfortunately, many organizations do not provide sufficient opportunities to meet these needs through accountability and promotions. Studies have shown that graduates of ministerial business courses reported a large discrepancy between their personal expectations for growth and promotion and what they were actually able to provide. If these expectations are of great importance to a person, then he usually leaves such a job. There is no need to talk about the undesirability of the turnover of managerial personnel due to the high cost of hiring and adapting them to the organization. Replacing such an employee may cost several of his monthly salaries.

Methods of training managerial personnel. Management training can be carried out by organizing lectures, small group discussions, analysis of specific business cases, reading literature, business games and role training. Variants of these methods are courses and seminars organized annually on management problems. Another widely used method is job rotation. By moving a line manager from department to department for periods ranging from three months to one year, the organization exposes the new leader to many aspects of the job. As a result, the young manager learns the various problems of various departments, understands the need for coordination, informal organization and relationship between goals various divisions. Such knowledge is vital for successful work for more high positions, but are especially useful for managers of the lower levels of the management hierarchy.

Another important technique is the training of managers in the course of their work. Some firms give new leaders a job so trivial that they become frustrated with it. “Aware of this problem, individual companies such as IT & T, Procter & Gamble, Ford have developed programs whereby promising new leaders are assigned from the very beginning a fairly responsible job that is a test of their abilities, but presumably, within their power. Typically, at the beginning, such an appointment is associated with responsible operational activities, and after about a year it involves the leadership of a permanent unit.

One study found a strong relationship between the level of demand in the training of new managers and their subsequent promotion. Those who were given more difficult tasks from the very beginning developed higher working qualities and were better prepared for future tasks than those who were given less difficult tasks. The first group of managers also moved faster in the service.

2.5 Promotion management

In the development of management training programs in the early 70s, many companies and consulting firms developed career management programs, i.e. promotion. One of the authors defines the concept of career management as a formal program for the promotion of employees, which would help to reveal all their abilities and apply them in the best way from the point of view of the organization. Career management programs help organizations to use the abilities of their employees to the fullest, and give employees the opportunity to use their abilities to the fullest.

A formal career management program empowers people to perceive their work in an organization as "a series of career moves that contribute to the development of both the organization and the individual." This is significant because studies show that people tend to be relatively passive about their careers. They tend to make important decisions about their careers driven by other people rather than by their own interests, needs, and goals. According to the authors of publications and researchers working in this field, the result of promotion programs is greater dedication to the interests of the organization, increased motivation for labor productivity, reduced staff turnover and better use of the abilities of employees.

Women are a reserve of managerial personnel. Many organizations have established leadership training and promotion programs aimed at attracting women as a source of recruitment for management cadres. As Professor Weddell French says, “The main reasons for the disproportionate representation of women among leaders are deeply rooted in culture and are expressed in a range of prejudices that male leaders have towards women.”

Such prejudices include, for example, the following assumptions:

1) women, getting married, leave work;

2) women will not work while they have small children;

3) women feel uncomfortable in the world of men, and when they get into it, men begin to feel uncomfortable;

4) women are unreliable workers, they are too emotional and can break loose in a crisis situation;

5) women leaders cannot be transferred to another city if their husbands have a similar or better job.

Most of these statements are based on old prejudices and male misinformation. Recent research directly rejects them or calls them into question. A study conducted among male and female business leaders retail, did not show a significant difference in such work incentives as prestige, a sense of responsibility, salary, promotion, a sense of satisfaction. Another study of 1,000 male and 1,000 female leaders found that, in principle, there were no significant differences in how they lead. The differences found included that women were more motivated to work, while men were more open and frank with their colleagues.

Some of the programs aimed at increasing the proportion of women managers and improving their performance include: 1) developing a proper understanding of the specifics of the behavior of both sexes in the workplace; 2) assisting women in understanding some of the psychological and socio-ethical barriers on the way to the execution of leadership roles; 3) teaching a direct and firm style of communication with men and women; 4) learning how to create a "support network" and develop the power base in the organization; 5) participation in traditional training programs for administrative and managerial personnel.

Chapter 3. Ways to improve incentives for innovationoh activities

A significant part of product innovations are reactions to changing consumer needs and tastes. Such innovations are called "pull" innovations. For example, the decision to ship computer components to a specified location is a response to consumer needs and therefore a pull-in innovation. However, it is equally common for organizations to innovate for purely internal reasons, such as technological advances or strategic plans. Such innovations are referred to as "push" innovations because markets have to be found for this type of innovation. Appearance mobile phones with Internet access is an example of an innovation driven more by technological advances than by consumer needs. Push innovations sometimes result in highly successful products and services, although significant efforts may be required to convince consumers of the benefits of new products.

So far, the predominant part of product and process innovation has been incremental (evolutionary) innovation. The contribution of innovation to performance improvement tends to be in many small incremental rather than radical changes. However, insensitivity to the need for radical innovation can be dangerous. For example, the vacuum cleaner market was characterized by incremental innovation for many years and was not ready for the arrival of a brand new vacuum cleaner from Dyson, which resulted in the loss of a significant market share for many reputable companies.

Innovation does not necessarily involve new ideas. Very often, innovation is the application of an old idea to a new problem. The difficulty lies in the fact that people who are faced with problems may not be aware of ideas that can help solve these problems. In most organizations, knowledge is localized. Problem solvers are often unaware that others in their organizations have the necessary know-how.

The role that knowledge brokers can play under these conditions cannot be overestimated. Scholars such as Andrew Hargadon and Robert Sutton have studied knowledge brokering in innovative organizations and have concluded that knowledge brokers perform the following important functions:

- collection of promising ideas. Knowledge brokers are constantly gathering promising ideas. They consider old ideas to be their main "raw" material.

- maintaining the viability of ideas. In order to remain useful, ideas must circulate within the organization and "scroll" in the minds of different people. Effective knowledge facilitators keep ideas alive by disseminating information throughout the organization about who knows what.

- inventing new uses for old ideas. This is where innovation begins: old ideas, identified and meaningful, are placed in new contexts.

- Approbation of promising concepts. Testing shows whether promising ideas have commercial potential. They also help knowledge brokers gain valuable experience even when ideas are completely untenable.

Of course, innovation involves the creation of new knowledge. One approach to achieving this goal is to allocate dedicated resources for R&D. Another approach is to find ways to encourage everyone in the organization to come up with new ideas and create systems to capture and use those ideas.

In both cases, managers must manage their subordinates in a way that encourages their creativity. Theresa Amabile (T. Amabile) has conducted extensive research in the field of creative management. The study concludes that individual creativity depends on three variables:

- experience (technical and procedural knowledge and general erudition);

- creative thinking skills (flexibility, imagination, intellectual perseverance);

- motivation.

The more experienced the worker, the wider the knowledge base he can use in identifying and solving problems. Creative thinking skills guide approaches to problem solving. However, productive creative work is impossible in the absence of sufficient motivation.

The experience and creative thinking skills of the members of a team or organization depend on the recruitment and selection procedures for personnel and, to a certain extent, on the training and individual development of employees. Motivation is undoubtedly the factor that a manager can have the most influence on.

To understand the difference between intrinsic and extrinsic motivation, consider a business problem as a maze.

One person may be motivated to complete the maze as quickly as possible and with the least risk of getting lost in order to obtain a material reward, such as money. That's what a mouse does when it wants a piece of cheese. Such a person will look for the shortest path to the exit from the labyrinth and then follow this path. If he is only interested in reward, he is likely to choose the most beaten path, i.e. will solve the problem in exactly the same way that it was solved before.

This approach based on extrinsic motivation will allow him to get out of the maze. But such a solution to the problem is unlikely to contribute to the development of the imagination. It does not imply a new look at the problem or insight into its nature. Such decisions are most likely not conducive to business progress.

It is useful to distinguish between intrinsic and extrinsic motivation. Extrinsic motivation is the desire to perform an action under the influence of a stimulus external to this action. An example of extrinsic motivation is the desire to perform well for the sake of receiving a bonus or improving career prospects. Intrinsic motivation is the desire to perform an action because the reward is in the action itself. An example of intrinsic motivation is the desire to do interesting and enjoyable work. Thus, intrinsic motivation is more important to encourage creativity.

Another person may take a different approach to the maze. He/she may find the process of wandering the various paths intriguing and exciting because of the challenge and challenge it contains.

Undoubtedly, such a journey will be longer and will include errors, since any labyrinth, i.e. a truly complex problem, has many more dead ends than exits. However, when an intrinsically motivated person finds a way out of the maze, the solution they get is likely to be much more interesting than a mechanical algorithm. It will be more creative.

There is plenty of evidence that creative people have strong intrinsic motivation. Asked what qualities distinguish creative scientists from their less creative counterparts, Nobel laureate physicist Arthur Scholow said: “It's a matter of favorite work. The most successful scientists are not necessarily the most talented, but those driven by curiosity. They want to know what the answer is." Albert Einstein was referring to intrinsic motivation when he talked about the enjoyment of seeking. Writer John Irving, explaining why he spends so many hours on his writings, said: “The unspoken factor is love. The reason I work so hard on my manuscripts is because it's not a job for me at all."

Creative people are rarely superstars. In fact, most creative work in today's business world is done by people whose names won't make it into the history books. They are competent people with developed creative thinking skills and a high level of intrinsic motivation. Last but not least, they work in organizations where managers consciously create an environment that encourages, rather than hinders, these qualities.

Amabile's research shows that there are six important factors that generate and maintain the motivation necessary for creativity:

1. Challenge.

Tasks performed by people should require effort from them, but be consistent with their talents and knowledge. It follows that managers must pay close attention to the consistency of task characteristics with the qualities of the performers.

2. Freedom.

It is necessary to give the performers the freedom to choose approaches to tasks or problems. However, Amabile argues that it should be freedom to choose the means, not the ends. Clarity of goals is very important.

3. Resources.

One of the most important resources is time. While some realistic time pressure can motivate by intensifying the sense of challenge, it is important to set aside time to reflect and incubate ideas. Excessively severe restrictions on physical and financial resources can lead to the fact that creative energy is directed to the extraction of resources.

Introduction

The development of a system of motivation and incentives for personnel is one of the most important strategic tasks in human resource management, which determines the relevance of research in the field of stimulating innovative activity and creativity of personnel.

The economic function of incentives is expressed in the fact that it contributes to an increase in production efficiency, which is expressed in an increase in labor productivity and product quality.

The moral function is determined by the fact that incentives to work form an active life position, a highly moral climate in society. At the same time, it is important to provide a correct and justified system of incentives, taking into account tradition and historical experience.

The social function is provided by the formation of the social structure of society through a different level of income, which largely depends on the impact of incentives on different people. In addition, the formation of needs, and ultimately the development of the individual, are predetermined by the formation and stimulation of labor in society.

When developing a system for stimulating personnel to innovative activity and creativity, the management of organizations should take into account issues related to the development of plans for the development of a general organizational strategy and enterprise policy. Based on the development strategy of the organization, a strategy for stimulating the work of personnel is also formed.

1. The concept and essence of stimulating the innovative activity of managerial personnel and performers

Stimulation of labor is, first of all, an external motivation, an element of the labor situation that affects human behavior in the sphere of work, the material shell of staff motivation. At the same time, it also carries an intangible burden that allows the employee to realize himself as a person and as an employee at the same time. Stimulation performs economic, social and moral functions.

The incentive is often characterized as an impact on the employee from the outside (from outside) in order to encourage him to work effectively. There is a certain dualism in the stimulus. The dualism of the incentive is that, on the one hand, from the standpoint of the administration of the enterprise, it is a tool for achieving the goal (increasing the productivity of workers, the quality of their work, etc.), on the other hand, from the standpoint of the employee, the incentive is an opportunity to obtain additional benefits (positive incentive) or the possibility of their loss (negative incentive). In this regard, we can distinguish between positive stimulation (the possibility of owning something, achieving something) and negative stimulation (the possibility of losing some item of need).

When incentives pass through the psyche and consciousness of people and are transformed by them, they become internal motives or motives for the worker's behavior. Motives are conscious incentives. Stimulus and motive do not always agree with each other, but there is no difference between them. Chinese wall". These are two sides, two systems of influence on the worker, inducing him to certain actions.

In the conditions of innovative activity, the stimulating effect on the personnel is in a special way aimed primarily at enhancing the functioning of the employees of the enterprise to develop creativity, and the motivating effect is aimed at enhancing the professional and personal development of employees. In practice, it is necessary to use mechanisms for combining labor motives and incentives. But it is important to distinguish between the stimulating and motivational mechanisms of the behavior of employees and the administration of enterprises, to realize the importance of their interaction and mutual enrichment.

As incentives for innovative activity and creativity of personnel, all the material and moral and psychological values \u200b\u200bthat are at the disposal of the organization’s management system (salary, bonuses, scholarships, participation in management, career planning, gratitude, awards, privileges, benefits, status), which are relevant to staff.

Incentive is understood as a process of managerial influence external to the personnel, coming from a specific manager or management body and based mainly on the subjective understanding of the management system of this impact, aimed at the motives of employees. Incentives are provided by the administration of the organization.

In the classical concepts of personnel management, initially, the incentive was more in line with the concept of "remuneration" based solely on wages, then bonuses and other material rewards were added.

In the concepts of human relations and especially human resources, the content of the incentive has undergone significant changes as a result of its focus not so much on labor itself (as in the classical concept), but on a person, its qualities are the main sources of personnel activity and, above all, its interests and needs.

Accounting for individual personal qualities employees changed the content of the incentive process, which began to be based not only on the regulation and organization of labor, but also on an analysis of the demand for personnel offered by the management system, taking into account their relevance to meet the growing needs of the employee.

Thus, stimulation more visibly goes directly to the motives of a person, both in normal activities and in innovative activity.

The motives are all the actual needs of the employee (achievements, leadership, prosperity, job satisfaction, recognition, working conditions, housing conditions, vocational training).

Incentives, values (benefits) are indifferent to the employee if they: do not meet the requirements of motives, staff needs in composition and content; insufficient in size and untimely.

The level of stimulus in terms of content, magnitude and time, which is able to overcome the indifference of the employee and cause a positive response to its impact, is called the threshold value of the stimulus.

The motive also has a threshold value. The stimulus will not be able to influence a person's behavior if the motive to which it is directed has not yet been formed or is in the process of formation - has not been fully formed. Therefore, it is necessary to develop a motive so that its state corresponds, becomes adequate to the stimulus. In this case, the stimulus contributes to the formation of the motive.

Thus, the processes of stimulation and motivation are only possible when the incentives and motives in terms of size, time and content meet the requirements necessary to overcome the threshold of staff indifference.

If the stimulus forms a motive, then, we can say, the motive contributes (provokes) the formation of a new stimulus. Such interaction (mutual pulling each other up to the degree of maturation) of the stimulus and motive leads to the creation of a motivational core of the organization's personnel.

2. Classification of methods and instruments of stimulation,

their characteristics

Incentives can be tangible or intangible.

The first group includes monetary (wages, bonuses, etc.) and non-monetary (vouchers, free treatment, fare and etc.). The second group of incentives includes: social (the prestige of work, the possibility of professional and career growth), moral (respect from others, awards) and creative (the possibility of self-improvement and self-realization).

There are certain requirements for the organization of labor incentives. These are complexity, differentiation, flexibility and efficiency.

Complexity implies the unity of moral 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.

Differentiation means an individual approach to stimulating different strata and groups of workers. It is known that approaches to wealthy and low-income workers should differ significantly. Approaches to qualified and young workers should also be different.

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

Stimulation is based on certain principles:

· Availability. Every incentive must be available to all employees. Incentive conditions should be clear and democratic.

· Perceptibility. There is a certain threshold for the effectiveness of the stimulus, which varies significantly in different teams. This must be taken into account when determining the lower stimulus threshold.

Graduality. Material incentives are subject to constant upward correction, which must be taken into account, however, a sharply inflated remuneration, which is not confirmed subsequently, will negatively affect the employee’s motivation in connection with the formation of an expectation of increased remuneration and the emergence of a new lower incentive threshold that would suit the employee.

· Minimization of the gap between the result of labor and its payment. For example, switching to a weekly wage. Compliance with this principle allows you to reduce the level of remuneration, because. the principle “Less is better, but immediately” applies. The increase in remuneration, its clear connection with the result of labor is a strong motivator.

· A combination of moral and material incentives. Both those and other factors are equally strong in their impact. It all depends on the place, time and subject of influence of these factors. Therefore, it is necessary to reasonably combine these types of incentives, taking into account their purposeful effect on each employee.

A mix of incentives and disincentives. Their reasonable combination is necessary. In economically developed countries, the transition from anti-incentives (fear of job loss, hunger, fines) to incentives prevails. It depends on the traditions that have developed in society, the team, views, mores.

Forms of incentives include material rewards and additional incentives.

Wages are the most important part of the system of remuneration and incentives, one of the tools to influence the efficiency of an employee's work. This is the tip of the iceberg of the company's personnel incentive system, but at the same time, wages in most cases do not exceed 70% of the employee's income. Among the forms of material incentives, in addition to wages, bonuses can be attributed. Bonuses replace the thirteenth salary in many cases. Bonuses are preceded by an assessment or certification of personnel. In some organizations, bonuses amount to 20% of an employee's income per year. Incentives such as profit sharing and equity participation are growing in importance.

Intangible incentives also become important not only because they lead to social harmony, but also provide an opportunity for tax avoidance.

Financial incentives are provided starting from the degree of compliance of the employee with the established requirements. Such employees are about 60% of the total, significantly exceeding the requirements - about 10% and simply exceeding the requirements - 20%. Approximately 10% of employees who do not fulfill established requirements are not encouraged at all.

The company can make additional payments based on the goals that are laid down in the labor incentive program.

Innovation-driven companies pay great attention organization of stimulation of creativity. For example, IBM encourages innovations that find application. If the proposal is accepted, its author receives 25% of the total savings within two years after its implementation. 3M provides financial support to the activities of innovators in two areas: freedom to use up to 15% of their working time; provision of substantial resource support (a system of grants and subsidies).

American specialists have developed a system of remuneration, which is called "pay for qualifications" (PQ). The essence of this system is that the level of payment depends not only on the complexity of the work performed, but also on the set of specialties that the employee is able to use in his work. In this case, they pay not for what he does, but for what he knows, that is, not the labor itself is paid, but the growth of qualifications and the number of mastered specialties.

Significant factors in the introduction of the OZK are the existence of an agreement between the administration and trade unions, the cohesion of team members on the basis of mutual assistance and consent. Without this, the application of such a wage system may have the opposite effect, i.e. lead to both a decrease in production efficiency and an increase in social tension. In general, payment for qualifications means that with the development of each new specialty, the performer receives an increase in wages, while the acquired knowledge must be used to some extent in work.

The mechanism of this system includes the concept of "unified qualifications", which determines the amount of knowledge, skills and abilities necessary to perform new, additional work and receive the next allowance.

At all enterprises that have implemented the OZK system, the cost of staff training has sharply increased, and due to the fact that training is carried out during working hours, the loss of production time has increased accordingly. Nevertheless, experts believe that additional labor costs are offset by increased labor productivity and lower production costs (according to some reports, they are 30-50% lower than with traditional wages), which makes it possible for up to 10-15% of the worker's fund time to spend on training and retraining of workers (under the usual system - 3-4%).

Ensuring greater mobility of labor within the enterprise due to the rotation of jobs;

Greater job satisfaction

Reducing the level of staff turnover;

· reduction of losses of working hours;

increase in labor productivity;

An increase in product quality.

In general, the OZK system is considered effective and promising, despite a number of relatively negative consequences. The increase in labor costs is largely offset by increased labor flexibility and productivity. The increase in training costs is not seen as an increase in unproductive costs, but as a long-term investment in the development of human resources. It is also important that the workers are expressing ever greater satisfaction with this system of payment, considering it more just. Indeed, the level of payment for OZK depends to a greater extent on their abilities, dedication, desires, and not on experience or unreasonable management decisions when framing.

The employee better understands and evaluates his contribution to the effectiveness of the production process, the degree of responsibility increases, alienation is overcome, which, of course, affects the growth of his motivation, job satisfaction. Ultimately, all this is reflected in the quality of work and the social status of the direct producer.

The concept of motivation is closely related to the problem of personnel management. The new economic relations generated by the transition period put forward new requirements for personnel. This is not only the selection, training and placement of personnel, but also the formation of a new consciousness, mentality, and, consequently, methods of motivation.

At present, during the transition to market relations, the main motivating factor of workers is the desire to have a guaranteed salary. At the same time, neither the intensity nor the quality of labor is taken into account, the desire to have a quiet job with a small but guaranteed income prevails, rather than intensive work with high pay.

At the same time, workers with sufficient professionalism and a new labor consciousness appear on the labor market, that is, people with a good moral basis and understanding of work. However, the chances of finding Good work they have little due to the age barrier (up to and over 50 years old) or lack of recommendations (mainly among young professionals).

Thus, both the needs and motivation of the majority of employees need further study and systematization. Let's go back to the definition of motivation.

Motivation - it is the process of encouraging each employee and all members of the team to be active in order to meet their needs and to achieve the goals of the organization.

We define the main tasks of motivation:

formation of an understanding of the essence and significance of motivation in the labor process for each employee;

staff training and management team psychological bases of intercompany communication;

· the formation of democratic approaches to personnel management in each manager using modern methods of motivation.

To solve these problems, analysis is needed:

the process of motivation in organizations;

individual and group motivation, if any, and the relationship between them;

· changes occurring in the motivation of human activity in the transition to market relations.

To solve these problems, various methods of motivation are used, the essence of which is discussed below.

The very first and most common method was the method of punishment and encouragement, the so-called "carrot and stick" policy. This method was used to achieve the desired results and lasted quite a long time under the conditions of the administrative-command system. Gradually, it was transformed into a system of administrative and economic sanctions and incentives.

This method was effective in repetitive routine operations, an insignificant substantive part of the work, the inability to change jobs (for various reasons), as well as in the conditions of brigade and collective contracts, where there were regulated allowances and deductions.

With the increasing role of the human factor, psychological methods of motivation appeared. These methods are based on the assertion that the main modifying factor is not only material incentives, but also non-material motives, such as self-esteem, recognition from surrounding team members, moral satisfaction with work and pride in one's company. Such methods of motivation are based on the study of human needs, i.e., a conscious feeling of a lack of something. The feeling of a lack of something has a well-defined purpose, which serves as a means of satisfying needs.

3. Advantages and limitations of the use of incentives

personnelin modern organizations

We emphasize once again that motives are the internal motivators of an individual worker (individual motives), a group of people (group motives) or a team (collective motives). In short, a motive is what drives a person and people.

The concept of "motivation" is used in the sense of the formation of individual, group and collective motives. Motivation is also understood as the process of influencing incentives on motives to obtain the required level of motivation.

In turn, relatively individual worker, group or collective, incentives act as external stimuli in labor, activity and work that the enterprise addresses to it. And the incentive system is determined and designed at the enterprise based on its capabilities, goals and the level of professionalism of managers.

Based on this understanding of motives and incentives, as well as the corresponding systems of motivation and incentives, their various relationships take place, which determine the management rules in the current practice of the enterprise.

Rule one: the more the incentive system corresponds to the motivation of the employee, group, team, the stronger its effect and the higher the effectiveness of incentives.

Rule two (reverse): the less the incentive system corresponds to the motivation of an employee, group, collective, the weaker its effect and the lower the effectiveness of incentives.

The main trouble of the Russian employer is that the identification of this ratio was based and continues to be based on the manager's internal feeling of motivating his staff. This feeling is based on the following elements:

On the vision of the attitude of employees to work, the fulfillment of their tasks and functions;

On the assessment of quantitative and qualitative results of labor;

On the perception of various statements of employees regarding existing system incentives, and above all wages.

No one or almost no one thought and does not want to think that the staff can also have their own opinion, that they can also have their own motives and their own interests, that they can also evaluate the incentive system addressed to them in their own way, etc. Thus, on Today, the actual way to reduce staff turnover is a decisive transition from feeling the motivational environment to its systematic measurement and study and improvement of the enterprise incentive system on this basis. In this regard, a new control rule arises.

Rule three: you can’t trust a leader who bases the motivation of his staff on personal feelings. Believe the information received from the original source. Establish a system for collecting and processing information on measuring and analyzing the level of motivation directly from employees, groups, and collectives.

Here the most important condition is an individual approach and personal attitude to the employee. Each person is individual. Everyone evaluates certain incentives differently. Everyone has their own motives. To calculate them, you need to "climb" into his soul. Be able to find an approach to a person in order to understand what he breathes, what worries him, where his main strings are. And then you will better understand who is in front of you. Having understood this, it will be easier for you to establish contact with a person, it will be easier to build a management process through cooperation.

The main thesis is that the staff is not a gray mass, but a set of individuals, that is, individuals. Hence the new rule.

Rule four: all people are different, it is necessary to have an individual approach to each person, and in order for it to be effective, it is necessary to understand the individual motivation of each employee.

Questions of practical measurement of the level of motivation and determination of the individual (group, collective) motivational balance are of the greatest interest. Motivational balance is the ratio between motivation (what attracts, what drives an employee) and anti-motivation (what repels, what causes a negative attitude). Methods of practical measurement of the level of motivation allow you to move from sensations to real numbers. On the basis of such measurements, it is possible to systematically form personnel motivational statistics and study them.

There are many specific methods for measuring the level of motivation. Their essence lies in the digital determination of the individual level of motivation and the motivational balance of a particular person, taking into account a number of factors:

working conditions;

labor organizations;

Interest in the content of the work performed;

Psychological climate in the team;

wages;

Senior leadership style;

The level of professionalism of managers;

Opportunities for self-realization;

Prospects for the existence of the enterprise.

Then, for a group of workers, the average level of group motivation is determined as the arithmetic mean of the sum of the individual levels of motivation of workers that make up the group (department, section, shop), and the collective level of motivation is determined for the group of workers (large division, branch, enterprise).

I would like to focus on the next one. When measuring motivation, it is important to use the same methodology to obtain comparable results. Hence the new rule.

Rule five: when measuring the level of motivation, use one technique. This will make it possible to generate motivational statistics and obtain results comparable over time, which will make it possible to draw a conclusion about the dynamics of changes in the level of motivation and the effectiveness of certain methods of stimulation.

And another important point is to overcome the psychological barrier between the employee and the manager when measuring the level of motivation. Unfortunately, it often happens that employees become isolated and do not give objective information, fearing to offend the manager, so as not to cause, God forbid, a negative attitude towards themselves. And therefore, in the measurements carried out by the head (higher authority), distortions are frequent, and the picture is drawn according to the principle “What would you like?”. It is clear that such information is far from reality and cannot be used as the basis for the analysis of motivation.

Therefore, it is better to entrust this difficult work to a third, disinterested party, in front of which it will be easier for the employee to open up. This may be a consulting company, which, on the principles of outsourcing, can be entrusted with the work of measuring and analyzing the level of staff motivation. Hence the new rule.

Rule six: in order to obtain reliable data, entrust the work of measuring and analyzing the level of motivation of personnel to a third party, in front of which it will be easier for an employee, group, team to open up.

As for the frequency of measurements, the optimal interval is 1 time per quarter. This will make it possible to break down estimates quarterly and track the effectiveness of incentive methods in relation to the implementation of quarterly targets.

The tasks facing a third party tasked with measuring the level of staff motivation can be the following:

1) systematic measurement and study of the motivation of employees of various departments of the enterprise;

2) evaluation of the effectiveness of the systems and methods of labor stimulation used at the enterprise;

3) development of proposals for improving the incentive system in relation to various categories of employees of the enterprise;

4) definition and implementation of new methods of labor stimulation;

5) justification of new wage systems in relation to different categories of employees of the enterprise;

6) formation of statistics on the level of staff motivation and assessments of the incentive system, followed by the use of information to develop a strategy for the development of motivation and incentive system for staff;

7) studying the experience of domestic and foreign enterprises in assessing motivation and applying various incentive methods.

So, we measured the level of motivation, determined the motivational balance. Our further task is to obtain assessments by employees of the applied incentive system. It is important to understand how a particular level of motivation is associated with the incentive system used. In obtaining such estimates, we must understand how the employee (individually) evaluates the specific incentive methods used in the enterprise. Moreover, they are evaluated separately:

Methods of material incentives;

Social package methods;

Methods of moral stimulation;

Methods of organizational stimulation.

These assessments are necessary to obtain a complete picture that links the level of staff motivation with the incentive system. Without this connection, it is impossible to talk about the full development of the motivational system at the enterprise, since we practically cannot influence motivation (it is difficult to change anything in a person’s head), but we can change the incentive system, bringing it as close as possible to motivation. Hence the new rule.

Rule seven: move from measuring the level of staff motivation to assessing the incentive system used, believing that the established relationship between them will allow you to create an effective incentive system that is adequate to the level of motivation.

Now all the necessary information has been collected to move on to the constructive part of the work, namely, to the creation of proposals for improving the systems of motivation and incentives for personnel. It is also necessary to use the wishes of employees as much as possible. It is considered very important to divide the motivational system into motives (what induces) and anti-motives (what repels). Practice shows that the meaning of improving the incentive system lies in “improving from anti-motives”. Therefore, the most important tool is to obtain information about antimotives. It is much more important for a person not to strengthen the pluses, but to level or even eliminate the minuses. This is a more effective tool that gives a powerful positive effect. Hence the new rule.

Rule eight (last): when improving the incentive system, the emphasis is on eliminating anti-motives and disincentives, as a more effective way to increase the effectiveness of the incentive system.

The question often arises: is it possible in practice to achieve a state where the line between incentives and motives is erased and, accordingly, the incentive system is equal to the motivation system? Yes, it's possible. This is an ideal case, and in some small enterprises, where a person is more open in terms of his level of motivation and management is interested in improving performance, it is possible to achieve such equality. Thus, for small businesses, this topic is especially relevant and in demand.

Usually, such an equilibrium state is disturbed by the so-called positive dynamics of individual motivation (increase in motivation), which is influenced by a variety of factors, the most significant of which are changes in the personal life of an employee - marriage, marriage, the appearance of a child, the need to improve housing conditions, etc.

Conclusion

The work carried out allows us to conclude that in modern conditions, personnel is becoming a key factor in improving the quality and productivity of labor. The role of personnel in the creation of added value is steadily increasing, which is associated with changes in the conditions of competition.

Companies that have reached a stable and industry-average level of profitability must inevitably change the vector of their efforts, and, above all, in the field of personnel management. According to world experts, it is the personnel that will play a key role in achieving the company's sustainable success.

With the development of society, as the importance of non-economic measures of coercion to work decreases, and with the passage of time and economic measures of coercion, the importance of motivational management grows. At the same time, the transformation of motivation and incentive theories is growing.

The vital need for the development and implementation of a new system of motivational management is determined by the following circumstances:

The staff is the most important resource that ensures the implementation of the company's strategies. When developing corporate strategies along with the financial, production resources of the company, as well as factors of its market environment, it is necessary to take into account the state and prospects of labor resources.

The personnel of the company is the main subject of all business processes of the company. Therefore, the construction of business processes and related regulations requires a careful definition of the formats for personnel participation in the development, implementation, control and analysis of the effectiveness of business processes. The success of any organizational innovation is determined by the degree of staff interest in the ongoing reforms.

To create an effective system for stimulating the work of the organization's personnel, including when encouraging innovative activity and creativity, it is necessary, first of all, to determine its goals - what kind of results the organization is striving for and what actions of the personnel it is going to stimulate.

The main goal of the formation and functioning of the personnel motivation and incentive system is to ensure the achievement of the organization's goals by attracting and retaining professionally trained personnel and, above all, through effective, strong and sustainable motivation, formed on the basis of complex incentives, which is the subject of interest for all groups of the organization's personnel . First and foremost, it means rewarding people according to their value to the organization, as measured by their current and potential contribution to the organization's results. It also means recognizing that people have their own needs and goals, and that an organization can only develop if the rewards and underlying incentives match the social, psychological and professional characteristics of the people in the organization.

The goals of the formation of the personnel incentive system innovative organizations are achieved through the implementation of the following main tasks:

development of organizational culture, expressed in productive business behavior both in relation to the external and internal environment of the organization;

laying the foundation for organizational values, especially those related to performance, teamwork and the quality of the organization as a whole;

· ensuring the right composition and levels of incentives provided in accordance with the organizational culture, business needs and staff needs;

· linking incentive strategies, policies and procedures with innovation, development and striving for excellence;

· development of rigid orientation to achievement of high levels of efficiency in all organization;

· focus on the types of behavior that will be rewarded and how this will happen.

The strategy defines the direction of the personnel incentive system, which is required to ensure continuity in attracting, motivating and retaining responsible and competent personnel, which are necessary to fulfill the mission and other goals of the organization. These strategies are not aimed at solving long-term problems regarding how to reward workers, employees and in general the staff of the organization. As declarations of intent, they provide the basis for deciding how work motivation and incentive systems can contribute to the achievement of the organization's goals and how this system should be designed and managed.

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Ozernikova T.G. Corporate system of personnel motivation // Motivation and wages. 2005. No. 4. S. 2-11.

Introduction

Literature

Introduction

Subject control work"Stimulation of innovative activity of personnel" in the discipline "Personnel management".

The purpose of the work is to consider the methodological features of the use and incentives for innovative labor activity, to determine its essence and problematic aspects, to describe the main approaches to improving incentives.

The analysis of the problems of innovation activity is due to the cardinal changes that are taking place in the economy. The new realities associated with the prospects for an innovative strategy for the development of the economy require a deeper analysis of the innovative activity of the personnel of enterprises and organizations in order to improve its use and stimulation.

Evolutionary aspects of the study this issue indicate that innovation activity has been singled out since ancient times, when new non-traditional approaches to the organization of labor and people management began to be used. Attempts to explain the mechanisms of these phenomena, to understand their nature can be traced back in Ancient Greece. It was here that such a concept as "porism" was first introduced, meaning new idea, an unpredictable consequence, an intermediate result that occurs without interconnection with the purpose of this particular cognitive activity. One can also recall the American experience in the use of "innovative engineers", well-known foreign representatives scientific management And scientific organization work (F. Taylor, F. Gilbert, G. Grant, I. Clark, F. Roethlisberg, A. Fayol, G. Emerson, etc.), outstanding Soviet scientists (A. A. Bogdanov, O. A. Germansky, A. K. Gasteva, P. M. Kerzhentseva), who published many works on the problems of scientific organization, theory and practice of rationalization and stimulation of creative innovation.

It is also important to note the teachings of K. Marx. It is in his works that one can find a complete methodological philosophical explanation of creativity, which he considers as a practical activity, in the process of which a person goes beyond the previously established scale, simple expediency, learning and changing the world around him and himself.

In modern scientific practice, the innovative activity of personnel is interpreted as aimed at providing new ideas and developments, leading to the manufacture of a qualitatively new product, new technologies, techniques, the use of information, knowledge, etc. Such work is considered the highest level of intellectual activity and is often characterized by the term "creative" (from the Latin word "sgeage" - to create, to create). The latter, in turn, is identified with the concept of "creative", although, from the point of view of scientific practice, the concept of creativity is broader and also involves literary, artistic, artistic and other activities. Along with the material factors of motivation for innovative work, people are often also affected by hidden and no less important non-material factors: the need for recognition, the desire for knowledge and creation of the non-traditional, the need for a new motivation of the psyche, and, ultimately, people's fatigue from the ordinary, everyday. The priority of the influence of each of them is difficult to foresee.

Stimulation of innovative activity of personnel

Innovation activity has its own specific features. In particular, it is not amenable to accurate forecasting and control, it is difficult to regulate and normalize it, it is associated with risk, etc. Significant differences also appear when compared with such types of labor as physical and mental: the main resource physical labor are physical abilities, mental - knowledge and analytical abilities, while innovative work - psycho-emotional energy. The latter is justified in a certain way by a need, a desire for knowledge against the background of emotional reinforcement (providing an advantage to mental work compared to other types of activity, when, along with performing a task defined in the experiment, the researcher asks to provide him with others). That is, innovative work is realized on the basis of expanding the scope of the experimental situation, going beyond the framework of an unstimulated search and discovering new patterns. As noted by the French psychologist Fourier, in order to invent something new, it is necessary to think "about this", he called this approach "lateral literary thinking" and as the main motivational factor singled out the motives of cognitive creative activity.

In this case, for the discovery of new knowledge, inventions, the greatest importance is attached to the process of thinking, and intuition should also be added to this. Intuitive properties are inherent not to many, but only to especially gifted individuals. As E. Vilkhovchenko proved, when considering innovative activity, the ethics of work life includes irrational elements related to emotions, intuition, subconsciousness, specific perception, introspection, etc. brain new functional structures.

By revising different approaches and scientific schools, one can notice a certain inconsistency in understanding the nature and origin of innovative work. So, traditionally, from the point of view of economic practice, it is considered that the higher the level of mental and specific abilities, the greater the creative return of a person. Of course, it is difficult to disagree with the fact that the development of intellectual capital, accumulated knowledge and experience ensures the corresponding development of innovative processes. However, along with this there is also another point of view. Some scientists and practitioners argue that erudition and experience can be a brake on the development of innovations. That is, often professionals who do their job well, the tasks entrusted to them, can hinder innovation. At the same time, not all of them are prone to creative self-manifestations. G. Ford, who is called the pioneer of the innovation movement, noted the fact that specialists are harmful, because they will find the shortcomings of any new idea faster than others and thus will prevent its use. At the same time in foreign practice there are cases when people who are far from outstanding, in particular ordinary students, were paid millions of dollars by companies for their enough promising ideas.

In view of the fact that only a limited number of people have the ability to innovate, the process of creativity, "creativity", it would seem, can be easily combined with a special "talent". However, the secret of creativity lies not only in specific natural features. individuals. Indeed, often a capable leader may not show himself at all, and a person with average abilities, purposeful and inquisitive becomes a good innovator, scientist, inventor. In this case, the hacker ethics may be of some scientific interest, according to which "hackers" are individuals who want to realize their desire for creativity. They are driven by a certain idea, from the implementation of which they get satisfaction and strive to fully realize themselves, producing creative work and constantly surpassing themselves. Therefore, it is advisable to consider the mood of the individual to achieve the intended goals, the ability to defend one's positions, and the focus on the appropriate intellectual result as the defining moment in the implementation of creative innovative activity.

Considering innovation activity as one of the most promising factors in the development of the economy, it should also be noted individual features this process, which sometimes hinder the introduction of innovations and in some cases are not attractive to staff:

introduction of innovations into production requires a comprehensive systems approach(innovations are associated with changes in equipment, technologies, manufactured products, organizational structure production, rationing system, assigned tasks, training and use of personnel, etc.);

often the replacement of one thing leads to the deterioration of the other, as, for example, the introduction of automated mechanisms and automata leads to a decrease in the content of labor;

the use of new knowledge, new technologies, especially the least labor-intensive ones, and methods of organizing the work process lead to a decrease in the level of employment of workers, which requires the adoption of certain measures to ensure the employment of the unemployed; effective innovation can cause environmental problems, which is associated with the production of certain foodstuffs, pollution environment and so on.;

the introduction of innovations leads to the loss of authority by individual managers, a change in their role functions, so they may not be interested in the implementation of these processes;

automation and mechanization in a certain way lead to the displacement of the personal factor in managerial decision-making, make them more objective, impartial;

since internal cognitive motives are the most important in innovative creative activity, a significant enthusiasm for the creative process of direct innovators is determined by such negative factors as the desire for reward, praise, the desire to become one of the strongest, most advanced, which makes a person insensitive to other proposals, orients him to satisfaction desire for knowledge. Thus, innovative work gives rise to certain manifestations of egoism in its performers. As Helvetius noted, genius always presupposes in a person the desire for glory, which makes him insensitive to any wishes, opens his soul only to a passion for knowledge.

When analyzing the innovative activity of personnel in order to ensure its better assessment and the formation of a motivation system for innovators, it is important to distinguish between them according to different forms of creativity (creativity).

Here, in particular, the following main categories of personnel can be distinguished:

) enthusiasts (they are distinguished by the use of conventional methods in their work, but with special dedication, as well as informal approaches; such workers in their activities may sacrifice their own funds, time, efforts);

) rationalizers (distinguished by the improvement and rationalization of individual elements of the methods, rules, mechanisms, technologies, etc. used);

) inventors (they offer fundamentally new techniques, methods, methods, rules, forms of organizing interaction - accounting, control, etc., they are distinguished by the manifestation of innovative activity at the highest level and the creation of innovations on this basis).

When considering these issues, it is also necessary to determine who exactly is the bearer of innovative work. Here it is important to distinguish between two main groups of workers. On the one hand, these are, first of all, employees of scientific and research institutions And educational institutions, design bureaus, design institutes, research and production associations, technology parks, directly involved in research work and producing new ideas, scientific developments. On the other hand, these are production personnel, as a rule, managers and specialists, engineering and technical personnel and ordinary employees of enterprises and organizations directly involved in manufacturing process who, through their activities, can contribute to the introduction of new, modern, advanced, and also, to the extent of their competence, be developers of new ideas and technologies or initiators of the activation of these processes.

The success of the application of discoveries, the entire cycle of work on transferring ideas from the sphere of production to the sphere of innovation directly depend on the efficiency of activities and the relationship of these categories of personnel. In particular, turning ideas into concrete technological processes largely depends on the connection of research institutions with enterprises and organizations, on increasing the productivity of scientists and production workers within these institutions and enterprises, the introduction of modern forms of incentives, programs for monitoring scientific and technical work, etc.

However, in the structure of the relationship between scientific and production personnel there are often conflicting interests. If, for example, we consider the activities of scientists in the field of fundamental research, then the latter sometimes seem unnecessary, their results cannot be used in the short term. But in the long run, their significance is quite high.

It should also be borne in mind that scientific specialists often lack proper information about the real needs of national production in innovative developments. This problem is becoming increasingly acute in the context of expanding privatization processes and the commercialization of production, because such information is increasingly becoming confidential.

In turn, the majority of scientists are actually deprived of the opportunity to widely announce their proposals aimed at improving production, to bring them to the attention of a potential consumer. Even at the best state and private enterprises, the activity of the main part of scientists is constrained by numerous hierarchical management structures. Even more difficulties arise when putting into practice the proposals of specialists who put forward ideas not in their industry, and even more so of people who are not included in the labor process (pensioners, the unemployed, students, etc.). In addition, manufacturers do not have wide access to the necessary information about the achievements of science, the state and development trends of the innovation market.

It is very important that the innovative activity at the enterprise be headed by employees who enjoy a certain authority in the team and occupy relevant key positions - as a rule, managers and leading specialists. They should communicate innovative ideas to line managers who are responsible for current production. At the same time, it is necessary not to take a directive approach to personnel management, but to be able to detect problems and “set a task.” It is necessary to have a good team of specialists who are willing and able to work, to concentrate and direct their efforts in a certain way, and most importantly, to organize a process of systematic evaluation of the effectiveness of innovative entrepreneurial activity, implement an innovation management system. Such approaches can be seen in industrial practice advanced enterprises, where innovative labor is the main.

With regard to the effectiveness of the use of human resources in the scientific and technological sphere, the presence of the following topical problems should be emphasized here:

deterioration of state funding, and consequently, the material and technical support of scientific institutions and educational institutions, material incentives for scientists;

reduction in the human resources potential of science due to the transition of workers of the most productive age to other areas economic activity, as well as their emigration;

an increase in the number of highly qualified scientists who are not involved in science;

the growth of part-time processes;

imperfection of legislation in the field of intellectual property protection, etc.

In the field of production, there are also many problems with the use of innovative activity of personnel. As the experience of domestic industrial enterprises, the proper conditions have not been created for the effective use of innovative labor. Due to the economic crisis in the 90s of the last century, many enterprises due to the difficult financial position special divisions (patent-licensing departments) that performed the functions of servicing inventors and innovators were liquidated. Due to the need to solve urgent current problems associated with non-payments, the development of market mechanisms for organizing production, the management personnel of enterprises and organizations have practically ceased to deal with the problems of using the creative potential of employees. As a result, the use of rationalization and inventive labor has significantly decreased, the number of inventors and innovators has sharply decreased, many rationalization proposals are considered with great delays and are often not introduced into production.

If earlier, under the old economic system, bureaus were actively working rationalization proposals, then today such structures have either been liquidated, or their employees are practically not interested in promoting rationalization proposals into production. This, in particular, is connected with the practical destruction of incentives, the incentive system for employees of these structures and direct innovators. For production innovators who, to the best of their competence, have developed something new in order to improve the organization of labor, the proper conditions have not been created for its effective implementation: the development process is too long, the mechanism of material incentives is usually non-transparent, funds for paying remuneration are received irregularly and are not always awarded to authors, and in the case of their payment, the amount of remuneration is insignificant (about 30 UAH per standard hour economic effect). As innovators testify, when making proposals, they lose more earnings due to the time spent on this than they receive rewards for innovative development. Often, innovators are engaged in drawing up proposals not for the sake of financial incentives, but in order to rationalize the production process, reduce its labor intensity.

At the same time, the rationalization movement must be perceived as the most important factor in ensuring the competitiveness of production, the prerequisites for its exit from the crisis state and the activation of innovative processes in enterprises. At the same time, it is appropriate to recall the experience of G. Ford's machine-building enterprises. During a crisis, a decline in production, the displacement of competitors from the market, the company's management, contrary to traditional principles to keep the blueprints of new projects secret, put them on display and all workers were allowed to make suggestions. As a result, about 1.5 thousand proposals were received, most of which were used. Even such minor suggestions as changing the shape of a nail turned out to be valuable. This provided the company with considerable success, helped to get out of a difficult situation.

When considering the issue of financial incentives for innovators, it is also advisable to pay attention to the weight of remuneration for authors of creative ideas in US industrial companies: patent of the year (certificate or badge of honor for an important patent) - $500; premium for a creative idea - up to 15 thousand dollars; annually awarded with a badge of honor for a creative idea. In Belgium, Great Britain, France, Germany, Italy, it is typical to create bonus funds for the development, development and release of new products, the size of which is associated with an increase in sales of such products, their share in the total production volume. The well-known system of "deferred premiums" is also interesting, when the payment of the premium is deferred and the amount is adjusted depending on the "behavior" of new products on the market. Such a system in somewhat modified forms is used at enterprises in the UK, Denmark, and the Netherlands.

In US companies and firms, conditions are being formed that can intensify innovative activity and contribute to the rapid implementation of new proposals, their quick estimates and bestowal. A policy of generous rewards for initiative is implemented, providing a powerful stimulating effect on the continuous growth of the innovation process. At the same time, in advanced structures, those innovators are also awarded whose proposals, for objective reasons, for example, due to technological imperfection, cannot be implemented. To support creative initiative among employees, they are allowed to spend up to 15% of their working time on developing their own projects. Innovators may also be granted subsidies for the implementation of their project, and in order to expand the opportunities for individual growth of specialists, a system of "double ladders" is being introduced, involving promotion of employees through administrative or scientific and engineering lines, depending on individual abilities or desires.

It is also worth noting that encouragement for creativity in foreign firms is not limited to economic factors, it is becoming more and more diverse. For example, programs are being introduced for the educational and professional development of personnel, involving workers in production management on the basis of "quality circles", autonomous brigades, joint committees with the participation of representatives of the administration and workers, and reconstruction labor process in order to enrich the content of labor (expanding the "horizontal" and "vertical" lists of duties), staff rotation, the use of non-traditional forms of organizing working time, etc.

innovative staff rotation worker

Increasing the efficiency of the use of innovative activities of personnel in domestic practice can be facilitated by:

) the formation of a rational innovation policy of the state, aimed at providing stimulation of the influence of the tax, credit, budgetary systems, a complex of economic, legal, organizational and administrative levers;

) improving financing for the development of science and education;

) activation of innovative behavior of employees of industrial enterprises as a result of the implementation of a stimulating macroeconomic policy that allows them to overcome the crisis, stabilize economic development on the basis of increasing labor productivity;

) restructuring of the economy, the formation of a competitive environment, the creation of an innovation and investment mechanism capable of facilitating the inflow of capital into the leading industries;

) introduction of tax incentives for enterprises engaged in innovative activities;

) use of the innovation risk insurance system;

) development of information infrastructure to provide consulting services to innovators and investors;

) support for invention and innovation by state, regional and production structures;

) dissemination of innovative culture of personnel, priority areas of mentality, etc.

Literature

1.Bogoyavlenskaya D. B. Intellectual activity as a problem of creativity. From the Rostov University. 1983, 176 p.

.Bogoyavlenskaya D. B. Ways to creativity. - M., "Knowledge", 1978, 96 p.

.Vilkhovchenko E. Progress of labor at the present stage scientific and technological revolution. "World Economy and international relationships"No. 6, 1992, pp. 57-62.

.Kalitich G. I., Dzhalali V. I., Androshchuk G. A. Ideas must work: how to use the creativity of everyone. - K., "Knowledge", 1990, 64 p.

.Castells M.,Himanen J.P. Information society and the welfare state. Finnish model. - M., "Logos", 2002, 219 p.

.Helvetius K.-A. About mind. Sobr. op. in 2 vols. T 1.- M., 1972, 640 p.

.Goncharov VV In search of control. Guide for senior management personnel. In 2 vols. T 2. - M, MNIIPU, 1998. indicating the topic right now to find out about the possibility of obtaining a consultation.

2006

Introduction

1. Personnel as a functional subsystem of an enterprise in the strategy of innovation

2. Motivation and stimulation of labor of employees in the field of innovation

Conclusion

Bibliography

Introduction

Rapid changes in economic conditions cause a sharp shift in orientations and values in the activities of enterprises. The growing dynamism and diversity of economic processes force us to resort to an increasing number of innovative transformations at all stages of the reproduction cycle.

The multiplicity of innovative transformation paths attracts Special attention to the main economic entities and the main carriers of innovation. In the difficult conditions of economic reality, innovation is a decisive condition for the survival of an enterprise. It is possible to ensure the effectiveness of innovations only by integrating all the links of innovation processes and their interconnections with all types of enterprise activities.

Innovative activity, which consists in the development, implementation, development and commercialization of innovations, becomes effective only with the interdependence and optimal functioning of the main carriers and main subjects of innovation processes. Among them, a special place is occupied by the enterprise and its innovative activity.

The personnel, which is the most important functional subsystem in the conditions of the innovative activity of the enterprise, has special strategic and operational functions. The goal of the company in the transition to an intensive type of management is the need to adapt staff to complex and changing economic realities. We are talking about the development and implementation of new forms of stimulation and motivation of labor activity, the organization of new approaches to human resource management based on overcoming people's psychological resistance to innovation and encouraging positive emotional states and psychological experience. Using modern psychological and pedagogical knowledge, it is possible to mobilize unconscious and subconscious reactions, actions and desires for effective production activities. Thus, the relevance of the topic of the essay is beyond doubt.

1. Personnel as a functional subsystem of an enterprise in the strategy of innovation

The contradictions between mass traditional production and the need for innovative development became especially aggravated during the transition to market relations. Outdated technologies and mass production did not require flexibility of thinking, improvement of communication processes, clear coordination of actions in conditions of uncertainty of results from the employee.

Innovative personnel management is primarily focused on a highly qualified workforce, on the personality of an innovator-scientist and an innovator-manager. An intellectual with an effective system of perception, thinking, a special type of personal needs in creativity, with a peculiar form of self-realization and integration into social system. For an innovator, the perceived semantic significance of work, a high degree of intrinsic motivation, and high job satisfaction are of great importance.

The versatility of the tasks that arise in the process of innovation activity implies the inclusion of various categories of employees in it, which can be divided into three groups. The first group is highly qualified innovative scientists who are able to show creative initiative, put forward original ideas and actively participate in the innovation process. The second group of specialists is represented by innovators-managers who are able to manage innovations as a process, to ensure the promotion of innovation from an idea to a specific commercial result. It is they who must make decisions in conditions of uncertainty, take financial and entrepreneurial risks, and be able to overcome organizational and psychological difficulties in managing innovative activities.

The innovator-scientist and the innovator-project manager form the "core" of qualified personnel. On the periphery are employees of the third, most numerous group, responsible for the specific implementation of innovations. "Periphery" is a necessary component of innovation. It depends on it the effectiveness of projects. This group of skilled employees who provide the so-called "support system" is often referred to as the "scientific gatekeeper". It is these employees who provide the process with operational information, analysis of the external environment and internal capabilities, and carry out practical activities to implement innovations.

Attracting a highly skilled workforce, the full realization of intellectual potential is impossible within the framework of traditional approaches to labor management. Innovative activity sets the task of both creating flexible and adaptive forms of management and searching for new motivations and incentives for labor activity. This is only possible with innovative approaches to personnel management.

As you know, human resources management includes the functions of planning, selecting and moving personnel, as well as evaluating labor activity, determining wages, and developing a system of incentives and benefits. The specific responsibility for the management of human resources includes a system of career guidance and adaptation, training, promotion, demotion and dismissal of personnel. A schematic representation of the stages of human resources management is shown in Figure 1.

Rice. 1. Schematic representation of the stages of human resource management

A significant difference between innovative and traditional approaches is also manifested in the system of selection of employees. In the traditional approach, the required amount of recruitment work is largely determined by the difference between the available labor force and the future need for it. In innovative activity, which is characterized by uncertainty and significant risk, not only is it difficult to predict future labor requirements, but it is also necessary to assess the available workers in terms of their adaptation to stochastic social processes and their qualifications, adequate to the content of innovation.

A leader interested in a high level of implementation of innovations must necessarily identify the creative abilities and achievements of the staff. Evaluating the available staff, the manager combines typical quantitative methods with such qualitative criteria as publications, patents, and creative qualities of the individual.

Recruitment tasks are even more difficult. Since the information available to the project manager refers to the past achievements of candidates for the innovation unit, it is extremely difficult to judge the candidate's compliance with future tasks. Therefore, at the stage of personnel selection for solving non-traditional problems, putting forward ideas and implementing them, it is necessary to use a system of tests, competitive selection, etc. To do this, the head of the research team needs to define the concepts and criteria of professional success and apply in the practice of personnel selection a methodology for assessing professionally significant properties, their dynamics, and also take into account the principles of the formation of professional skills in training and reorientation of personnel.

In addition to the organization creative process the head of the scientific department must achieve an optimal balance in interpersonal relations within his team. The selection of personnel should take into account special methods for the formation of research and project teams. The first stage is the analysis of the opinions of the best proven creative workers. The second stage in the creation of a group should be considered sufficient compatibility of the views of the members of this group on the problems of creativity, motivation and reward. Thus, in the program "Stimulation of Creativity and Productivity", famous American scientists ranked ten factors for increasing the creative level of organization in industry, universities and government bodies. the highest score received such factors as the opportunity to develop and work in the area of interest, recognition and appreciation of work, extensive contacts with colleagues, risk stimulation, tolerance towards "other-sleepers", monetary rewards, the ability to work individually in a free rhythm.

The head of innovation departments faces a very difficult dilemma of combining difficult-to-fulfill requirements: on the one hand, he must follow the company's strategy and the goals of innovation as much as possible, observing a strict work schedule; on the other hand, he must reconcile the contradictory demands of individual creative freedom and high social responsibility in a scientific or design organization.

Traditional personnel management is based on the introduction of a normative approach to the organization and stimulation of labor, on the planning and control of the labor process, on the selection and training of employees.

The key factors that determined the fundamentally new content of management were the systems of social adaptation, informal contacts and communications, as well as fundamentally new approaches to learning, vocational guidance and training. In recent years, approaches to monetary rewards have been revised.

With a sharp deterioration in the financial situation of scientists and other categories of intellectual workers in today's Russia, monetary rewards play a decisive role, although in the recent past, social incentives to satisfy the need for creativity and the possibility of self-realization prevailed for the most part. But one should also recognize the fairness of the situation that usually wages are not related to the effectiveness and quality of work. In addition, in various situations, a fixed level of monetary remuneration can be a discouraging factor.

Remuneration should be clearly linked to the clear results of work. The reward system is more effective in case of frequent and timely payments. With irregularity and remoteness in time, as well as inconsistency of remuneration with the results of the labor process itself, the effectiveness of monetary incentives drops sharply. The amount of monetary compensation must clearly reflect the significance of the employee's action and the recorded degree of growth.

The main task of personnel management in modern conditions is to find an effective system for stimulating and managing labor productivity. Ensuring a high level of performance applies to all functions and all elements of the control system. The concept of such an interconnection of socio-psychological processes, decision-making procedures and leadership provision with a system of incentives and rewards is the most acceptable. On this basis, a situational approach to optimizing the functioning of an organization, depending on the conditions of the external and internal environment, is very fruitful.

2. Motivation and stimulation of labor of employees in the field of innovation

Successful innovation activities and their effectiveness are largely determined by the level of management of scientific personnel, the qualifications and motivational behavior of employees. The mere existence of a plan and a formal management system does not guarantee that the objectives of an innovation project will be achieved. It is necessary to motivate staff and make appropriate decisions in the light of changing circumstances. Planning, analysis and control create only the basis for the implementation of human activities. And in innovation, more than in any other area of industrial management, success depends on people.

The control system can indicate the direction of efforts, but the enthusiasm, the energy with which the movement in this direction will be made, largely depends on the motives that guide the scientists and engineers involved in the development. Motivation is the urge to act in a specific, purposeful way. This is an internal state that determines human behavior. Consideration of the motives of behavior is of great importance in the management of scientific personnel. Distinguish between intrinsic and extrinsic motivation. Intrinsic motivation is determined by the content of the contradictions and difficulties inherent in the problem being solved, by the internal logic of the development of science, which is manifested in the ideas of the researcher. External motivation comes from other forms of his value orientation. These forms may be significant for the individual, but remain external in relation to the projects being developed, their results.

Important external motives for research work and innovative developments are to achieve recognition in the scientific world, to assert one's priority in the invention, and to achieve a high level of competence. Important external motives can also be the implementation of innovative work in accordance with the instructions, on time, the desire to avoid mistakes. But the basis of the effectiveness of creative work and its results are internal motives. The development of the motives necessary for the effective performance of work is the most important psychological task of the head of a scientific unit.

The motivational behavior of employees lies within the framework of A. Maslow's theory of human needs. According to this theory, primary, physiological needs are satisfied with the help of material goods, money. But money induces only 30-50% of employees to take action. The main part is driven to action by higher needs: for knowledge, creativity, authority, recognition, achievement of great goals, moral ideals, etc. These factors are often of decisive importance for scientists, developers, and scientists.

With regard to Russia, a turning point occurs in the motivational attitudes and motivational behavior of scientists, and the material factors of motivation come to the fore. material needs. This situation, explained by the low level of remuneration of scientific and technical personnel and the transition to market relations, cannot but affect the forms and methods of personnel management in scientific and technical organizations. When managing personnel, it must be taken into account that scientists are divided into several groups according to the types of motivation, which makes certain adjustments to the management system. It is also necessary to take into account the features of modern theories of motivation, which are divided into substantive and procedural. Changing the motivational attitudes of scientists and scientific and technical workers, when material needs come to the fore to the detriment of professional ones, requires the development of various forms and systems of payment, job transfers and career development for scientific and technical personnel.

Currently, material incentives are piecework and time-based forms of remuneration for employees of an innovative organization (as well as other organizations). They have their own varieties. Applies also contract system wages. In scientific and technical organizations, the main form of material incentives is the organization of remuneration according to the regular salary system with the corresponding allowances - additional payments and bonuses. The salary system is based on qualification directories for the positions of managers, researchers, engineering and technical workers and salary schemes for various categories of innovative organizations based on the novelty and complexity of the work.

Along with material incentives, in scientific and technical organizations, moral incentives also occupy an important place. The special role of moral incentives for the work of innovative personnel is associated with its creative nature, which makes labor attractive as a process. This feature should be used in the management of scientific personnel. There are quite a lot of specific ways of moral creative stimulation of employees of a scientific unit (organization). One of them is the opportunity to work on your own ideas in a planned manner, if they fit the profile of the organization. Workers who develop their own ideas or put forward with their participation, have a stronger intrinsic motivation and high labor efficiency.

Reasonable, healthy education of creative needs is facilitated by the expansion of initiative work as one of the moral incentives. The development of independence on the basis of the expansion of initiative projects is of great importance for employees with long work experience and a versatile profile of activities who have achieved some success and authority.

In scientific and technical organizations, it is imperative to maintain a creative stimulus for a certain group of employees by including initiative topics (projects) proposed by them in the plan. This approach has nothing to do with the socio-psychological concepts of innovation, which are based on the theory of the "marginal" person. According to this theory, a certain group of people is singled out as the exclusive carriers of innovations and their activity is considered as a deviation from the normal behavior, the generally accepted process of performing innovative work.

Diverse cooperation between the manager and the research team, the ability to organize the process of communication with subordinates and take into account their moral qualities, inclinations and interests, behavioral motives, an objective approach to resolving conflicts, informal relations within reasonable limits - this is the basis for effective management of scientific personnel in innovative organizations.

3. World experience in stimulating innovation

It is advisable to consider the foreign practice of stimulating the innovative activity of employees of universities and industrial enterprises.

The American model of innovative development of the economy is based on the implementation of the results of fundamental research. A key role in this process belongs to universities - public and private. The former are funded by state governments, with about 30% of the funds allocated from their budgets, and 70% comes from industrial companies and in the form of tuition fees paid by students. Private universities, not funded by the state, operate on company funds, donations and by charging students tuition fees.

When we are talking on the participation of university staff in commercial developments related to their scientific activities, then the rules are stricter in state universities than in private ones. The contract that the university enters into with its employee usually contains a section that specifies the conditions for the employee's participation in commercial activities. Common to both public and private universities is the procedure according to which intellectual property created by an employee during working hours or on university equipment belongs to the university.

American universities are a kind of intellectual centers in which fundamental and applied research are closely related to the training of specialists. Volumes state support research activity of universities here is much higher than in other countries, and the “degree of rational use” of the results of the intellectual activity of their employees is the highest in the world. Research projects of universities receive financial support from the federal government in the form of grants, contracts, agreements on joint activities.

Most American universities have established technology licensing and transfer offices (OLTTs). Unlike firms whose strategy is aimed at maximizing license payments (“royalties”), the mission of university OLTTs is broader - to increase the social significance of the results of technology transfer through the activation of entrepreneurial activity of researchers. The activities of university innovation offices are constantly monitored by US government agencies. Every year, the Association of University Technology Managers publishes a report on their activities. Taking into account the size and type of university, the national norm is reported on the main indicators of the activity of innovation offices (the number of registered inventions, patent applications, received patents, licenses issued, organized companies, revenues of innovation offices, amounts of royalties).

In the UK, there are no uniform rules for the innovation activities of university employees. For example, in Cambridge there has historically been the following order: if a scientist wants to use his developments in business, no one limits him in this. Oxford Brookes University is different: even if the development has brought millions in revenue, the researcher receives no more than £10,000. In the first case, the university receives almost nothing; in the second case, it receives practically everything from scientific development. However, recently the situation has begun to change. Many universities and research institutes have begun to take a more or less balanced position, when the inventor receives a fairly reasonable remuneration, and at the same time the university has a large income from the implementation of his inventions.

Some universities in the UK have restrictions on the use of university specialists in practical commercial activities. However, they do not apply to the earnings of a specialist, but to the time devoted to this activity.

Conclusion

Today, the competitive advantages of companies are largely determined by their innovativeness, and hence the quality of their human resources. This requires a significant change in the principles and methods of personnel management. First of all, we are talking about improving the motivation and stimulation of labor, involving employees in management, which contributes to the expansion of cooperation between staff and administration to achieve common goals, encourages more intensive and productive work. Obviously, the personnel strategy should be aimed at continuous professional development, providing employees with conditions for expanding knowledge, using motivation programs and developing organizational culture. The success of the innovation process largely depends on the extent to which its direct participants are interested in the results of their work.

Bibliography

Balabanov I.P. Innovation management: Tutorial. - St. Petersburg: PETER, 2001

Zavlin P.N., Vasiliev A.V. Evaluation of the effectiveness of innovations. St. Petersburg: Publishing house BUSINESS PRESS, 1998.

Innovation Management: Textbook (L.N. Ogoleva, V.M. Radikovsky, V.N. Sumarokov, E.V. Chernetsova, E.I. Shokhin). Ed. L.N. Ogolevoy. — M.: INFRA-M, 2003.

Kovalev G.D. Fundamentals of Innovation Management: Textbook / Ed. V.A. Schwander. — M.: UNITI, 1999

Kravchenko V.F., Kravchenko E.F., Zabelin P.V. Organizational Engineering: Textbook. - M .: Publishing house PRIOR, 1999

Krylov E.I., Zhuravkova I.V. Analysis of the effectiveness of investment and innovation activities of the enterprise. - M .: Finance and statistics, 2001

Kuzmina L.P. Efficiency of investments and innovations: Textbook. - Rostov-on-Don "RostIzdat", 2001

Stimulation of innovative activity of personnel. Stimulation of innovative activity of bank personnel Features of stimulation of innovative activity of personnel

Send your good work in the knowledge base is simple. Use the form below

COURSE WORK

on the topic: "Stimulation innovation activities staff"

Essay

"Stimulation of innovative activity of personnel"

Scope of work 32 s, including 1 rice, 8 naim. lit.

Key words: innovations, personnel innovations, work with personnel, stimulation of personnel innovative activity.

The course work explores the problem of stimulating the innovation activity of personnel, which includes the following steps:

a) The concept of innovation and the types of its stimulation;

b) Study of the existing practice of stimulating the innovative activity of an enterprise;

c) Ways to improve the stimulation of innovation.

The problem of stimulating the innovative activity of the staff has been studied.

As a result of the analysis, the following conclusions were drawn:

a) innovation is an integral attribute of the development of the organization and its competitiveness;

b) there are different types of innovations. The role of staff in generating new ideas is great;

c) the innovative activity of the personnel is an important element in the development of the organization, the innovative activity of the personnel must be stimulated.

Introduction

Chapter 1. The concept of innovation and the types of its stimulation

Chapter 2

2.1 Professional orientation and adaptation in the team

2.2 Training

2.3 Performance evaluation

2.4 Leadership training

2.5 Promotion management

Conclusion

List of used literature

Application

Introduction

Chapter 1. The concept of innovation activityvalue and types of its stimulation

The peculiarity of the current stage of scientific and technological progress is that not only applied research, but also fundamental sciences are of key importance for production. This is due to a number of reasons, including economic ones.

Second, new technologies do not represent isolated, isolated streams. In a number of cases they are connected and enrich each other. But their integrated use also requires fundamental developments that open up new areas of application of the latest processes, principles, and ideas.

At present, the effectiveness of the innovative activity of an enterprise is determined, first of all, by the presence of a well-functioning system of investment, lending, taxation, functioning in relation to the innovative sphere of scientific developments.

Innovations are innovations brought to the stage of commercial use and offer on the market in the form of a new product. The genuine novelty of a product is always associated with an increase in the economic effect of its use.

Novelty can be "relative", "absolute" and "private".

Absolute novelty is characterized by the absence of analogues to this innovation; relative - this is an innovation that has already been used at other enterprises, but is being implemented for the first time at this enterprise; private novelty implies the renewal of an element of the product.

Rice. 1 Model "Innovation Purpose"

The concept of "innovation" applies to all innovations, both in production and in organizational, research, teaching and management areas, to all improvements that provide cost savings. Hence, innovation is market and consumer oriented.

In practice, innovation is classified according to a number of criteria.

For an enterprise, innovation can act as:

productive - the production of a new product, product and service, which is associated with the creation of new types of production; the created new product can lead to a decrease in demand for the former, which will entail the elimination of old types of production;

market - opening up new areas of product introduction and thereby expanding market spaces;

processor - the use of new technologies, management structures and the organization of a resource-saving method of production, product or service;

consumer - aimed at meeting the current needs of the consumer and the formation of new ones in the future.

Chapter 2. Study of the existing practice of stimulating innovationion activities of the enterprise

2.1 Professional orientation and adaptation in the team

2.2 Personnel training

2.3 Performance evaluation

Basically, performance appraisal serves three purposes: administrative, informational, and motivational.

2.4 Leadership training

2.5 Promotion management

Such prejudices include, for example, the following assumptions:

1) women, getting married, leave work;

2) women will not work while they have small children;

3) women feel uncomfortable in the world of men, and when they get into it, men begin to feel uncomfortable;

4) women are unreliable workers, they are too emotional and can break loose in a crisis situation;

5) women leaders cannot be transferred to another city if their husbands have a similar or better job.

Chapter 3. Ways to improve incentives for innovationoh activities

The role that knowledge brokers can play under these conditions cannot be overestimated. Scholars such as Andrew Hargadon and Robert Sutton have studied knowledge brokering in innovative organizations and have concluded that knowledge brokers perform the following important functions:

- collection of promising ideas. Knowledge brokers are constantly gathering promising ideas. They consider old ideas to be their main "raw" material.

- maintaining the viability of ideas. In order to remain useful, ideas must circulate within the organization and "scroll" in the minds of different people. Effective knowledge facilitators keep ideas alive by disseminating information throughout the organization about who knows what.

- inventing new uses for old ideas. This is where innovation begins: old ideas, identified and meaningful, are placed in new contexts.

- Approbation of promising concepts. Testing shows whether promising ideas have commercial potential. They also help knowledge brokers gain valuable experience even when ideas are completely untenable.

Of course, innovation involves the creation of new knowledge. One approach to achieving this goal is to allocate dedicated resources for R&D. Another approach is to find ways to encourage everyone in the organization to come up with new ideas and create systems to capture and use those ideas.

In both cases, managers must manage their subordinates in a way that encourages their creativity. Theresa Amabile (T. Amabile) has conducted extensive research in the field of creative management. The study concludes that individual creativity depends on three variables:

- experience (technical and procedural knowledge and general erudition);

- creative thinking skills (flexibility, imagination, intellectual perseverance);

- motivation.

The more experienced the worker, the wider the knowledge base he can use in identifying and solving problems. Creative thinking skills guide approaches to problem solving. However, productive creative work is impossible in the absence of sufficient motivation.

To understand the difference between intrinsic and extrinsic motivation, consider a business problem as a maze.

Another person may take a different approach to the maze. He/she may find the process of wandering the various paths intriguing and exciting because of the challenge and challenge it contains.

Amabile's research shows that there are six important factors that generate and maintain the motivation necessary for creativity:

1. Challenge.

Tasks performed by people should require effort from them, but be consistent with their talents and knowledge. It follows that managers must pay close attention to the consistency of task characteristics with the qualities of the performers.

2. Freedom.

It is necessary to give the performers the freedom to choose approaches to tasks or problems. However, Amabile argues that it should be freedom to choose the means, not the ends. Clarity of goals is very important.

3. Resources.

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Introduction

Conclusion