Often, when talking about the employee's interest in the high productivity of their labor, practitioners-managers use the terms "motivation" and "stimulation" as synonyms that are close in meaning. Like, the difference between them is insignificant, and let the theorists "catch" the nuances - they, they say, have more free time for terminological delights. This is a fundamentally wrong and very destructive tradition for practical managers. This frivolity is often the root cause of many misunderstandings in personnel management.
A clear line between “motivation” and “stimulation” has not been drawn in the “camp” of managerial theorists either. The author will not here present a detailed criticism of the unsatisfactory opinions of theoreticians on this issue. An incredulous reader can easily verify this by looking at the few pages on management theory that are devoted to staff motivation. We confine ourselves to the definition of motivation, introduced by such an authority as Meskon M.Kh. In his famous book The Fundamentals of Management, he writes: Motivation- process stimulation himself and others to activities aimed at achieving the individual and general goals of the organization. Defining motivation in terms of incentives (and vice versa) is very common among management professionals. If we also take into account the fact that for many the incentive is identified with wages, we get a completely confusing picture in this aspect of personnel management.
Let's try to clarify first of all the difference between "stimulus" and "motive". Here are three definitions of incentive.
Stimulus - This is a pointed stick, which was used to drive animals.
Stimulus (lat. stimulus - goad, urge) - external impetus to action, impetus, motive. [Dictionary of foreign words. Ed. I.V. Lekhina and prof. F.N. Petrov. - M. - UNVES.- 1995]
Stimulus - physical agent (irritant) that acts on the sense organ (receptor). [Psychological Dictionary / Ed. V.P. Zinchenko, B.G. Meshcheryakova. - 2nd ed. - M .: Pedagogy-Press, 1996]
Scheme 1
From these definitions it is clear that a stimulus is something external in relation to a person. Second, the stimulus is ability to "irritate" human senses, that is, the impact in the function of the stimulus should be carried out within the threshold of human sensitivity. Therefore, in a broad sense, a stimulus is such an impact by one person on another that induces him to a directed action, the necessary initiator of the impact. If the impact does not cause an incentive to a certain action, then such a stimulus can be considered not effective. To summarize: the stimulus is given to a person someone from outside (see drawing 1).
Now about the "motive". The motive, according to Professor Vikhansky O.S., is inside a person. In other words, a motive is an ideal image in domestic plane of human consciousness. Secondly, this is not just an ideal representation, but an energetically saturated image of the necessary, need-significant subject . The source of motive power is needs. As Aleksey Nikolaevich Leontiev, a classic in the psychology of activity, rightly noted, only as a result of a meeting of a need with an object that meets it, for the first time does it become capable of directing and regulating activity. “The meeting of a need with an object is an act ... of objectifying a need – filling it with content that is drawn from the surrounding world. This translates the need to the actual psychological level”, that is, to the motive. So, motive formation is based on the need system of a person, in other words, from within (see diagram 2).
Scheme 2
Thus, With stimulation is the process of influencing a person through need-significant for him external subject (object, conditions, situation, etc.), prompting a person to certain actions (stay in comfortable conditions, etc.).
Motivation (as a process) - there is a process of emotional-sensory comparison of the image of one's need with the image of an external object (a candidate for the object of need)(see skh. 2.II). Or, motivation (as a mechanism) is internal mental mechanism of a person, which provides recognition of the item corresponding to the need and triggers directed behavior to assign this item (if it matches the need). Therefore, paradoxical as it may seem, it is not entirely correct to speak of human motivation, staff and so on. from the leadership of the organization! You can speak about the organization or management of motivation (motivational processes) of a person, staff, etc.(Scheme 2 shows that motivation can flow in a person without outside help).
Well, how can the given conceptual definitions help us?
At the strategic level, according to the introduced criteria, three types can be distinguished personnel policy in managing the interest of staff in their work:
- System dominance stimulating impact on the staff of the organization. In this case, the organization focuses on the use of various incentives (usually material) to increase the interest of the organization's employees in productive work. For example, as F. Taylor stated this approach, in order to create an interest among employees in the high results of their work, it is necessary provide an unambiguous relationship between the results of work and wages.
- System dominance motivational organization personnel management. This type of personnel policy assumes a leading emphasis associated with the powerful ideological activity of management within the organization, with the actualization of the disinterested enthusiasm of employees, etc. For example, this approach often prevails in emerging (forming) organizations due to their lack of a material base as a basis for incentives.
- Harmonious combination of a complex of stimulating influences and motivational management personnel, with the covering (basic) nature of the motivational policy. This approach can be considered the most optimal, removing the extremes of the first two approaches. As a rule, such a policy is implemented by organizations developed in all respects, in which a valuable corporate culture has already been formed, with the support of this culture by a fair mechanism for distributing the material benefits of the organization.
Why, then, in a combination of motivational and stimulating policies, the motivational one acts as an "embracing" one? The fact is that the corporate culture, which includes the mechanisms for managing staff motivation, is a much stronger foundation than material incentives. Such an organization, for example, will be able to survive in difficult times of crisis, which is unlikely to succeed in an organization where the basis of interest in the work of employees is only high salaries and bonuses. In addition, the practical experience of the most successful Japanese companies in the field of personnel strategy confirms that corporate culture and value orientations are much more important than material rewards and other incentives.
When developing a system of motivation and incentives for the personnel of an organization, it is extremely important to take into account two aspects: organization life stage and typology of employees.
Here are some initial provisions of the System of Optimal Labor Motivation (hereinafter referred to as COMT). These general provisions should form the basis of a fair system of employee motivation. Violation of any of them makes the motivation system ineffective or even harmful.
Orientation work motivation systems should comply with HR strategy, and the personnel management strategy should fit into the overall strategy of the organization.
The system of labor motivation should take into account features of conditions external to the organization.
Legal environment: COMT should take into account existing labor and other laws
Economic environment: TMS should take into account the situation on the labor market and general economic conditions in the state, region, etc.
Social environment: TMS should take into account the average standard of living ( living wage), features of professional and public associations, in which one way or another the employees of the organization are included, the level of crime, the prospects for the region, the level of tension, etc.
Political situation: SOMT should take into account the general political situation that has developed in the region (the presence of strikes, strikes, etc.)
Factors technological industry development.
Socio-cultural factors: COMT should take into account cultural traditions, established social norms of behavior, etc.
Environmental factors: SOMT should take into account the environmental situation, especially in unfavorable environmental conditions.
The labor motivation system should include as part the mechanism of optimal stimulation of labor (see Figure 3).
Scheme 3
COMT is designed to provide adequate motivation employee to work in the organization and to the range of their professional tasks.
COMT encourages such work of an employee who valuable for the organization. In this regard, the CMT should be aimed at:
- maintaining the required performance
- productivity increase
- maintaining organizational standards
- improvement of organizational norms
Structure of the System of Optimal Labor Motivation
Based on the above three types of activity behavior (individual, subject and personality) and on the normative essence of any activity, we obtain a universal three-block structure Systems of optimal labor motivation (see diagram 4).
First block COMT(1): individual aspect. This COMT unit serves general interest in the work of the hired employee in this organization.
Second block COMT(2): subjective aspect. This block serves performance discipline and productive regulatory interest, and the activity of the employee
Scheme 4
Third block COMT(3): personal aspect . The function of this block is to manage employee motivation, aimed at rationalizing their work (creative, innovative, etc.) activity of the employee.
The three blocks introduced form a kind of "three whales" on which the personnel motivation system should be built.
General strategic foundations of the labor motivation system
At the heart of the motivational policy in accordance with the nature of the activity is the need compliance promotion employees of the organization to five main groups of regulatory requirements (see Figure 5).
Scheme 5 General regulatory requirements for all employees organizations (requirements of discipline and corporate culture). This is a normative framework common to all members of the organization, including management. Moreover, it is desirable for management to emphasize compliance with corporate norms, since this can set the desired model for less conscientious members of the organization. On the contrary, the violation by managerial employees of the norms common to all very quickly leads to the decomposition of discipline in the entire organization (“the fish rots from the head”).
Regulatory requirements for managerial (for managers) and performing (for performers) activities. It is known that performance discipline is a guarantee of organization in the activities of any enterprise, and its absence is a source of collapse. Therefore, the motivational conditions in the organization must support the performance discipline.
Experience shows that authoritarian style management, as a rule, is quite effective in maintaining performance discipline. However, often such performance organization is only an “external screen” and, with directive “excesses”, can become so formal that it leads to destructiveness. (Notable in this regard is the strike in the Eastern style: formal mindlessly demonstrative adherence to all prescriptions and instructions. In this case, the activity "stops", and the "strikers" remain formally invulnerable. To create instructions for all occasions is a very utopian matter.)
But the antipode of directiveness is conniving style further contributes to the reduction of executive discipline, especially among the unconscious part of the workers. To establish a balance between these extremes is one of the most important tasks of a leader. A competent system of motivation can render him an invaluable service in this through conditions that encourage performing order.
Professional and functional standards. Each employee at his work should have a strictly defined range of typical tasks, and each employee must comply with the requirements arising from the logic of solving these tasks. Motivational conditions within the organization should contribute to the cultivation of the professional and functional spirit of employees, their understanding of the integration of their part of the tasks into the overall task of the company. The motivational system serving this normative emphasis should exclude any professional discrimination, creating equal moral and material opportunities for representatives of different functions.
Positional norms (or norms of interfunctional interactions). The presence in the company of high professionals in their field is a necessary but not sufficient condition for the effective operation of the company as a whole. Equally important is consistency interaction mechanism between employees of different departments. In turn, the debugging of the mechanism is possible only if there is regulatory certainty of business relationships and willingness of employees to comply with these standards. Therefore, one of the directions of motivational orientation should serve constructive relationships between employees, departments, etc.
It is noteworthy that some psychologists and conflictologists, when analyzing practical activities, the causes of most conflicts in the organization are seen exclusively in interpersonal disharmony conflicting workers. Without disputing the existence of these types of conflicts, we want to emphasize the existence and conflicts arising on a business basis . In particular, due to the absence or ignorance by employees of the norms of interfunctional interaction. This is expressed in the desire to impose "frontier" work, for example, on the transfer of one's product to one's "neighbor", etc. The businesslike nature of the mutual claims of employees rather quickly turns into interpersonal antipathies, which is successfully recorded by the mentioned conflictologists. After that, the heroic struggle with the consequences begins ...
Rules interpersonal relationships . In contrast to the previous paragraph, the importance of maintaining "warm" interpersonal relationships by the motivational system is emphasized here. The importance of this motivational layer will be confirmed by anyone who has experienced the failure of a business due to interpersonal antipathies, interindividual conflicts on non-principled (domestic) grounds, etc. In general, very, very few employees succeed in not endure personal dislikes in business area relations. The best means of maintaining normal interpersonal relationships:
a) inclusion in the corporate culture of values related to the sphere of interindividual relations within the organization;
b) maintaining the motivational conditions that generate the interest of employees in conflict-free interaction.
An optimal incentive mechanism should be sensitive to conditions within the organization and outside the organization. Those. The optimal incentive mechanism should be flexible and adequate response to changes in external and internal conditions for the organization of various kinds.
The incentive mechanism in accordance with the approved frequency should be reviewed for compliance with the changed external and internal conditions. It may be subject to change in accordance with the criteria:
- acceptable to workers gradualism ;
- keeping the positive and eliminating the negative in a variable mechanism;
- strategic and tactical justification .
The typology of subjects to which the motivational and stimulating effect is directed may have different bases. Table 1 lists possible incentive accents, which are determined depending on the priorities of the operating organization. When building a hierarchy of incentive accents, many factors should be taken into account: the stage of the organization's life, established traditions, strategy later life organizations, the direction of corporate culture, the nature of personnel policy, etc., etc. In this regard, it is hardly possible to give the only correct system of priorities for stimulation. (Let's note in parentheses that penalizing employees is considered by us as incentives with the opposite sign.)
Table 1
|
Incentive Items |
Incentive Accents |
|
subject of stimulation |
individual worker group (department, division, etc.) organization as a whole |
|
regulatory adequacy |
violation of normative indicators regulatory compliance excess of normative indicators |
|
level of professionalism |
compliance with the level of qualification professional development raising the level of education expanding the set of specialties transfer of skills to colleagues |
|
degree of tension when doing work |
physical emotional mental organizational |
|
degree of responsibility |
minimal |
|
subject of responsibility |
equipment room quality of materials technology adequacy timeliness of maintenance product quality production cost level employee safety additional training of employees |
|
degree of risk (danger) |
health |
|
saving |
working time material finance |
|
involvement in |
increase in sales profit increase in capacity utilization product promotion implementation of the plan |
|
work experience in the organization |
probation 1 year of work in the organization 2 years of work in the organization 3 years of work in the organization |
|
recovery of energy costs |
short-term (relaxation) long-term (recreation) |
|
social payments and benefits |
holiday payment vacation pay payment for absence of sick leaves sick leave payment maternity leave pay health insurance additional pension provision free meals |
|
Rational offer |
making a rational proposal participation in the implementation of a rational proposal for the result of implementation |
|
related mutual assistance |
counseling doing part of the job other participation |
|
Management groups |
creative team created for the task department, division |
|
Career |
ordinary performer lower level manager middle manager service personnel |
An approximate algorithm for creating a wage system
Description of functions and compilation job descriptions
Function - a feature of the employee's contribution to the organization, the main specificity of his work, including a description of the characteristic final product. Job Descriptions- a typical description of the main functions that the employee holding this position should implement. Job descriptions are compiled on the basis of: ideas about typical professional tasks; workplace positions in the organizational structure; photos of the working day; the employee's own experience, etc. Job descriptions are taken into account when developing a labor incentive system. Job descriptions should reflect not only duties, but also criteria for evaluating the performance of the person holding this position.
Setting strategic goals and objectives of the organization.
The mechanism of labor stimulation should be correlated with the achievement of the strategic goals of the organization and contribute to the solution of its main tasks.
Evaluation of the importance of each workplace in the priorities of the organization.
The assessment is based on the analysis of jobs. In the process of evaluative analysis, the significance of the workplace is determined in the context of its contribution to the achievement of the strategic and tactical goals of the organization, the required level of education and responsibility of the employee occupying it, the required intensity of work and the specifics of working conditions. The result of the evaluation is the establishment of clear priorities in the existing position structure for the organization and, consequently, the establishment of higher / lower wages (based on the internal needs of the organization).
Analysis market conditions regarding the cost of specialists. This analysis is necessary to determine the average market prices for specialists of the profile of interest. It is carried out based on available information: announcements in the media, data recruitment agencies and etc.
Creation of a tariff scale.
To create a tariff scale, you need to rely on:
- developed job priorities of the organization itself (clause 3)
- average indicators of the cost of specialists in the labor market (clause 4)
As a result, a table of tariff rates for various positions with a pay "fork" (max and min pay levels) should be obtained.
6. Determination of individual wages.
To determine the wages of a particular employee, the amount of wages is set, in accordance with the "fork" of payment and the individual characteristics of the specialist - experience and length of service, qualifications, education, etc.
Fixed part of wages
Conservative constant (CC) part of wages – Base salary (rate) paid for the performance of their duties. (The rate is reviewed by the tariff commission, which meets once a year, except for emergency situations, such as inflation, etc.)
A characteristic feature of QC remuneration is its independence from the amount of work performed by the employee. QC is paid on a mandatory basis, in the contractual amount in case of working out the scheduled time, with the exception of gross violation regulatory requirements (violation of discipline, causing material damage and so on.).
Annual constant part of the remuneration - additional remuneration to the employee, increasing over time of his work in this organization: superannuation(adjusted annually). This surcharge is measured as a percentage of the base rate. The value of the percentage of additional payment for length of service should be strictly fixed and be common to all employees of the organization. The remuneration for the length of service can be measured not only in monetary form, but also in any other material form valuable to the employee.
Constant-variable part of wages(match payment)- this is an additional remuneration of the employee, paid when the planned indicators are met, in the absence of disciplinary sanctions, complaints from the management, damage to the organization's material values. The statically variable part of wages includes monthly, quarterly and annual bonuses.
The constancy of this element of remuneration lies in the fact that the employee Necessarily
gets this part if he corresponded
functional and job requirements.
Variable part of wages
The variable part of wages is divided into:
- reward system for performing links - bonus(operational level);
- reward system for senior management and senior employees (strategic level) - bonus;
- reward system for middle management (tactical level) – " bonus bonus";
- a bonus system that stimulates innovative innovations for the organization (rational proposals, promising ideas and so on.) - Progress-Bonus (PB)("plane" of rationalization).
Let us determine the value of the introduced units of the labor incentive system.
- BONUS - {
BONUS- 1) additional remuneration, bonus; 2) an additional discount provided by the seller to the buyer in accordance with the terms of the transaction or a separate agreement. - Commercial dictionary. - M. - "Legal Culture Foundation". -1992.
Due to the different specifics of the activities of representatives of different professions and specialties BONUS subdivided into:
- commercial (for employees of the commercial link of the enterprise) ;
- industrial (for employees of the production link of the enterprise) ;
- service (for employees of links serving the basic process at the enterprise) .
The mechanism for calculating the bonus for an employee of each of these links, of course, should be different, due to the fundamental difference in the specifics of the activities of these links of the organization.
Besides, the bonus can be Personal and Team.
Personal Bonus (LB)- rewards that encourage high individual merits of the employee in solving the strategic and tactical tasks of the enterprise (achieving higher individual results, contributing to lower production costs, increasing the volume of products / services sold, saving resources, etc.)
Team Bonus (KB)- a bonus reward for the group for achieving the goals of its unit, strategically or tactically significant for the organization as a whole (increase in sales, increase in competitiveness, increase in profits, increase in productivity in the unit, etc.)
BONUS- additional remuneration from the net profit of industrial, commercial, banking enterprises, joint-stock companies, which are paid in capitalist countries Ch.arr. leaders and top officials. - Dictionary of foreign words. - M. - UNEVES. - 1995.
BONUS- additional remuneration from the net profit of industrial, commercial, banking enterprises, which are paid to members of their boards, directors, senior employees, etc. - Commercial Dictionary. - M. - "Legal Culture Foundation". -1992.
The incentive mechanism for middle managers is still a problem area of search. The essence of the problem is as follows. If the bonuses of the average manager are carried out through the bonus line, then the manager can limit the range of his efforts to the productivity of the activities of only the unit he manages. However, not always the high productivity of only one link leads to the efficiency of the entire enterprise. In addition, it is easy to imagine the highly productive activity of one unit, which does not implement the strategic priorities of the enterprise. For example, the commercial department may produce high sales volumes for products that, for some reason, are planned to be discontinued. At the same time, this commercial department may poorly sell those products of the enterprise that are strategically prioritized. It is clear that the bonus in such cases will stimulate the work of the middle manager, which lies outside the strategic "channel" of the company.
On the other hand, if the work of the middle manager is encouraged according to the "bonus" system, the manager will be "vitally" interested in the implementation of strategic guidelines by his unit. But the literal implementation of these strategic guidelines may conflict with the bonus system for performers along the "bonus" line. As a consequence, serious conflicts of interest can arise between the manager (rewarded with a bonus) and his performers (rewarded with a bonus).
Middle Management Award - bonus remuneration of the average composition of managers consisting of two main parts Team Bonus And bonuses, with the successful operation of the managed unit within the framework of the organization's strategy. In other words:
The first part in the bonus bonus is drawn from the Team Bonus;
The second part in bonus-bonus is replenished at the expense of Bonus.
Part Team Bonus V BONUS BONUS the average manager is calculated as a fixed (previously agreed) percentage of Team Bonus(the amount of the bonus received, as a rule, does not exceed the minimum bonus level for performers). The bonus for the middle manager is aimed at stimulating organizational and managerial work in the group to improve efficiency. Paid no more than once a quarter. These bonuses are not paid to the average manager when the performance of the unit entrusted to him is low.
Part bonuses V BONUS BONUS the average manager is defined as a fixed percentage calculated from the net annual profit of the enterprise (the amount of bonus received, as a rule, does not exceed the minimum level of top management bonuses). This award stimulates the tactical alignment of the work of the managed unit with the strategic overarching goals of the organization. Bonus for the middle manager not paid or in case minimum profit for results for the year, or divergence tactics of work of his unit with the strategy of the enterprise.
The dual source of the middle management bonus fund, subject to the selection of the optimal ratio of these parts, makes it possible to:
- stimulate the work of the manager, aimed at solving his unit operational and tactical tasks;
- stimulate the work of the manager, aimed at strategic inclusion work of the managed unit.
We have considered the main, but by no means all, aspects of creating an effective system of motivation and incentives for workers. However, the author hopes that the introduced accents of the analysis of the labor motivation system will help business leaders to make positive changes in their personnel policy, which will achieve the goal of this article.
Literature
Anisimov O.S. "Methodological version of the categorical apparatus of psychology", Novgorod., 1990. - 334 p.
Bovykin V.I. New management: (enterprise management at the level of the highest standards; theory and practice of effective management). - M.: OAO Publishing House "Economics", 1997. - 368 p.
Vikhansky O.S., Naumov A.I. Management: Textbook for economic special. universities. – M.: graduate School., 1994 - 224 p.
Leontiev Alexey Nikolaevich. Selected psychological works. / Activity. Consciousness. Personality /, v.2, M .: “Pedagogy”, 1983.
Meskon M.Kh., Albert M., Hedouri F. Fundamentals of management: Per. From English. – M.: “Delo”, 1992. P. 369.
Footnotes
1 It is interesting to note in the margins that in the well-known work of the classics of management Meskon M.Kh. and others. “Fundamentals of Management”, the topic of motivation is given just ten pages with a total volume of the book - 680 pages. This is approximately 1.5 percent. A little more motivational topics are given pages in the specialized literature on personnel management. The only exception is the above-mentioned book by V. Bovykin "New Management", which is riddled with motivational issues.
2 Vikhansky O.S. - Professor, Head of the Department of Production Management, Moscow State University. Lomonosov.
3 Defined here refers to those actions in which the incentive initiator is interested.
4 Of course, here we do not consider negative incentives associated with forcing a person to act against his will as violence devoid of a humanistic basis. Coercion is possible only if the employee has accepted general norms, but violates more specific ones than violates the terms of the contract. These violations in the organization should be served by a system of de-bonding, disciplinary fines, etc. The same employee who has not accepted the general norms of the organization should not be accepted for work at all, because. can act as a destroyer of the "foundation" of the organization.
5 See, for example, our publication "An Effective Business Meeting Model" in No. 9 "Director's Consultant" 1998
6 Why optimal stimulation ? OPTIMAL /lat. optimus is the best / - the most favorable, the most appropriate (Dictionary of foreign words.-M.-UNVES.-1995). In the event of a collision of two interests (employee and employer; performer and manager, etc.), the best, i.e. can only be optimal mutual favorable incentive option. This approach eliminates the "tug of war" between the two parties, each of which has its own specific interest.
1The article deals with the issues of motivation labor activity in modern organizational conditions. The authors identified the leading motives in the structure of labor motivation of top and middle managers construction organizations. Effective forms of employee incentives have been identified. A methodological toolkit is proposed that allows for a comprehensive diagnosis of the motivation and incentive system of employees. Based on the results of the study, the basic motivational profile of an employee of the organization was compiled and analyzed, which allows developing a system of effective forms and methods of stimulating the work of personnel in order to increase the interest of employees in the results of their work, as well as to satisfy their spiritual and material needs. The paper presents a training to increase the motivation of work of managers of the highest and middle levels of the organization.
senior and middle manager
labor stimulation
motivational profile
labor motivation
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In the conditions of modern economic relations Motivation of labor activity of employees of organizations occupies an important place in personnel management, as it is the direct cause of their labor activity. The mobilization of employees for the active, proactive and high-quality performance of their duties is essentially main task guides. Due to changes in the content of labor in the conditions scientific and technological progress, wide automation and informatization production activities, under conditions of increasing level vocational education and social expectations of employees, the importance of motivation in personnel management has increased even more; the content of this kind of management activity has significantly expanded and become more complicated.
The purpose of the study is to identify the features of motivation and incentive systems for staff in modern organizational conditions.
The study was conducted in the construction companies of Belgorod - LLC "SU-31", LLC "Montazhspetsstroy", LLC "AVERS" "Construction company" of the Belgorod region. The sample size consisted of 115 top and middle managers aged 26-38.
There are various approaches to understanding the forms and methods of staff motivation. However, all authors are unanimous in their opinion that labor productivity directly depends on the effectiveness of the personnel motivation and incentive system.
As you know, motivation is the process of pairing the goals of the organization and the goals of the employee to most fully meet the needs of both, it is a system of various ways of influencing the staff to achieve the intended goals of both the employee and the organization.
According to M.Kh. Mescon, motivation is the process of motivating oneself and others to act in order to achieve personal goals and the goals of the organization. The employee is motivated, which means that he is interested, i.e. conditions have been created under which common goals institution, the employee thereby satisfies his personal needs, consciously choosing one or another type of labor behavior.
Labor motivation is the desire of an employee to satisfy his urgent needs (to receive certain benefits) through labor activities aimed at achieving the goals of the organization. Labor motivation is the most important factor in the effectiveness of the work performed and forms the basis of the employee's labor potential.
It is quite easy to identify which needs are leading in the motivational process of a particular employee in certain specific environmental conditions. The most important factor is also the constant transformation of the motivational process, the nature of which depends on what needs initiate it at a particular moment in time. Obviously, even with the utmost clarity of the motivational structure of the personality, i.e. systems of motives for his actions, completely unforeseen changes in the behavior of the individual and his unpredictable reaction to motivating influences are possible. Another important factor is the difference in motivational structures different people, the unequal degree of influence on them of the same motives, the different degree of dependence of the action of some motives on others.
For our study, the concept of the "motivational profile" of an employee, which was developed by S. Ritchie and P. Martin, is of great interest. The definition of a motivational profile is the identification of the relevance for the individual of each of the twelve motivational factors (needs): the need for high wages and material rewards for a job well done; desire to have a job with a good set of benefits and allowances; the need for good working conditions and a comfortable environment; the need for a clear structuring of work activity, the availability of feedback between the employee and the manager and information that allows one to judge the results of the work done, the need to reduce the level of uncertainty and establish clear rules and directives for the performance of work; the need for social contacts: in communication with a wide range of people, an easy degree of trust, a variety of connections with colleagues, partners and clients; the need to build and maintain long-term, stable relationships, which implies a significant degree of closeness of relationships and trust; the need to win recognition from other people, in high appreciation of the merits, achievements and successes of the individual around them; the need to set ambitious, elusive goals for oneself and achieve them; the need for influence and power, the desire to lead other employees; the need for variety, change and stimulation of work, the desire to avoid routine; the need to be a creative, analytical, thinking worker, open to new ideas; the need for self-improvement, growth and development as a person; the need for interesting, socially useful work.
The study of the theoretical foundations of the motivational-stimulating component of the labor activity of the personnel of organizations shows that the way to the effective management of a person's labor activity lies through an understanding of his motivation. Only knowing what drives an individual, what motivates him to act, what motives underlie his actions, one can try to sort out an effective system of forms and methods of managing him. To do this, it is necessary to know how certain motives arise or are caused, how and in what ways they can be put into action, how people are motivated in labor activity.
To date, there are a huge number of ways to influence the motivation of a particular person, and this range is constantly growing.
It is impossible to determine in detail how the mechanisms of motivation and stimulation of labor activity work, what strength the motivating factor should be and when it will work, what will be the consequences of using certain methods of stimulation. With all the many ways in which you can motivate employees of various organizations, the manager must choose for himself how to stimulate each employee. It seems that if a representative of the management team is able to correctly select a system of incentives and motivation, then he will be able to coordinate the efforts of his staff and jointly realize the potential of the team for the benefit of the prosperity of his organization.
As part of the study, we analyzed the motivational structure of the personality of managers. The results of diagnosing the motivational structure of the personality according to the method
V.E. Milman indicate the dominance of the motive of comfort in 80% of top managers and 68% of middle managers, as well as the motive of social utility in 93% and 82%, respectively. Top managers are dominated by comfort motives 94%, general activity - 98%; at the same time, these motives are less pronounced among middle managers - 54% and 56%, respectively.
The results of the study show the importance for middle managers of the motive of communication - 98% and creative activity - 74%, for top managers they are expressed insignificantly - 6% and 19%, respectively. At the same time, both groups of managers are dominated by a “working” orientation.
According to the diagnosis of polymotivational tendencies in the "I"-concept of the personality of managers according to the method of S.M. Petrov, the majority of managers revealed the predominance of tendencies of material, optimistic, labor motivations and regional motivation as striving for excellence, the average degree of severity of tendencies of motivation striving for excellence, actively overcoming difficulties, avoiding troubles, altruistic motivation. At the same time, top managers have pronounced tendencies of hedonistic, egocentric motivations and individualization motivation, and middle managers have a communicative, positive attitude towards people motivation. At the same time, normative and moral motivations are not expressed among top managers, while they are insignificant among middle managers.
The results of diagnostics of motivation for success and fear of failure showed a very high motivation for success of the majority of top managers (96%) and a high hope for success of middle managers (84%).
The analysis of the results of diagnosing the activities of the motivational structure of managers according to the methodology “Research of the activity of the motivational structure of K. Zamfir” indicates the dominance of their internal motivation and the average degree of severity of external positive motivation. At the same time, among top managers, along with internal motivation, extrinsic negative motivation prevails, while among middle managers it is minimal.
Comparing the severity of different types of motivation among managers of both groups, it should be noted that middle managers have an optimal motivational complex, while top managers have a worse attitude towards the activities performed and a lower incentive force of the motivational complex.
The results obtained by us as a result of diagnostics using the “Paired Comparisons for Studying the Structure of Work Motivation (A.V. Kosharny)” method allow us to specify the severity of motives that are significant for our study among managers.
Top managers have pronounced motives of autonomy (94%), self-efficacy (76%), less interest in work (84%), security (69%), and 93% have almost no affiliation motive.
Middle managers have pronounced motives for maintaining a job (97%), interest in work (75%), self-efficacy (76%), affiliation (85%), autonomy motives are slightly expressed (94%), and 73% have a safety motive. not expressed.
The data obtained during the diagnostics “Studying the motivational profile of the personality” (S. Ritchie and P. Martin) allowed us to build an individual motivational profile of top and middle managers (Fig. 1).
Rice. 1. Individual motivational personality profile of managers
Top-level managers are about equally expressed in the need for rewards, structuring work, recognition, achievement, power and influence, the desire to lead others, diversity, change and stimulation, the desire to avoid routine, self-improvement and the need for interesting, socially useful work. The need for good working conditions and a comfortable environment is slightly less manifested, and the need for social contacts and relationships is manifested the least.
Middle managers have pronounced needs for structuring work, social contacts, achievement, interesting and socially useful work, below are the needs for power and influence, the desire to lead others, diversity, change and stimulation, self-improvement, the desire to avoid routine, and the need for remuneration, working conditions appear least of all.
The data obtained during the survey of personnel according to the modified methodology "Methods of stimulating the work of personnel in the organization" (Kibanov A.Ya., Batkaeva I.A., Mitrofanova E.A.) indicate the presence in the organization of the following forms and methods of stimulation: wages (nominal), provision of real wages, bonuses, profit sharing, equity participation, incentives for leisure time, labor or organizational incentives, incentives that regulate employee behavior based on the expression of social recognition, payment transport costs or own vehicle service, sale of company-produced or bartered goods, scholarship and staff training programs, housing programs, disability payment programs, loan associations.
Most middle managers identified such forms of incentives as the system of remuneration, payment of transportation costs, attitudes in the team, associations for obtaining loans, and the sale of company goods.
Analysis of the results of the study led us to the need to develop training as effective method increasing staff motivation, taking into account the company's incentive system. The concept of motivational training is based on the idea of E.V. Sidorenko that training should be motivating. After the training, its participants should not only be able to use the new that they received in the training, but also strive to use new knowledge and new experience.
The main areas of work with personnel in the framework of the training:
1) self-knowledge, monitoring of own actual motivation of managers;
2) the formation of the ability of managers to determine the motivation of the company's employees;
3) development of an algorithm for planning motivational activities, taking into account objective and subjective factors;
4) development of mechanisms for controlling one's emotional state, behavior in difficult situations.
Based on the foregoing, it becomes clear that the path to effective management of the labor activity of employees in modern organizational conditions lies through an understanding of their motivation and adequate stimulation of work. At the same time, there are significant differences in the motivational structure of top and middle managers of enterprises. This must be taken into account when developing a system of labor incentives in specific production conditions. The use of motivational training is an effective means of increasing the motivation of employees.
Reviewers:
Poddubny N.V., Doctor of Philosophy, Ph.D., Professor of the Department social work and Psychology, ANO VPO "Belgorod University of Cooperation, Economics and Law", Belgorod;
Shapovalova I.S., Doctor of Social Sciences, Professor, Head. Department of Sociology and Organization of Work with Youth, Belgorod State National Research University, Belgorod.
Bibliographic link
Kulikova O.V., Bubnova O.V. FEATURES OF MOTIVATION OF TOP AND MIDDLE MANAGERS IN MODERN ORGANIZATIONAL CONDITIONS // Contemporary Issues science and education. - 2015. - No. 1-1 .;URL: http://science-education.ru/ru/article/view?id=17809 (date of access: 12/23/2019). We bring to your attention the journals published by the publishing house "Academy of Natural History"
The main factor determining the responsibilities of any manager is his position in the organizational hierarchical pyramid. As a rule, there is a more or less clear idea of the functions, tasks, official duties top and bottom managers, but there is confusion about their definition when it comes to middle management.
Thus, top managers are responsible for the activities of the entire company. These are presidents and vice presidents, chairman of the board of directors, executive directors etc. They are responsible for making the most important, including strategic, decisions and work for the long term. And lower-level managers provide control over the implementation of day-to-day tasks and are responsible for the direct use of the resources allocated to them.
It would seem that these are the main links of the management chain. But if you dig deeper, the imperfection of such a system becomes obvious. The top manager has to simultaneously manage the company as a whole, ensuring the high quality of decisions, and control their timely and no less high-quality execution. Trying to make decisions for so many specialists is an initially dangerous path for both the organization and the manager. As practice shows, either the internal resources of a top manager or the general resources of an enterprise are enough for a short time.
That is why the presence in the organizational structure of the company of middle management - a layer between top and executive leaders - is the key to its harmony and versatility.
middle managers are responsible for the activities of important business units, divisions, departments and are a kind of golden mean between the top and one or more levels of executive managers.
The main difficulty of the work of a manager of this level is that his area of responsibility extends to most of the main business processes of the company. You need to be a truly talented leader and have the maximum number of professional competencies in order to effectively solve all the diverse tasks that middle managers face daily. Ensuring the efficiency of business processes, coordinating one’s work with other structural divisions, monitoring the uninterrupted and high-quality performance of tasks assigned to them by subordinates, as well as the most complete and accurate implementation of top management decisions is far from complete list their responsibilities.
So, the manager is obliged not only to convey to his subordinates strategic goals companies, the vision of their top management, but also to control the process of their implementation. With all this, he must clearly distribute responsibilities and motivate subordinates for their high-quality performance. A heavy workload, a high degree of responsibility and the need to quickly respond to external and internal changes in the business environment require the manager to be fully committed and adequately respond to stressful situations. It is not only the availability of the necessary professional and personal competencies that helps him cope with them, but also the motivation to work - the very “key” that every company interested in having really high-class managers needs to choose.
Turning to the problem of attracting specialists of middle management, it should be taken into account that there are not many options for solving it, and each of them has its drawbacks. Hiring specialists from other companies entails considerable financial costs. In this case, as well as during the usual search in the labor market, there is a danger of a long process of adaptation of a specialist. In turn, when employees are promoted from personnel reserve the company is faced with the need to train them, first of all, in managerial qualities, which are quite difficult to acquire at lower levels.
Regardless of the method of filling such vacancies, companies will sooner or later have to face with the question of retention managers in the company. And here the mistake of many leaders is insufficient attention to the issue of motivation.
Considering the components of the motivation of a middle manager, we first of all dwell on his compensation package. The specifics of the activities of the middle management, as a rule, require an individual approach, which means that the compensation package should be targeted - that is, drawn up taking into account the needs, and possibly the wishes of each manager. In this case, the "cafeteria" principle is relevant - when the manager can independently choose those components that really matter to him. In addition, the specialist’s compensation package should include a number of additional benefits and compensations that employees receive indirectly, and not in the form of direct cash payments ( application). Also important intangible motivators, that are integral part motivation systems. These include:
informing employees about the success of the company (projects, won tenders, awarding the company a place of honor in the rating, etc.);
congratulations on significant dates (anniversary, birthday, wedding, birth of a child, etc.);
assignment of internal distinctive titles: "Best Manager of the Company", "Best Salesman", "Best Boss", "Best in Profession", "Most Active Employee", etc.;
public encouragement for successful work or personal achievement (praise, acknowledgment, award diploma etc.).
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Application |
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Examples of compensation packages Package A: credit programs, discounts, flexible social payments and benefits; provision of personal: office, mobile phone, car, secretary, security, etc.; study at the expense of the company (second higher education, MBA, training in related professions, internships abroad); sale of valuable equipment at preferential prices; individual insurance programs for the employee and his family members; payment for vouchers; options on the company's shares; a system of N-year (3, 5, 7 years) contracts with the payment of significant bonuses at the end of the term; partial or full payment of housing rent. Package B: catering for employees at the expense of the company; medical insurance and medical care; career development programs, professional and qualification growth of personnel (training, mentoring, consulting); training in corporate trainings; flexible schedule work; payment of travel tickets or compensation of fuel expenses if you have a car; pension corporate programs; financial assistance programs for employees (in connection with a serious illness, death of loved ones); programs of sports, cultural, tourist events, banquets on the company's birthday, corporate New Year, etc. Package C: long-term loans; payment for treatment of elderly parents; financial assistance at the birth of a child; assistance to families with more than 3 children or disabled or orphans; payment household staff(nanny, housekeeper) or kindergarten for a child; helping children learn; assistance to university graduates in finding employment at their parents' enterprises; payment for summer language education of a child abroad; organization of children's holidays and gifts for various dates; organization of sports family competitions; payment for holidays with children. |
When designing a compensation package tailored to the individual needs of a manager, it is important to consider principle of homogeneity. If managers in the same line have significantly different compensation packages, pay, growth opportunities, etc., this will rather demotivate those professionals who will feel left out compared to those who are more encouraged.
Of course, the compensation package is an important motivational link, but in the process of its formation, it should be remembered that most of the components are, first of all, incentives that ensure the personal comfort of a specialist and guarantee a certain level of social protection(him and those close to him). And it would be a serious mistake to assign to them the role of the main motivators of the manager's successful activity in the company.
If we consider the question of motivation from the point of view of satisfaction with the financial factor, then middle managers can be singled out as the most sensitive layer in this respect. The work of top managers, as a rule, is very well paid, plus many of them own a block of shares in the company and receive a percentage of the income. Entry-level managers have not yet reached career heights and they have much to strive for - for them this is the main motivator. And the middle manager does not have such a stable financial position as the top one, and does not see such wide career prospects as managers of a step below, and therefore feels vulnerable. And if the company does not take care of his motivation in time, the outcome is obvious.
In terms of saturation and importance of tasks, the activities of middle managers often do not concede to those of top managers, and the level of their compensation has significant differences. Therefore, it is necessary to remove the internal tension and the feeling of dissatisfaction that may arise if the financial component of motivation is imperfect. This can be done by introducing additional benefits and guarantees, or by revising the bonus system and making it more flexible.
The importance of the financial factor for a middle manager often depends on how much the company is willing to pay him, as well as on what stage of his career he is. It's no secret that, at entry-level levels, dissatisfaction with pay can play a pivotal role in the decision to change jobs.
Unfortunately, cases where a resignation is a means to increase wages are not uncommon in our time. It is no coincidence that, according to studies, a person who changes workplace every 2-3 years, is in a better financial position than those who climb the career ladder in the same company.
In such a situation, top management makes a decision depending on the value of the work of this employee for the company and can either let him go, guided by the principle of “no one is irreplaceable”, or meet the requirements of the manager. But whichever of these decisions is made, the problem will disappear only for a short time. Finding a new specialist can require considerable time and effort. financial resources, and there is no guarantee that a new employee will sooner or later not come to management with similar requirements. In turn, the option of raising the level of wages according to the wishes of a valuable specialist can, firstly, put the company in a situation of dependence, and secondly, it will demonstrate to the rest of the employees the levers of influence on the management.
Therefore, it is very important that the company has a carefully thought-out, balanced remuneration scheme, tied to the development prospects of the employee and planning his career in the company.
And yet, as practice shows, financial factor is not the cornerstone of managers' motivation. It is doubtful that a truly high-class specialist can be kept in a company solely through regular wage increases.
It is quite difficult to find the optimal solution to the problem of motivation of middle managers, but it should be taken into account that its principles should not be the same for all specialists of this level. Individual approach always has an undeniable advantage in the formation of a motivation system. And the layer of middle management in Ukrainian companies is not yet so large that an individual approach would become burdensome for the company in some respect.
Having assessed the real knowledge and abilities of the employee, as well as his potential, management can draw up personal motivation map each employee of this link and further operate the information received in the interests of the company.
Demonstrating the transparency of career development even at the initial stage of work in the company is the key to the loyalty of a specialist in relation to the employer. The manager must clearly understand what exactly the company expects from him, what results he must demonstrate, and know that his work will be appreciated. It is not only possible, but also necessary, to keep effective, purposeful, loyal specialists in the company by creating programs for their professional and career growth, transparency of strategic plans and setting interesting tasks.
When creating motivational programs, it is necessary to take into account individual characteristics professional personalities.
So, there are managers for whom constant dynamics and changes are important in their work. They have a high level of stress resistance, quickly light up with a new idea and demonstrate perseverance and perseverance on the way to achieving the goal. They are motivated by getting a new task that allows them to realize themselves, give vent to ambitions, and also career and assigning a certain status in the company. The presence of such specialists is especially important in a period of rapid development, the capture of new market segments.
In the period of progressive development, people of a different psychotype are indispensable. Balanced, analyzing the situation and making only balanced, carefully thought-out decisions, they effectively support the business. These employees are ready to make a personal contribution to the development of the company, but prefer to do it at their own pace, in accordance with internal values and attitudes. Such managers are rarely motivated by career growth and brilliant prospects; they are more interested in a sense of stability and confidence in tomorrow and emotional comfort. The ability to progressively build a career, develop in various directions (building a career grid), flexible work schedules, social security through the necessary components of the social package - these are their main motivators.
Growth opportunities - horizontal or vertical, which the company can offer an employee, depend on the position of the specialist, his personal qualities and aspirations, as well as the period of development of the company. It is very important to keep a balance of all these factors and offer the manager exactly the motivational program that will ensure maximum efficiency of his work.
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Introduction
In recent years, the business world has become extremely complex, has become incredibly volatile, the level of competition has increased, the situation as a whole has become unpredictable, rapidly changing.
Continuous improvement in the quality of products and services, improvement of the organization and, at the same time, price reduction - this is the main goal of the leaders of organizations, since only in this case the organization will be able to remain competitive in the market.
One of the most important factors of production is labor. The personnel of the organization is one of the most important components of product quality. Therefore, the effectiveness of the organization directly depends on the productivity and quality of work of its employees, which, in turn, is impossible without the interest of the employees themselves.
Motivation and remuneration of employees is one of the most important and most difficult tasks that management personnel have to solve. Experienced managers who want their employees to make the most of their jobs must develop specific methods of motivation to meet the needs of each individual employee.
All of the above determines the relevance of studying the relationship between improving the efficiency of an enterprise and the availability of an effective system of motivating employees.
The object of the study is Unex LLC.
The subject of the research is the study of the structure of the motives of the leaders of the lower and middle levels of management.
The purpose of this work is to analyze economic relations between stakeholders in order to optimize the motivation system for lower and middle managers.
The implementation of this goal required the solution of the following research tasks:
Analyze the theoretical foundations of motivation.
Consider the impact of motivation on the effectiveness of managers.
Conduct a study of the motivation of lower and middle managers of UNEX LLC.
The scientific research methodology is based on a systematic and situational approach, the use of analysis and synthesis methods, economic and mathematical analysis, and expert assessments.
The structure of the study is determined by the goals and objectives of the study. It consists of an introduction, three chapters, conclusions, a list of references and references, applications.
1. Theoretical basis motivation of personnel of modern organizations
1.1 Labor motivation as a process; essence, types
When working with the personnel of an enterprise, one of the central places of management is the motivation of employees, since it is the direct cause of their behavior. Orientation of employees to achieve the goals of the enterprise is essentially the main task of personnel management.
Due to changes in the content of labor in the context of scientific and technological progress, extensive automation and informatization of production, as a result of an increase in the level of education and social expectations of employees, the importance of motivation in personnel management has increased even more, the content of this type of management activity has become more complicated.
Today, for effective management the activities of the organization require responsible and proactive employees, highly organized and striving for labor self-realization of the individual. It is impossible to ensure these qualities of an employee with the help of traditional forms of material incentives, strict external control and punishments. Only those people who are aware of the meaning of their activities and strive to achieve the goals of the organization can expect to receive high results.
Motivation is the process of inducing a person to certain activities through internal and external factors.
Consider the most famous ways of motivation:
Normative motivation - inducing a person to a certain behavior through ideological and psychological influence: persuasion, suggestion, information, psychological infection, etc.;
Coercive motivation based on the use of power and the threat of deterioration in the satisfaction of the employee's needs if he fails to meet the relevant requirements;
Stimulation - the impact not directly on the individual, but on external circumstances with the help of benefits - incentives that encourage the employee to certain behavior.
The first two methods of motivation are direct, because they involve a direct impact on a person, the third method - stimulation - is indirect, since it is based on the influence of external factors - incentives.
The concept of “motive” occupies a central place in the theory of motivation. A motive is something that causes a person to act in a certain way.
The motive is “inside” a person, has a “personal” character, depends on many external and internal factors in relation to a person, as well as on the action of other motives that arise in parallel with it. Often, motives are also defined as a person's initially non-actualized readiness for a certain behavior. The actualization of a motive means its transformation into the main impulse of psychological activity, which determines behavior.
Let us determine which aspects of human behavior are revealed in the concept of motive. The motive characterizes, first of all, the volitional side of behavior, i.e. it is inextricably linked with the will of man. We can say that the motive is the impulse and cause of human activity. It is predominantly a conscious urge. Despite the fact that many motives originate in the subconscious, nevertheless, they become the driving force, the determinant of behavior, only when they are more or less conscious.
The motive is generated by a certain need, which is the ultimate cause of human actions. He is a phenomenon of psychology, subjective reality, i.e. conscious and subconscious.
Although the motive expresses readiness for action, encourages it, it may not develop into action or behavior, in this case there is a struggle of motives, in which the strongest of them wins and becomes actualized.
The initial link, the first "pole" of the mechanism of motivation is the need, expressing the need, the need for a person of certain goods, objects or forms of behavior. Needs can be both innate and acquired in the process of life and upbringing.
Claims and expectations are real, correlated with the environment forms of manifestation of need. They are the next link in the mechanism of motivation after the need. Claims are the habitual level of satisfaction of needs that determines human behavior. On the basis of the same need, different claims and expectations can be formed.
Expectations specify the claims in relation to the real situation and certain behavior. Based on approximately the same claims, expectations, however, may differ significantly. Let's say, in a crisis situation, when the company is on the verge of bankruptcy, the expectations of employees are much lower than in normal, "normal" times. Under different conditions of claims, expectations can differ very significantly. Thus, the expectations of remuneration for approximately the same work of an American and Russian civil servant or scientist today are almost incomparable.
It is important to take into account the different levels of claims and expectations of employees in the process of motivation. So, for one worker, accustomed to modest earnings, setting a monthly salary higher than the previous one will be an effective incentive that motivates conscientious work.
For another, previously highly paid employee, the same salary will cause dissatisfaction and become a demotivating factor. Accordingly, there is nothing more demotivating than low wages.
The second "pole" of the motivation mechanism is a stimulus, which is one or another benefit (objects, values, etc.) that can satisfy the need in the implementation of certain actions (behavior). Strictly speaking, the incentive is focused on the satisfaction of needs.
Thus, the stimulus is directly focused on the need, its satisfaction, while the motive is the main connecting link, the "spark" that, under certain conditions, slips between the need and the stimulus. For this “spark” to occur, the stimulus must be more or less recognized and accepted by the worker.
Between the need and the stimulus, as the two extreme "poles" of the motivation mechanism, there is a number of mediating links that characterize the process of perception (including evaluation) of the stimulus and the formation of a non-actualized (usually latent, hidden or not yet fully conscious) motive. At this stage of the cycle of transformation of a stimulus into a behavior-determining motive, the stimulus may be preliminarily accepted, or perhaps even rejected by the subject.
The mechanism of labor motivation, characterizing only the general links of the motivational process, does not yet give meaningful ideas about the formation, strength and duration of action, structure and subordination, direction and features of the interaction of various motives of human behavior. An analysis of these aspects of the processes of inducing a person to organizational activity is contained in the theories of labor motivation.
The manager is called upon to achieve not the maximum activity of subordinates, but to increase their activity to the optimal level. Activity alone does not provide the necessary motivation. A person can work diligently, be active, but there will be no positive result if he directs his activity in the wrong direction. A similar situation occurs when the subordinate does not represent the final goals of the work. The reason may be ignorance insufficient control and poor management of its activities. Due to the wrong direction of work, the emergence of a conflict between the individual's own needs and the goals of the collective is also real. In order to optimally ensure the motivation of staff, the manager should keep in mind both components of motivation: activity and direction. This is the only way to really improve staff motivation.
The first stage is the emergence of needs. The person feels that something is missing. He decides to take some action. Needs vary widely, including:
Physiological;
Psychological;
Social.
The second stage is the search for ways to satisfy a need that can be satisfied, suppressed or simply ignored.
The third stage is the definition of goals (directions) of action. It is determined what exactly and by what means needs to be done to meet the need. Here it is revealed what needs to be obtained in order to eliminate the need, in order to get what is desirable, to what extent it is possible to achieve what is necessary and what is actually obtained, can eliminate the need.
The fourth stage is the implementation of the action. A person expends efforts to carry out actions that open up to him the possibility of acquiring what is necessary to eliminate the need. Since the work process affects motivation, goals can be adjusted at this stage.
The fifth stage is receiving a reward for the implementation of the action. Having done necessary work, a person receives what he can use to eliminate the need, or what he can exchange for what he wants. It reveals how the implementation of actions provided the desired result. Depending on this, there is a change in motivation for action.
The sixth stage is the elimination of need. A person either stops activities before a new need arises, or continues to look for opportunities and take actions to eliminate the need.
Today, for the effective operation of the organization, responsible and proactive employees, highly organized and striving for labor self-realization of the individual are required.
It is impossible to ensure these qualities of an employee with the help of only traditional forms of material incentives and strict external control, wages and punishments. Only those people who are aware of the meaning of their activities and strive to achieve the goals of the organization can expect to receive high results.
1.2 The influence of motivation on the performance of managers
The problem of motivation was initially and above all studied by specialists in relation to management team. First, the work of managers is almost impossible to ration. Secondly, independence, which means freedom to use work force significant for senior managers. Thirdly, it is assumed that the effectiveness of the motivation of top managers depends entirely on their effectiveness. If we talk about ordinary performers, then their work, as a rule, is regulated by various regulations, starting with the production rate for the worker and ending with the job description for specialists. Therefore, it is relatively less important how motivated or unmotivated the employee is. The administration has a certain idea of what it should do, and a certain idea of how much it needs to be paid, that is, the classic scheme “for the rate of work - the rate of payment” is working. And this labor rate is fairly easy to calculate. For managers, especially at a high level, it is impossible to ration labor, so they can be managed mainly through motivation and stimulation.
An analysis of the motives for accepting the function of a leader showed that the material factor is far from being the leading one. The motivations for taking on the role of manager are presented in Table 1.
Table 1 - Motivations for taking on leadership roles
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Interesting and varied activities |
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The possibility of using personal abilities |
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Strategic activities |
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Opportunity to work creatively |
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Independence at work |
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The possibility of self-expression |
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Social contacts, work with people |
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Desire to lead more |
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Leadership brings satisfaction |
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Great influence on the activities of colleagues |
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Career advancement |
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Big income |
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Possibility of communication |
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Possibility of risk |
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Status in the organization |
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family status |
The very essence of managerial work turns out to be attractive - an interesting diverse activity, the possibility of realizing personal potential. Career advancement, big income in the structure of motives, they are only in 11th and 12th place. Status factors turned out to be completely insignificant: status in the organization, status in the family. Middle positions are occupied social factors: the ability to influence the activities of colleagues, social contacts. An analysis of managerial attitudes characteristic of managers gave extremely interesting results, which can be seen in Table 2. Today, managers are characterized by an orientation towards profit and success, a desire for independence and expansion of responsibility. However, the willingness to innovate, the willingness to make decisions, the willingness to take the inevitable risk in making decisions is in last place among managers.
Table 2 - Analysis of management attitudes characteristic of managers
Experience shows that the same contradictory attitude is quite common among Russian managers. For example, in the Oil Concern, a manager often comes to the top management not with a project to solve a problem, but with a problem designation. Attempts to delegate the decision-making function down the hierarchical structure of the organization meet with fierce resistance from managers. Managers expect work to be self-expressive, they want more independence. They want more rewards for the fact that they work independently. At the same time, they want their line manager to take full responsibility for the risk. Perhaps the improvement of the personnel management system as a whole, and not just the remuneration system, will resolve this contradiction.
The motivational shift, characterized by a decrease in the material factor for top managers, led to an imbalance in the motivational structure. In such a situation, the company's management cannot afford to neglect the problems of improving the incentive system for managers.
So, let's consider an analysis of the results of a study conducted by the author at the Neftyanoy Concern. More than 100 people took part in the survey.
The author aimed to explore job satisfaction, the level of labor activity, the main factors that affect labor activity and the degree of significance of various job characteristics for employees.
In our study of job satisfaction, we used expectations theory in combination with instrumental theory.
Expectation is the belief that a certain action will be followed by a certain result. Valence is the degree of satisfaction with this result. From the instrumental theory, we took the following position: job satisfaction at the level of 10% indicates the inability of a person through work to achieve some result.
The maximum level of satisfaction among the leaders of the Neftyanoy Concern turned out to be 70%, and the average - 62%. In our study, 19% of executives reported a job satisfaction level of 10%. But this is the fifth part of the respondents! Fifth managers, who should, in theory, make decisions and determine the tactics of work, showed an inability to achieve goals.
The results of the analysis of satisfaction with various aspects of the working situation turned out to be extremely interesting. We took Herzberg's two-factor theory of motivation as the basis for the analysis.
The theory divides the factors influencing job satisfaction into two groups. The amount of wages, working hours, social and hygienic conditions, the level of work organization, relations with colleagues, relations with the boss, technical equipment, the ability to solve social and domestic problems are hygienic factors. If these factors are absent or do not meet the expectations of employees, people immediately signal job dissatisfaction to us. If the situation with these factors is favorable, this does not mean that the level of job satisfaction will be high. Only the second group of factors, the so-called motivators, can make job satisfaction high. This group includes such factors as the diversity of work, the need to solve new problems, independence in work, the correspondence of work to personal abilities, the possibility of promotion.
In the course of a survey at the Oil Concern, the vast majority of respondents said that they were satisfied with motivating factors. That is, everyone said that they were satisfied to some extent with the variety of work, factors of human relations with colleagues, with leaders. However, the company's employees unanimously declared that they were completely dissatisfied with hygiene factors: salary, the possibility of solving social problems. From the point of view of Herzberg's theory, the situation is very good.
However, if we recall Maslow's pyramid of needs, we get that the basic basic needs are not satisfied: employees are not satisfied with their wages, they are not sure about their future. The needs of a higher level: self-expression, social needs are satisfied. That is, the pyramid has no foundation, which means that the state of the organization is extremely unstable. Most likely, in this situation, people will either try to actively meet the needs of the lower level, that is, constantly raise the issue of wages, express their disagreement. Or they will use other ways to satisfy basic needs that go against the goals of the organization: steal, work for themselves, work for competitors.
Now let's see what happened in the "Oil Concern" with the level of labor activity. Is it really so important to us how active a person is at work? Exists great amount jobs that do not require high labor activity at all, where human labor is strictly regulated by regulations. However, from the point of view of personnel management, we call this factor significant. Why? Because we consider the level of labor activity as the degree of desire and ability of the employee to invest his labor in general activities organizations. That is, we consider activity as some function of the worker's contribution. If we turn to the theory of social comparison, we see that the difference in the contribution of the worker and his colleagues motivates the worker to reduce this difference.
At the Oil Concern, we have enough high level labor activity. Managers - 80%. At the same time, the average level of labor activity in our country is higher than the average level of job satisfaction. According to Atkinson's theory, if the employee's expectation is successfully rewarded, then the intensity of work and interest in results decreases over time. The results of the survey showed that the company has reached just such a turning point when building an effective personnel management system can maintain a fairly high level of work efficiency in the long term.
Now let's move on to the analysis of factors that affect labor activity. The survey showed that the main factor that reduces the level of labor activity is the incorrect use of administrative measures by management. Moral and, first of all, material incentives were named as factors that increase the level of labor activity. Indeed, in this organization, incentives, mainly in cash, were made behind the scenes and had a small amount. Orders were given mainly orally, and punishments - in writing. In this case, the punishment was very often public. With high significance informal relationships in the organization, administrative impacts of this nature were perceived by the staff unambiguously negatively.
First of all, the author expected that the employees of the company would name the fear of losing their job as a significant factor influencing labor activity. However, the results of the survey showed that employees are not afraid of losing their jobs in this organization. It turned out that the transition to the next position or to another organization is one of the main immediate plans of employees at all levels of management. Only female managers over 30 showed a willingness to continue working in the same position and noted a high level of activity and job satisfaction. Readiness to change the organization was shown not only by specialists, which, in general, was expected, but also by managers.
That is, we have the following situation. Most of the employees believe that their work is poorly paid, they are managed incorrectly, so they are not afraid of losing their job in the organization. A high level of labor activity indicates a willingness to change this situation either by moving to a higher position in the organization, or by dismissal. According to my estimate, 70% of the staff blackmailed the administration with their dismissal, seeking a revision of wages, a redistribution of powers.
The study showed that there is an urgent need to change the wage system. Based on the analysis of the survey results, a new wage system was developed. Only such an approach to the organization of remuneration, when we, first of all, study the structure of employees' motives, satisfaction with wages, and only then make decisions about changes, in my opinion, is effective. Otherwise, we will inevitably encounter problems after the introduction or in the process of introduction. new system. It is especially important to take into account the motivational structure of managers, since it is they who will become the conductors of changes in the wage system.
1.3 The relevance of the study of the structure of motives in management
Motivation - it is she who makes us strive for something, set certain tasks and act, achieve our goals, and the effectiveness of human activity depends on motivation. Needless to say, the ability to use motivation tools comes to the fore for managers, the problem of motivating managers requires a particularly careful approach, so let's consider it in more detail.
In the analysis of the foundations of the activity of human behavior, the concepts of "motive" and "motivation" are used. Often they are used to refer to different aspects of the same psychological mechanism. Although these terms are related, they are not synonymous. Therefore, it is important to take into account the existing differences in their content.
The motive is a kind of mechanism that causes activity and determines the direction, content and activity of human behavior. The motive is formed on the basis of social experience, and in this sense it represents a need enriched by experience. human activity according to its satisfaction, as well as social values, norms and other elements of culture. Each motive corresponds to a specific need, and to satisfy it, you can find a specific subject of activity. There are three functions of motive as regulators of activity:
Motivation for activity, activity (energy potential);
Choice of direction of activity (vector "motive-goal");
Giving a personal meaning to the activity (perhaps not for all motives, but only for the leader), which increases the level of awareness of the causes of actions and deeds.
The main feature of a person is that any of his activities is polymotivated, that is, it is based on not one specific motive, but some set of them, a set of motives that are in a certain relationship with each other. To denote the influence of all motives on human actions, the concept of motivation is used. In this regard, we can say that the motive is the basic unit of analysis of motivation.
Managers' motives. So, in order to have an idea about the capabilities of an employee, it is necessary to understand the motives of his professional activity, primarily a leading motive, which is best manifested in:
The subject and goals of the activity that he chooses or prefers;
The results of activities that bring him satisfaction;
Emotional experiences and reactions that accompany the process of achieving the goal.
Analysis of managerial activity and priorities in the work of managers of different levels allows us to identify 10-12 main motives, more often than others present in the structure of their motivation (Table 3).
Table 3 - Analysis of managerial activities and priorities in the work of managers
|
The form of manifestation of the motive in behavior and emotions |
|||
|
Success Achievements |
The desire to achieve the goal, obtain a positive result and experience success |
Independence, activity in the search for effective means to achieve the goal, propensity to take risks, a high degree of responsibility, self-confidence, actions, desire to succeed in everything, high self-esteem |
|
|
Professional |
The desire to immerse yourself in the content of the activity, to delve into all issues, to improve the process and results of work |
||
|
Social recognition, status, prestige |
The desire for a high social assessment of one's merits, authority and respect, fame, obtaining a worthy status in society, occupying a good position |
Orientation in actions to the assessment of superiors, the ability to be in the spotlight when success is achieved and in the shadows when failures are achieved. Desire to be seen, focus on authoritative opinion, flexibility in working with management |
|
|
Material |
The desire for material wealth, wealth, material independence |
Practicality, prudence, taking into account the ratio of efforts and costs of work and the expected material result, focusing on the possibility of obtaining additional material benefits in the process and based on the results of work, preference for guaranteed immediate small benefits over risky and delayed large ones |
|
|
Security, failure avoidance |
The desire to feel safe, avoid failures, negative assessments of one's activities, difficulties, surprises, limit responsibility and independence |
Caution, a tendency not to take risks, avoiding independent decisions and responsibility, fear of acting without instructions "from above", fear of mistakes and punishment, low activity in unfamiliar situations and in solving new problems, preference for performing functions |
|
|
competitive |
The desire to be better than others, to achieve more noticeable and striking results, to receive higher external ratings than others, not to lose in anything |
Attitude to work as a competitive game, constant comparison of one’s actions and results with others, orientation to the opinion of the evaluator and the achievements of others, the main criterion for internal evaluation is “to be no worse than others” |
motivations for activation. There are motives that are completely satisfied with the content and results of the work. They can be called adequate. However, there are motives that are not adequate to the content and results of professional activity; they are satisfied by some accompanying conditions.
According to this criterion, motives can be divided into three subgroups. The first category includes motives that are fully adequate to the content and results of management activities (motivation - management style). These are, for example, the motives of "achieving success", "material", "self-realization" (in cases where a person has real abilities for managerial activity), "social status, prestige" and "power".
The second subgroup includes motives that can, in principle, be satisfied by the content of managerial activity, but in many other types of activity they can be satisfied more easily and more fully. Such relatively adequate motives are the motives of "avoidance of failure", "personal development", "communication", as well as "professional", "social recognition".
The third subgroup includes motives that are not adequate to managerial activity and, therefore, are not satisfied with its main content and results. For managers, for example, such inadequate motives include "cognitive", "self-realization" (if the realized abilities are far from managerial ones).
The most active is the one whose motivation structure is dominated by the motives of the first subgroup and the leading position is occupied by one of them. The least active are those whose motivational structure is dominated by the motives of the second and third subgroups, and the leading position is occupied by a motive from the third subgroup.
Vector "motive - goal". Motives, depending on the results of the activity with which they are satisfied, are divided into internal and external. For example, a material motive is external, it is satisfied with material goods. The motive of self-realization is internal, it is satisfied with individual self-awareness, understanding of the achieved result as the realization of one's plans, abilities, calling.
Thus, to external motives satisfied by real objects, material values, external assessments, status in society, power, include:
The motive for achieving success;
Material;
Social status, prestige, recognition;
Responsibility to others;
avoidance of failure;
Competitive;
Power, dominance over others.
Internal motives satisfied by internal psychological results of activity: sensations (sense of success, accomplishment of duty), self-esteem, their compliance with certain values, experiences of intellectual and creative achievements include:
The motive of self-realization;
Professional;
Respect and self-respect;
Independence.
Therefore, based on the leading motive of professional activity, it is possible to construct a typology of manager's effectiveness. The one whose motives are adequate to the content and results of management activity, and the one who receives satisfaction from the process and results of work, including their external evaluation, is capable of high efficiency. Possible options the effectiveness of motivation are presented in the table. According to this criterion, the most effective work as a leader, those who have adequate internal motives are predisposed.
Table 5 shows that only the motive of self-realization, subject to the availability of appropriate abilities, belongs to these. In second place in terms of efficiency are adequate external motives. There are more such motives: achieving success, material, etc. It is clear that the least effective activity is generated by inadequate motives.
Table 5 - Motives that determine the different effectiveness of managers
|
Characteristics of motives |
Intrinsic motivations for managers' effectiveness |
External motives for the effectiveness of managers |
|
|
Adequate |
Self-realization (only in cases where a person has real abilities for managerial activities) |
Achievement of success, material, power, dominance over others, responsibility to others |
|
|
Relatively adequate |
Professional, self respect, independence |
Social status, prestige, failure avoidance, competitiveness, communication |
|
|
inadequate |
Self-realization (if realizable abilities are far from managerial) |
Being like everyone else (not standing out), avoiding independence |
ambitious motives. The position of the head is prestigious and socially attractive. Therefore, often those who do not have the ability or high professional motivation To this species activities. However, their motives to one degree or another can be satisfied in their work in this capacity.
The motivation of a person's ambition is characterized by three main features:
A high level of motivation ensures its corresponding activity. He is completely devoted to achieving the goals set, striving to achieve what he wants by all means, plunging headlong into the content of the tasks and often forgetting about the cost of the means used.
Dominant in the structure of motivation are external motives. Accordingly, in the position of the leader, there is necessarily a motive that is satisfied by objects, objects, conditions external environment, for example, the motive for achieving success, power, social recognition, prestige, material. If a person clearly dominates over others by some internal motive, for example, cognitive or self-development, then one cannot speak of ambition.
The leading motive is stable; in almost any activity and situation, it clearly dominates the others. If for most people with the development of their personality, gaining experience, the leading motive of professional activity changes, then for ambitious people it remains unchanged. Thanks to this, ambitious people are very focused. All their time and energy is devoted to the main goals and objectives. That is why ambitious people often have monotonous interests and a limited set of topics for communication.
It should be noted that in certain situations ambitions appear in many people. Each person has external motives, and he needs their satisfaction. Ambition arises when an external motive occupies a leading position in the structure of motivation. Moreover, when success is achieved, ambitions can even grow. But if then the position of the leader again begins to be occupied by motives that are internal in their content, ambition disappears. This display of ambition is situational. Many people are situationally ambitious. The truly ambitious are only those whose leading position in the structure of motivation is constantly occupied by strong external motives.
For all organizations - large and small, commercial and non-profit, for any enterprise, managing people is essential. Without people, there is no organization. Without the right people, without specialists, no organization can achieve its goals and survive. There is no doubt that the management of people, i.e. human resources is one of the most important aspects of the theory and practice of management.
Creating a world-class company is always associated with the people who work in the enterprise. Correct principles of organization of the enterprise, optimal systems and procedures play, of course, an important role, but the realization of all the possibilities inherent in new management methods depends on specific people, on their knowledge, competence, qualifications, discipline, motivation, ability to solve problems, receptivity to learning.
Thus, based on the above, the following conclusions can be drawn:
The main factor that reduces the level of labor activity is the incorrect use of administrative measures by management. The factors that increase the level of labor activity were moral and, first of all, material incentives;
An effective approach to the organization of remuneration should be called when we, first of all, study the structure of employees' motives, satisfaction with wages, and only then make decisions about changes;
In order to have an idea about the capabilities of an employee, it is necessary to understand the motives of his professional activity, first of all, the leading motive.
2. Study of the motivation of lower and middle managers of UNEX LLC
2.1 Organizational and economic characteristics
The Russian metal market is becoming more organized every year, services are developing, new forms of doing business are emerging related to the promotion (distribution) of metal products from a metallurgical plant or plant to the end consumer. So, the metal depot is engaged in the storage and sale of rolled metal products.
The company REIL-Region, the legal name of UNEX LLC, is one of the largest independent companies, which supplies rolled metal products in the South Urals market. The company is engaged in wholesale and retail rolled metal products.
UNEX LLC has been operating in the metal trading market since 2001. UNEX is a major wholesale supplier of rolled metal products. For ten years, UNEX has consistently been among the top ten metal traders in the Urals! The total number of employees of the company is 58 people.
A significant part of the warehouse and office space is owned by the company.
The main suppliers of the Company are the largest metallurgical plants in Russia and the CIS countries, including: MMK, NLMK, NTMK, ZSMK, Severstal, Amurmetal, Azovstal, MECHEL, ChMP, VSMZ.
The range of products offered is about 1,500 types and sizes. About 5,000 tons of rolled metal are stored daily at the UNEX metal depot, which is:
1) sheet metal (cold-rolled, hot-rolled, galvanized, stainless steel, alloy steel);
2) pipes (water and gas, electric-welded, seamless, shaped, galvanized);
3) long products (reinforcement, I-beam, equal-shelf and unequal-shelf angle, square, circle, channel, low-alloy channel, hexagon, strip);
4) expanded metal sheet (thickness 4-6 mm, length 2000-3500 mm, width up to 1250 mm, it is possible to manufacture sheets of non-standard thickness and any cutting by agreement with the customer).
LLC "UNEX" offers its customers a variety of options for cooperation. These can be either one-time purchases of any batches of rolled metal, or comprehensive service enterprises.
Each client is provided with an individual approach to work. A flexible system of discounts is built in such a way that the buyer gets the maximum benefit from working with UNEX. There are various options for paying for rolled metal products by customers:
Cash and non-cash payment,
Payment deferment.
The company offers its clients a full range of services for customs clearance and sending cargo by any transport:
automotive,
Railway.
The organization carries out effective activities in the field of improving personnel management, adopting the experience of other enterprises in the organization production process.
In general, the enterprise is an effective manufacturer of metal structures of the international level, as the technologies of world quality standards have been mastered.
The mission of UNEX LLC includes the following:
1. Purposefulness of the enterprise management to increase the competitiveness of manufactured products in the market
steel structures in accordance with international standards quality;
2. Application modern technologies metal processing and product certification will attract potential foreign customers of metal structures.
The main goals of the organization are the following:
Survival in a competitive environment;
Avoiding bankruptcy and major financial failures;
Leadership in the fight against competitors;
Price maximization;
Creating an image;
Growth of economic potential;
Growth in sales volumes.
The implementation of the UNEX LLC strategy involves the fulfillment of the following strategic tasks:
Expansion of the geography of the presence of the UNEX LLC branch network, including trade representations, service metal warehouses and metal centers. until 2015 planned additional opening service warehouses in Yekaterinburg, Khabarovsk, Novosibirsk;
Development of the service component of metal trading services. This area of activity involves strengthening control over the efficiency of the service business (metal cutting, packaging and delivery of products to the client). The management of UNEX LLC plans to equip the largest warehouses with more efficient equipment, build a sales system and expand the range of services provided, as well as create its own logistics company with a fleet of at least 50 vehicles;
Development of the production line. As part of this task, the management of UNEX LLC plans to implement a project to create 10 sheet and rebar service metal centers, which will expand the range of products. Metal centers will be equipped with production lines for longitudinal and cross cutting sheet, as well as equipment for the production of reinforcing mesh and frames for customers in the construction sector;
Reformation of the legal structure of UNEX LLC in order to increase the transparency and quality of corporate governance.
The structure of individual groups of goals of the organization is presented in table 6.
Table 6 - The structure of individual groups of goals of the organization
|
Type of goals |
Short term |
medium-term |
Long term |
|
|
Financial |
Profit for each month; the level of fixed and variable costs; the amount of dividends; liquidity |
Growth in profit compared to the previous period; level of profitability; liquidity; the amount of dividends; capital size and structure |
The amount of profit per year; capital and its structure; level of profitability; liquidity; dividend amount |
|
|
Organizational |
Implementation of job descriptions by employees; employee motivations; staff development; structure filling |
Macrostructure, functional diagram; composition of employees: requirements profiles; motivation; training |
Macrostructure and its changes |
|
|
Marketing |
Sales volume by months (with breakdown by product groups, customer groups); the number of attracted clients for the period for each category; goals to attract specific (by name) customers; expanding sales to existing customers; sales plans and performance indicators for employees |
Growth in sales compared to the previous period (with a breakdown by product groups, customer groups); market share; sales plans and performance indicators for employees/departments; range; customer structure |
Sales volume per year (with breakdown by product groups, customer groups); market share; range; customer structure |
The company has a wide range of products, which allows the use of complex solutions.
The metal trade is one of the first to respond to crisis phenomena in the real economy. The crisis of non-payments leads to a slowdown in the pace of construction and consumption of rolled products in the construction industry. Metal traders, not receiving orders for the supply of metal products for construction, reduce purchases from manufacturers, metallurgical plants- further on the rise, like a snowball. In this regard, the metal trade can be compared to a barometer, a sensitive instrument of economic activity.
The weak side of the enterprise is the presence of high prices for rolled metal products.
The threat to the activity of the enterprise is the instability of Russian legislation. conquest regional markets and the conclusion of direct contracts reflect the production capabilities of the enterprise.
Consider the SWOT analysis matrix of UNEX LLC in Table 7.
Table 7 - SWOT analysis of UNEX LLC
|
Strengths: |
Weak sides: |
|
|
1. A wide range of nomenclature allows the use of complex solutions |
1. High material prices |
|
|
2. Experience in the rolling stock repair market, trust from customers |
2. Insufficient speed of reaction to changes in the market situation |
|
|
3. Availability of own production |
3. Insufficient attention to staff training |
|
|
4. Lack of research into staff motivation and system effectiveness |
||
|
Possibilities: |
||
|
1. Conquest of regional markets |
1.Instability of Russian legislation |
|
|
2.Conclusion of direct contracts with suppliers |
2. Increasing competition: market penetration by federal-scale companies |
|
|
3. Implementation of foreign economic activity |
3. Overspending of material resources |
Potential consumers of rolled metal products are construction companies and individuals. Demand this product stable as the metal is the most important component technological process construction.
Currently, negotiations are underway and preliminary contracts for the supply of rolled metal products have been signed. construction companies. Prospects for the development of the rolled metal market allow forecasting an increase in sales volumes.
The closest competitors of UNEX LLC are such companies as Metallokomplekt-M LLC, TK Evraz LLC. They are competitors in the sale of certain types of long products, sheets and pipes.
The advantages of our competitors are that they offer a wider range of services, such as cutting non-standard sheet sizes, manufacturing welded metal products, and this largely affects the cost of products. Working with non-standard types of rolled metal, the competitors of UNEX LLC have the opportunity to make discounts on prices depending on the importance of the consumer, which attracts customers.
At present, due to the difficult financial position, which has developed among competitors ("Metalkomplekt-M"), there are big problems. Due to non-payments and constant debt railway they disrupt supplies to their customers, thereby losing profitable customers.
The study of the state of competitors is carried out by the General Director,
commercial director and planning department when approving prices for metal products.
From the data in Table 3 and the graph in Figure 2, we see that the price of REIL-Region for a channel over the past three years has been lower than the price of competitors. It speaks of competitiveness.
Table 8 shows the factors that make it possible to determine the degree of competitiveness of competing firms in the rolled metal market in Chelyabinsk.
Determining factors:
The volume of warehouse balances;
Volume of sales;
Highly qualified personnel;
Efficiency of acceptance of managerial;
Embodiment decisions taken(technical support of the market);
Organization of warehouse work;
Assortment Evraz;
Availability of own warehouse;
Pricing policy (+ low prices, (-) high prices);
Table 8 - Factors that make it possible to determine the degree of competitiveness of competing firms in the rolled metal market in Chelyabinsk
|
COMPANY - COMPETITOR |
The volume of warehouse balances |
Volume of sales |
Highly qualified staff |
Mobility in making managerial and strategic decisions |
Implementation of decisions made (technical market support) |
Organization of warehouse work |
Assortment Evraz |
Availability of own warehouse |
Pricing policy (+ low prices, (-) high prices) |
||
|
Metalkomplekt-M |
|||||||||||
|
Uralsibtrade |
|||||||||||
|
Carbofer |
|||||||||||
|
MetalInvest |
... |
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"HR officer. Personnel management", 2008, N 9
DIAGNOSTICS OF THE STATE AND WAYS OF IMPROVEMENT
The article proposes an analysis of the results of diagnosing the state of the modern system of stimulating the work of managers commercial organizations substantiated directions for its improvement.
To assess the state of the modern system of stimulating the work of managers of business structures, a survey was conducted of the heads of 15 commercial organizations in Voronezh. The developed questionnaire included three blocks of questions: information about the enterprise, information about the manager, information about tools and models of remuneration. In the third block of questions, the respondents were asked not only to note the forms of remuneration in force at the enterprise, but also to evaluate them by the degree of influence on labor motivation leaders. In total, 182 managers of various levels took part in the survey (Table 1):
The highest level (top management, or executives) is a group officials organizations exercising general strategic management of the company or certain functions and production and economic complexes, which, as a rule, have a certain economic autonomy and access to the market (heads of departments, branches, groups, departments, sectors);
The middle level (middle management, or managers) is represented by managers responsible for production or sales operations, including compliance with the spending limits established by top management (heads of specialized industries, sales offices and their networks). This level also includes lower-ranking managers responsible for the course of the production process, covering several primary production sites or other structural units;
The lower level of management (supervisors) is represented by low-level production managers, who are subordinate to employees performing executive functions (workers, office workers, specialists).
Table 1
Characteristics of managers
|
Criterion |
||
|
I. Position level |
||
|
Senior Manager |
||
|
middle manager |
||
|
Lower level manager |
||
|
II. Age group |
||
|
over 25 to 35 years old |
||
|
over 35 to 50 years old |
||
|
over 50 years old |
||
|
III. Length of service in a leadership position |
||
|
over 1 to 3 years |
||
|
over 3 to 5 years |
||
|
over 5 to 10 years |
||
|
over 10 years |
||
|
IV. Leadership style |
||
|
Autocratic |
||
|
Democratic |
||
|
Liberal (permissive) |
The choice of organizations of various forms of ownership, scale, industry affiliation at various stages life cycle(Table 2) is due to the search for common and special in the tools and models of remuneration for managers of different levels.
table 2
Characteristics of organizations
|
Criterion |
||
|
I. Composition of owners |
||
|
Labor collective |
||
|
Director and his team |
||
|
Third party firms, physical |
||
|
State represented by organs |
||
|
Local authorities |
||
|
II. Type organizational structure management |
||
|
Linear-functional |
||
|
Divisional |
||
|
matrix |
||
|
Design |
||
|
III. Type of organizational culture |
||
|
Market |
||
|
Bureaucratic |
||
|
clan |
||
|
IV. Life cycle stage |
||
|
Newly created |
||
|
growth stage |
||
|
maturity stage |
||
|
decline stage |
||
|
Update stage |
||
|
V. Size of the enterprise (business) |
||
|
large enterprise |
||
|
Medium Enterprise |
||
|
Small business |
||
|
VI. Industry affiliation |
||
|
Agriculture |
||
|
Industry |
||
|
Construction |
||
|
Transport |
||
|
Electric, gas, |
||
|
Trade |
||
|
healthcare |
||
|
VII. Pay system |
||
|
Tariff-qualification |
||
|
Market method (demand analysis |
||
|
The company has its own |
Analysis existing system stimulation
Dictionary of personnel management. Stimulation of labor activity is the desire of the organization, with the help of moral and material means of influence, to induce employees to work, intensify it, increase productivity and quality of labor in order to achieve the goals of the organization.
It should be noted that all surveyed enterprises use a bonus system as a percentage of the basic salary. Bonuses based on performance and bonuses for achieving individual results are used only at four enterprises (27%), and bonuses from the total profit of the company - at three (20%).
Bonus system based on team performance working group) is not applied at the surveyed enterprises. The smallest variety of bonus systems used was found in enterprises that are in decline and with a bureaucratic type of organizational culture.
Let us turn to the analysis of the assessments of bonus systems in terms of the degree of their influence on labor motivation, given by managers of different levels (Table 3).
Table 3
Influence of bonus systems on labor motivation
It has been established that the greatest influence on the work motivation of top managers is provided by bonus systems from the total profit of the company and for achieving individual goals, and for managers of middle and lower levels of management, the most significant are bonus systems for achieving individual goals and bonuses from the results of the work of the service, department. The system of bonuses based on the results of the work of the team (working group) did not receive high marks from managers of all levels. The bonus system as a percentage of the basic salary, according to managers of all levels, has an average impact on their labor motivation.
In the course of the study, indicators were also identified that, in the opinion of managers, should be used in assessing their labor contribution, when developing current bonus programs (Table 4).
Table 4
The feasibility of using accounting indicators
labor contribution of the manager in the development of programs for the current
bonuses (according to managers of different levels)
|
Indicators |
Top managers |
middle managers |
Bottom managers |
|
Financial indicators |
|||
|
Earnings per share |
|||
|
Net profit |
|||
|
Volume Growth Rate |
|||
|
Total return |
|||
|
Profitability |
|||
|
Non-financial indicators |
|||
|
Product quality |
|||
|
Index |
|||
|
Satisfaction |
|||
|
Staff turnover |
|||
|
Quantity |
As you can see, from financial indicators, managers of all levels of management consider the most productive use of such indicators as net profit(growth rate, growth) and sales growth rate.
From non-financial indicators, managers of all levels gave preference to product quality. In terms of other indicators, their estimates differ quite significantly. So, for managers of middle and lower levels, the index of consumer satisfaction is the most significant, for top managers - the satisfaction of staff.
Let us turn to the analysis of data related to managers' assessments of the levels of remuneration adequacy to the results of work (Table 5).
Table 5
Adequately remunerated results of work
(according to managers of different levels)
|
Labor results |
|||
|
Top managers |
middle managers |
Bottom managers |
|
|
Reaching high |
|||
|
Acceptance of accurate |
|||
|
Competent |
|||
|
Effective |
|||
|
decline |
|||
|
Exact |
|||
|
high |
|||
|
Satisfaction |
|||
|
Innovation |
|||
|
Efforts beyond |
An important aspect of the analysis is the level of diversity of the systems used in organizations to stimulate the work of managers. The results obtained indicate that the surveyed organizations use the following labor incentive tools: training at the expense of the company (80%), pension payment programs (60%), life insurance programs (40%), bonuses (33%), participation programs in profit (20%), full or partial vacation pay (20%), company car or car allowance (7%).
Share option programs, share capital gains, restricted share programs, phantom shares, long-term performance bonus programs, deferred payment programs, parachute payment programs, life insurance, insurance in case of disability, payment of membership fees in various clubs and associations, counseling on personal finance issues, programs for obtaining loans for the purchase of housing, short-term household loans at the surveyed enterprises are not used. The smallest variety of labor stimulation tools used was found in enterprises that are in decline and with a bureaucratic type of organizational culture.
Bonuses, profit sharing programs, and long-term bonus programs received high marks from managers of all levels. Among middle managers and supervisors, in addition, such instruments as a company car or car purchase allowance, full or partial payment for vacation, the right to receive loans for the purchase of housing, short-term household loans, training at the expense of the company received high marks. For mid-level managers, health insurance programs are a significant tool for stimulating work. Managers at all levels of management assess the impact of the following labor incentive instruments as low: option programs for the purchase of company shares, the right to receive the amount of the increase in the market value of shares, limited circulation shares, "phantom" shares, special deferred payment programs, "parachute" programs payments, disability insurance, personal finance consulting.
As can be seen from Table. 6, the greatest influence on the labor motivation of managerial personnel at all levels is exerted by such components as salary and current bonus programs. For lower managers, career prospects are a strong motivational component, while senior managers assess the impact of this component as insignificant.
Table 6
The influence of the elements of the wage model on labor motivation
(according to managers of different levels)
This discrepancy in estimates can be explained by the fact that young specialists work at low levels of management, who take into account not only current benefits, but also future ones. Managers at all levels tend to assess the impact of the bonus component in pay models as low.
Long-term bonus programs that stimulate high performance of the organization as a whole over a sufficiently long period (more than 1 year) did not receive high marks from managers at all levels.
Taking into account the fact that such elements as salary and current bonus programs received high marks, it can be assumed that the leaders of Voronezh enterprises think mainly about the short-term perspective of business development, the current wage models do not form a strategic interest in the results of the company's work .
Let us turn to the analysis of the role of salaries and bonuses received by managers of different levels (Table 7). Managers at all levels tend to rate their salaries and bonuses as low. This can be explained, on the one hand, by the reluctance to show their real income (in Russia, information on salaries, bonuses, tariff rates is a taboo topic for open discussion, people often hide how much they actually receive), on the other hand, the level of payment work on Voronezh region is not high and competitive.
Table 7
Evaluation by managers of different levels received at the enterprise
salary and bonuses
The diagnostics of the system for stimulating the work of managers at various levels in Voronezh organizations and the analysis of the results obtained made it possible not only to highlight the shortcomings of the modern Russian practice to stimulate the work of managers, but also to propose scientific and practical measures for its improvement.
Directions for improving labor incentives
We consider it necessary to highlight the following key areas for improving the incentives for the work of managers of commercial organizations.
1. Increasing the level of diversity of forms of incentives for managers. Its actualization, as we previously revealed, is due to the inadequacy of the composition of the applied incentives that has developed in practice to the most significant motives for the activities and interests of managers, the weak selectivity of incentive forms in relation to different categories of managers. In our opinion, within the framework of this direction, the most significant measures should include:
A. Entering into the incentive system as a mandatory component of long-term bonuses that can interest managers in consistently high performance over a fairly long period of the organization's operation. Of course, its connection with the achievement of its strategic goals is justified (in this regard, it is necessary to introduce strategic management) reflected by the set balanced scorecard(financial and other). Among the latter, considering state of the art and the main prerequisites for the development of domestic business can be named: net profit, profitability, sales growth rates, specific gravity competitive products (more particular variants of this indicator are possible, characterizing the production of science-intensive, import-substituting, export products).
B. Ensuring the priority use of forms of incentives that guide managers to increase profits obtained by reducing production costs, improving product quality, and entering new markets. It is expedient to link them to indicators for evaluating the implementation of business plans, their individual stages. For the mixed and private sectors of the economy, in our opinion, the participation of managers in ownership has a significant potential, since, firstly, it changes their socio-economic status, secondly, it links the size of distributed shares with the labor contribution of employees, and thirdly, it encourages long-term employment of the most qualified managers, subject to the development of the company.
C. The use of benefits and privileges for managers, linked not only to their organizational status, but also to high individual results of managerial activity, consistently achieved over at least the medium term. In this case, recipients can be employees who are not only related to top management, but also located at lower levels of the hierarchical ladder. Such a measure aimed at the democratization of management, the reduction of status differences, may be useful for the development of corporate culture. Significant incentives of this form of incentives, which have an increased social and economic rating, include: financing the costs associated with employment physical education, acquisition of scientific and educational literature, periodicals on the problems of modern management, the provision of loans for housing construction, guarantees for mortgage lending, etc.
2. Increasing the effectiveness of the use of incentive forms. The actualization of this direction is due, on the one hand, to the fragmentation of options for using the potential of foreign experience in motivating managers, on the other hand, to the weak orientation of the current incentive system towards coordinating the interests of owners and managers. Within the framework of this direction, the most significant measures include:
A. Increasing the level of diversity of factors that determine the salaries of managers. In our opinion, when justifying the guaranteed remuneration of managers, it is justified to take into account the influence of the following factors:
The complexity of managerial work, a derivative of the parameters of the object (scale of business, type of production, product range, phase of the organization's life cycle, etc.) and the composition of the functions being implemented;
The level of responsibility determined by the place in the management hierarchy;
Features of the industry (severity of competition, pace of technology and product renewal, remuneration of managers in analogue organizations, etc.);
State of the art human capital(education, business qualities, work experience in the company);
The level of use of human capital (labor achievements, recorded on the basis of manager certification).
B. Achieving a rational balance between the fixed and variable parts of the remuneration of managers at different levels of management. The implementation of this measure involves an assessment of the action of factors of different directions. On the one hand, when moving to a higher level of the hierarchy, the opportunities for managers to multiply the effect obtained from the implementation of management decisions, which is the basis for a relative increase in the variable share of their earnings. On the other hand, at the same time, the range of influence of environmental factors that lie outside the area of responsibility of managers is expanding, which increases risks that increase the uncertainty of the final result. In this case, the importance for managers of a guaranteed income, which ensures the reproduction of the workforce, regardless of the market performance of the organization, is enhanced. In our opinion, it is advisable to increase the risk protection of top managers' incomes by increasing the guaranteed part of their earnings in absolute terms. In the general case, the desired ratio should have a vector of changes in favor of the constant part of wages when moving from the highest to other levels of the hierarchy.
B. Ensuring productive adaptation to Russian conditions forms of incentives tested in foreign practice. We believe that the distribution of property among managers is justified. The use of stock options as an instrument is connected, in our opinion, with the implementation of the requirement, according to which necessary condition granting the option is the successful implementation of investment projects, for the financing of which a new issue was carried out. Since the main interest of managers in this form of incentive lies in the concentration of power in corporations, therefore, in contrast to foreign practice, the option will require a significant share of shares, and, accordingly, long terms of their redemption. To balance the interests of major shareholders and managers, tax incentives will be required to reduce the loss of net income used to buy shares from third parties.
D. Increasing the flexibility of the remuneration system, provided by constant monitoring of the conditions and results of the work of managers. In our opinion, such monitoring can perform several significant functions, including:
To be the information basis for the functioning of the system for assessing and attesting managerial personnel;
Identify levels of management and positions that do not ensure the achievement of individual targets related to the implementation of the strategic goals of the organization;
Determine the nature and vectors of the necessary changes in the conditions (economic, social, organizational, material and technical) of the implementation of management activities.
E. Improving the algorithms for introducing innovations in the incentive system for managers. In our opinion, the use of a tariff-free system for organizing the remuneration of personnel, including managers, involves making significant adjustments to the procedure proposed by the developers for its operation. The main changes may include the following:
Reservation of a part of the payroll fund (PAYB) intended to pay managers a guaranteed income that does not depend on the current results of their activities. The manager of each level of management must know that constant part his annual income, fixed for the medium term in his contract, is guaranteed by the employer. In this case, he receives monthly wages due to him at the appropriate coefficient. At the end of the year, if his earnings are less than guaranteed, he receives a supplement;
Establishing a relationship between the size of the manager's income and the values of indicators characterizing the achieved milestones for implementing the organization's development strategy. We believe that such a measure can be implemented by increasing the range of labor participation coefficients for managers. At the same time, the increased limit of this range can be used only when summing up the results of financial and economic activities for a period sufficient to record results that have strategic importance(entering new markets, launching new products, etc.);
The introduction of an order in which the achieved values of the individual coefficients of managers determine not only the dynamics of their income, but also the possibility of moving up the hierarchical ladder, obtaining certain privileges. For example, it can be provided that only the receipt within certain period time (2 - 3 years) of the highest values of individual coefficients gives grounds for the emergence of these opportunities.
3. Activation of the role of the state in regulating the processes of improving the organization of remuneration for managers of commercial organizations in various sectors of the economy. The proposed measures, in our opinion, include the following:
A. Introduction of the practice of annual survey of the salaries of managers, specialists and production staff in all sectors of the Russian economy across a wide range of industries and regions. Ensuring the transparency of information obtained as a result of such monitoring through its mandatory publication in sources publicly available to practitioners and researchers. Such a measure will allow, among other things, to limit the manifestations of subjectivity in wages, since it overcomes the employer's ignorance about the true price of a labor force of a certain qualification in a particular industry and subject of the Russian Federation.
B. Establishing strict criteria for determining the validity of the wages of top managers of commercial organizations. Using positive foreign experience, we can offer among them the following: the scale and complexity of the business, its relevance to the leading sectors of the economy, the level of responsibility and the range of control of the manager, the quality of human capital and the results of its use, the ratio of remuneration of managers of different levels, macro- and mesoeconomic and legal conditions for business development, standard of living in a particular region, etc.
B. Introduction to Labor Code Russian Federation of norms prescribing the mandatory use of assessment and certification systems for heads of organizations of all forms of ownership in resolving issues: reviewing the size of official salaries, transferring to another job, dismissal, etc. It is also important to include sectoral (intersectoral), regional, territorial agreements in the structure as a mandatory component of the range of levels of remuneration of managers and other categories of employees of organizations.
D. Providing tax and organizational support for the processes of using profits to reward managers for achieving the strategic goals of the development of organizations. It's about about long-term bonus systems that ensure the interest of managers in sustainable economic growth.
E. Conclusion with leaders state enterprises and commercial organizations of mixed ownership in which the state has economic power ( joint-stock companies with 100% or a controlling stake in the state), long-term contracts between the owner and top manager. Such contracts should have a medium-term period of validity and fix key goals (in qualitative and quantitative aspects) to be achieved in the future. With the achievement of such goals, it is justified to associate the variable (effective) part of the income of the heads of business entities.
E. Introduction of a grouping of enterprises in the public sector of the economy (unitary enterprises, joint-stock companies, in the authorized capital of which the state owns from 100% to a controlling stake) according to a set of indicators reflecting the scale, complexity and strategic potential of the business (the cost of the main production assets, number of employees, sales volume, level of diversification of production, share of competitive products, etc.) necessary to establish the size of the guaranteed part of the income of managers and the range of remuneration levels for managers of different categories.
A.Berdnikov
deputy directors
company "Olga-XXI century"
Professor,
head Department of Regional Economics
and territorial administration
Voronezh State
university
Signed for print
- Motivation, Incentives and Remuneration
Keywords:
1 -1
