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The essence of the business: People, products, benefits. “People come first. Unless you have a good team, you can't get very far on the next two points." Lee Yokokka. Motivation
MOTIVATION is… the process of motivating oneself and others to act in order to achieve personal or organizational goals
High motivation of the staff is the most important condition for the success of the organization. Initial concepts Carrot and stick policy Attempts to use the methods of psychology in management
Intrinsic motivation is the motivation that a person possesses independently when performing tasks. “Someone does something because he wants to do it himself” External motivation is motivation added “from the outside”, due to “external” incentives. Example: salary, percentage, company car or mobile phone, preferential leave, recognition, praise, promotion ...
Key Principles Governing Communication work motivation and working behavior of a person Polymotivation of labor behavior Hierarchical organization of motives Compensatory relations between motives. Principle of Justice Principle of Reinforcement Dynamism of Mitivation
Reward is ... in everything that a person considers valuable for himself Internal - a sense of achievement of a result, meaningfulness and significance of the work performed, self-respect, etc. (motive) External - does not arise from the work itself, but is given by the organization (salary, promotion in service ...) (incentive) The reward may be
List of incentive systems in the organization Incentive form Main content Wage(nominal) Compensation of an employee, including basic and additional wages. Wages (real) Ensuring real wages through: tariff rates in accordance with the minimum established by the state; Introduction compensation payments; Indexation of wages in accordance with inflation. Bonuses One-time payments from the company's profit. Types: for the absence of absenteeism, export, for merit, for length of service, target.
List of incentive systems in the organization Profit sharing The share of profit from which the incentive fund is formed Participation in equity capital Purchase of company shares and receiving dividends: purchase of shares at preferential prices or gratuitous receipt of shares. Additional benefit plans Most often associated with employees sales organizations and stimulate the search for new markets: company gifts, covering personal expenses indirectly related to work, paying business expenses. Labor or organizational stimulation Regulates a person's behavior based on measuring his sense of job satisfaction and implies the presence of creative elements in his work, the possibility of participating in management, promotion within the same position, creative business trips
List of incentive systems in the organization Incentives that regulate employee behavior based on the expression of public recognition Presentation of certificates, placement of photos on the honor roll, honorary titles and awards, public incentives Payment transport costs or maintenance of own transport Allocation of funds for: Payment of transport costs Acquisition of transport: - from full service- with partial servicing of persons associated with private travel Savings funds Organization of savings funds for employees with payment of % not lower than established in Sberbank. Preferential mode of accumulation of funds. Catering Allocation of funds for food, catering at the enterprise
List of incentive systems in the organization Sale of goods produced by the organization or obtained by barter Allocation of funds for a discount on the sale of these goods Scholarship programs Allocation of funds for education (covering the cost of education on the side) Staff training programs Covering the costs of organizing training (retraining) Medical care programs Organization of medical care or conclusion of contracts with medical organizations. Allocation of funds for these purposes.
Leisure time The leader can encourage subordinates for Good work an increase in the duration of the vacation, give the employee a task for the day and release him from work if it is completed earlier.
Better working conditions The color of the walls of the room where people work, how the furniture is arranged, whether there are flowers on the windows, their mood depends.
Recognition No matter how strong material incentives are, moral ones can be even stronger. There is no person who would remain indifferent to the recognition of his abilities and the high appreciation of his work.
Interesting work It is intended for the best workers. If a person performs well, the manager can reward him by giving him interesting tasks and allowing him not to do what he does not like.
Modern theories of motivation Substantive are based on the identification of those internal motives (called needs) that make people act in this way and not otherwise Processual are based primarily on how people behave, taking into account their perception and cognition
A simplified model of behavior motivation through needs Needs (lack of something) Motives or motives Behavior (actions) Goal Result of meeting needs Satisfaction Partial satisfaction Lack of satisfaction
Maslow's hierarchy of needs
McClelland's Needs Theory People have three needs: power, success, and belonging.
Herzberg's two-factor theory Questions: "When, after official duties felt especially good? “When did you feel especially bad after performing your official duties?” The answers are divided into two categories: HYGIENIC FACTORS are related to environment in which the work is carried out MOTIVATIONS are related to the very nature and essence of the work
Process theories of motivation
Expectancy Theory Having an active need is not the only necessary condition motivation of a person to achieve a certain goal Expectations for labor costs - results (R-R) - this is the ratio between the efforts expended and the results obtained Expectations for results - rewards (R-R) are expectations of a certain reward or encouragement in response to the level of results achieved . Valence is the perceived degree of relative satisfaction or dissatisfaction arising from the receipt of a certain reward Motivation \u003d Z-R x P-B x Valence
Equity Theory People subjectively determine the ratio of reward received to effort expended and then correlate it with the reward of other people doing similar work.
Money is…the most obvious way an organization can reward employees
Theories of motivation. Essence. Practical Application Theory of Motivation Essence Opportunities practical application UGH. Taylor Give the opportunity to earn more by producing more. Timing and bonus payment system If Ivanov falls into the category of "loafers", pay one rate for each part of the work up to the standard limit (but no less than that Ivanov could travel to work by metro, and no more than that he could come by taxi once a month). If Ivanov is a "worker", he has a chance to get rich. Hierarchy of needs A. Maslow Basic and higher needs. If one need is satisfied, another unmet need appears. Hierarchy. Feed Ivanov in a corporate canteen, put him in a warm place, making him a boss. You look, there it self-actualizes!
D. McClelland's theory of acquired needs Needs of achievement, complicity and domination. Needs are acquired under the influence of life circumstances, experience and training. Interdependence of achievement, complicity, power. Conduct an analysis of Ivanov's life, identifying what needs had a noticeable impact on his behavior. Then determine: Ivanov - Ivanov's prize - to the working committee of Ivanov - to the bosses. Two-phase theory of motivation by F. Herzberg Hygienic factors (salary, working conditions, social status, job security, technical management, company policy, relationship with the manager) and motivators (personal success, recognition, promotion, work, growth opportunity, responsibility.The process of satisfaction and dissatisfaction are various processes, but not opposite, between them - "lack of interest in work" If Ivanov is full - do not feed anymore! Postpone workplace to the street, to award with a diploma, not to raise wages, to promise a bonus at the end of the year as a% of the number of satisfied customers. And remember: salary is not a motivating factor.
The theory of justice by S. Adams Equality of comparison of one's own efforts: Reward with effort Reward with other people Conduct a study of envy in Ivanov and his popular colleagues. To convince everyone else of the fairness of remuneration for their hard managerial work. E. Lok's theory Setting a difficult but achievable goal To be always smarter and more educated than Ivanov, otherwise how to choose the correct difficulty of tasks for him? The theory of reinforcement (behavior modification) by V. Skinner Almost according to Pavlov: positive behavior is reinforced and raised to the level of a reflex Ivanov should be assigned a specially trained leader who will strictly monitor every action performed by Ivanov. If Ivanov, in the opinion of the head, performs right action- immediately reinforce with a positive reward, if not correct - beat on the hands
The theory of expectations by V. Vroom Interaction of efforts, performance and results his efforts depend on the result of the 1st level; Consequences flow from results; The results obtained are of value to a person. Theory X, Y, Z by D. McGregor (modified by V. Ouchi) Division of employees into X, Y, Z, where X are lazy and slobs forced to work using the carrot and stick method; Y - enterprising workaholics, forced to complete work by all means; Z - collectivists revealing their potential Find out who Ivanov is. After - empirically force him to work by establishing positive feedback, and assign him to a group that will eclipse him with collective potential.
The theory of E. Mayo "Theory of human relations" Creation of informal groups at the enterprise - as an incentive to motivate the employee. encouragement to the whole group. But not individual employee. If Ivanov is introduced into an informal group, if interpersonal relationships are established with the members of the group, then Ivanov will work with full dedication. K. Alderfer's theory of motivation Needs of existence, connection and growth. The same hierarchy, but with the scheme of ascent and return Do not feed Ivanov, put him in a warm place, let them get him food
Essay topics: What types of needs exist? What mechanism operates between needs and labor activity? What is motive and what is motivation? What is meant by external intrinsic motivation? Can extrinsic motivation weaken intrinsic? How are motives related to needs? What are the human needs? List the main theories of motivation, describe them. Describe the situations in which the motivation of subordinates is necessary. What forms of incentives do you know? What is the difference between encouragement and motivation?
TYPES OF WORK MOTIVATION OF EMPLOYEES INSTRUMENTAL PROFESSIONAL PATRIOTIC The work itself is not a significant value for the employee, but is considered by him only as a source of income The employee appreciates its content in the work The employee most of all appreciates the effectiveness of the common cause in which he participates, and the public recognition of his participation
FACTORS OF DETERMINING THE SALARY Qualification Complexity of the work performed Degree of work independence Degree of responsibility for managing the work of other employees Intensity, harmfulness (danger) of labor Cost of living in the region ( locality) Natural and climatic features Industry specifics
FACTOR-CRITERIA EVALUATION METHOD Work complexity factor Weight of the factor Criteria of the factor Significance of criteria Degree of specialization 0.10 under the supervision of the chief in accordance with the instructions independent 0.2 0.6 1.0 Degree of responsibility 0.20 Only for their own work For the work of the group For the work of the entire unit 0.3 0.6 1.0
TARIFF GRID Tariff category Tariff coefficient Base salary, rub. 10,
EXAMPLES OF CORRELATION OF COMPONENTS OF CASH REMUNERATION Position Permanent part Variable part of PiPpPo Stamping agent Sales agent trading floor Chief Accountant Deputy gene. directors
ADDITIONAL SOCIAL BENEFITS USED BY RUSSIAN COMPANIES (according to a survey of company executives) public transport Meals Loans Medical care Insurance Travel, holidays Housing expenses
CAFETERIA SYSTEM Each employee gets the opportunity to choose from the general list those benefits and services that make him prefer Actively used in the incentive system for managers It spreads rather slowly to other categories of personnel, which is associated with a great need for information and uncertainty about the correct choice
Dispositional theories of labor Theory of the need for achievements (D. McClelland). The performance of employees depends on their level of need for achievement, or achievement motivation (the desire to achieve something significant, to do an excellent job, to be the best). The higher the achievement motivation, the higher the labor efficiency and vice versa. Research has shown that the economic growth organizations and societies can be correlated with the level of achievement motivation of staff and citizens. Characteristics of people with a pronounced achievement motivation: They prefer to work in conditions that allow them to take responsibility. They tend to take calculated risks and set achievable goals. They constantly need to be recognized for their merits and feedback(an opinion about how well they work).
Hierarchy of needs theory (A. Maslow) He singled out 5 basic needs (vital needs, the need for security, the need for communication with other people and love, the need for respect, the need for self-actualization) and arranged them in the form of a pyramid in order of increasing importance for a person . Determined that a need at a level above cannot be fully satisfied if a need at a level below is not satisfied. Therefore, in order to increase labor motivation, the employer needs to create conditions for the consistent satisfaction of the needs of the employee. So, conditions that allow you to interact with colleagues will satisfy the need for communication; praise of the boss, providing them with a comfortable workplace - the need for respect; opportunity professional growth and promotion - the need for self-actualization.
Motivational-hygienic (two-factor) theory (F. Herzberg) Identified 2 types of needs: needs-motivators and hygiene needs. Needs-motivators are determined by the attributes of work that stimulate high labor productivity (individual production tasks, the level of personal responsibility, achievements, recognition, advancement, career development and professional growth). Satisfaction of needs-motivators job satisfaction. Hygiene needs are determined by the external parameters of the working environment (organizational policy, leadership, interpersonal relationships, physical conditions at the workplace, wages, forms of encouragement). Dissatisfaction with hygiene needs Dissatisfaction with work.
Job Characteristics Theory (J.R. Heckman, G.R. Oldham). Provided that a person feels the need for professional growth, some job characteristics lead to certain psychological states ( positive emotions), those - to strengthening the motivation of work. The need for professional growth Positive emotions for certain characteristics of work Increased work motivation Characteristics of work that increase work motivation Variety of skills. A measure of the use of different skills and abilities in the workplace. The more skills and abilities required to perform the work, the more attractive it is for the performer. Work order identity. More attractive is the work, the result of which is something whole, and not a fragment or part, as is usually the case on the assembly line. Importance of work. The significance of the work performed for the life and well-being of colleagues or clients. Autonomy. A measure of autonomy that an employee can exercise in planning and organizing the execution of a task. Feedback. The amount of information about the efficiency and quality of his work received by the employee.
Cognitive theories of labor motivation Theory of general expectations (V. Vroom). Labor efficiency is determined by the expectations of remuneration for the proper performance of work. The more a person wants to receive a reward, the value of which for him is indisputable, the more diligently he is ready to work for it. The value of the reward for each person is different, the reward can be an increased salary, praise from the authorities, an increase in the level of responsibility, etc. 1. Employees must decide whether they are willing to behave in a certain way, such as staying on time for work, following safety rules, or increasing productivity, so that the probability of achieving a certain result (the likelihood that their expectations will be met) is sufficiently high. 2. Employees must determine whether this result will lead to the achievement of other results: for example, whether labor discipline will lead to a bonus (instrumentality). 3. Employees must decide whether such results are valuable enough for them to become motivators of certain behavior (valency).
The theory of justice (J.S. Adams) Motivation of work depends on how fair a person seems to be treated at work. The concept of justice consists of assessing one's contribution to the organization and the result of one's work in the form of remuneration and comparison with similar indicators of colleagues. Types of people who have different notions of justice 1. Feel comfortable when it turns out that colleagues are valued more than them, and feel remorse in the opposite situation. 2. We are convinced that the reward should correspond to the effort expended. Such a person feels unhappy if he is underestimated, and guilty if he is overestimated. 3. We are convinced that everything they receive is the result of their own merits. They can only be satisfied by clearly excessive rewards, underestimation or evaluation on merit, they are equally not to their liking.
The theory of goal setting (E. Lock) Labor motivation depends on the availability of specific production goals that the employee sets for himself. People who have goals perform better than those who don't. The following factors influence the commitment to a goal (how determined a person is to achieve it): external factors (people in power, the influence of comrades, rewards from outside); interactive (rivalry, the opportunity to participate in the production); internal (rewards from ourselves, expectations of success).
The work of a professional consultant with the motivational sphere of employees of the organization The work of a professional consultant with the motivational sphere of employees of the organization Characteristics of the motives of employees of the organization: orientation of the motive this activity more attractive to a person: by its immediate content, process or end result, product); the content of the motive (what kind of human needs are satisfied in this activity).
Satisfaction of human needs in the organization Satisfaction of human needs in the organization An organization for a person is, first of all, the environment in which he satisfies his needs or seeks compensation in cases where his needs cannot be satisfied. Human needs in the organization: the need for recognition, approval; the need for contacts; the need to be a person who makes independent decisions.
Tasks of a professional consultant: work with the motivational sphere of an employee of the organization; search for solutions in situations of personnel transfers, release of an employee, certification, motivation, search for ways to compensate for the unmet needs of an employee; the use of the systems of benefits and compensations existing in the organization, as well as its expansion and development, searching for and offering new forms to the management; solve situations when the following needs of any of the employees of the organization are not satisfied: in recognition, in contacts, the need to be a person who makes independent decisions.
Satisfaction with work and control over the production situation high level responsibility (such stresses satisfy such feelings as the need for self-realization and achievement); 2) overcoming obstacles that hinder the achievement of goals, including such as too much responsibility and lack of proper support ( we are talking about the need to overcome bureaucratic barriers, about insufficient help from top management and about uncertainty about the strength of one's position at work).
The work can be used for lessons and reports on the subject "General topics"
Many presentations and reports on general topics will help you find interesting material, gain new knowledge and answer a variety of questions
Stimulation of personnel Stimulus - (stimulus - pointed stick) - a means of influence to induce action Stimulation - a targeted impact on the behavior of an employee (behavior management) using an appropriate set of tools Impact with a "+" sign and with a "-" sign
The main disincentives for staff Violation of the tacit contract Absence important information for staff Not using any of the employee’s skills that he himself values Ignoring ideas and initiatives Lack of a sense of belonging to the company No changes in the status of the employee Lack of recognition of achievements and results by management and colleagues Unfair punishment
Significance of incentives (according to the S/B survey) manager Salary Reliable RM Opportunity promotion Good conditions labor C t.zr. employees Human recognition Possession of complete information Assistance in personal affairs For young professionals: Combination with training
Staff retention program Analysis of the situation: Questioning Conversations Seminars Studying the image of the enterprise Reasons for dismissal Factors that bind employees Weaken and eliminate Strengthen and stabilize Consolidation results: Decreased employee turnover Reduced absenteeism and absenteeism Increased attachment to the enterprise
Motivation effective labor middle managers A decent level of salaries, a social package Clearly defined tasks of the unit Delegation of authority from the top manager Compliance with the management hierarchy (no "jumping" over their heads) The presence of levers of influence on subordinates
Motivation for effective work of performers Adequate market conditions Salary level, social package Clearly defined tasks Delegation of authority by the manager Absence of “equalization”, injustice in the remuneration system Transparency of the remuneration system Interrelation of the employee’s work assessment with the activities of the unit Management style by the immediate supervisor
5 types of motivation according to V.I. Gerchikov Type of motivation Main motive Instrumental “I can make money” Professional “I can use my knowledge and experience” Patriotic “I feel needed by the team” Owner’s “I can decide on my own what and when to do” Unattainable Habitual work, stability
Professional type Interested in the content of the work Does not agree to work that is uninteresting to him, no matter how much they are paid Interested in difficult tasks - the possibility of self-expression Considers freedom in operational actions important Professional recognition as the best in the profession is important
Avoidant Does not care what job to do, no preference Agrees to low pay, provided that others do not receive more Does not seek to improve skills, counteracts this Low activity and opposing the activity of others Low responsibility, the desire to shift to others The desire to minimize effort
Forms of incentives Negative Fines, punishments, threat of job loss Monetary wages, all types of bonuses and allowances In-kind Car, phone, housing Moral letters, badges, awards (20 thousand) Paternalism Additional social and medical insurance, recreation conditions Organizational Conditions of work, its content and organization Involvement in management
Correspondence of motivational types and forms of incentives Forms of incentives Types of motivation Negative 0-+–Base Monetary Base+0+0 Natural (social package) +0+0Base Moral -+Base00 Paternalism --+-Base Organizational 0Base0+– Participation in co-ownership and management 0++Base–
F. Herzberg's theory of motivation Dissatisfaction is influenced by hygienic factors: Management method Firm and administration policy Working conditions Interpersonal relationships Earnings Uncertainty about the stability of work The impact of work on personal life Satisfaction is affected motivational factors: Achievements (qualifications) and recognition of success Work as such Responsibility Promotion Opportunity for professional growth
Difficulties in developing a motivation system Insufficient understanding of the importance of staff motivation The prevalence of a “punitive” system of staff motivation Does not take into account the expectations and interests of employees Significant interval between obtaining results and rewarding
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Motivation is an internal property of a person, an integral part of his character, associated with his interests and determining his behavior in the organization. An incentive is some kind of influence on a person, the purpose of which is to direct his activity, to correct behavior in the organization. There are several motivational types, each of which describes the characteristic behavior of a person in an organization. Motivational types can be divided into two classes: 1) the class of avoidant motivation (avoidant motivation - a person seeks to avoid undesirable consequences of his behavior); 2) a class of achievement motivation (achievement motivation - a person behaves in such a way as to achieve certain milestones that he aspires to).
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No. Need is a state of need in certain conditions of life, activity, material objects, people or certain social factors, without which the individual experiences a state of discomfort.
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Need is a state of need in certain conditions of life, activity, material objects, people or certain social factors, without which this individual experiences a state of discomfort.
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Level of needs Content Physiological (biological) needs Human need for food, drink, oxygen, optimum temperature and air humidity, rest. The need for security and stability The need for stability in the existence of the current order of things. Confidence in tomorrow, the feeling that nothing threatens you, and old age will be secure. The need for acquisition, accumulation and capture The need for not always motivated acquisition material assets. Excessive manifestation of this need leads to greed, greed, stinginess. The need for love and belonging to a group. The need to love and be loved. The need to communicate with other people, to be involved in a group. The need for respect and recognition a) the desire for freedom and independence; desire to be strong, competent and self-confident. b) the desire to have a high reputation, the desire for prestige, high social position and power. The need to overcome difficulties The need for risk, adventure and overcoming difficulties. The need for self-realization The desire to realize your uniqueness, the need to do what you like, what you have the ability and talents for.
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Incentives as the basis of motivation Labor stimulation is, first of all, an external motivation, an element of the labor situation that affects a person's behavior in the sphere of work, the material shell of personnel motivation. At the same time, it also carries an intangible burden that allows the employee to realize himself as a person and an employee at the same time. It performs a number of functions: economic function It is expressed primarily in the fact that the stimulation of labor contributes to an increase in the efficiency of production, which is expressed in an increase in labor productivity and product quality. The moral function is determined by the fact that incentives to work form an active life position, highly moral public climate in society. At the same time, it is important to provide a correct and justified system of incentives, taking into account tradition and historical experience. social function provided by the formation social structure society through different level income, which largely depends on the impact of incentives on different people. In addition, the formation of needs, and ultimately the development of the individual, are also predetermined by the organization and stimulation of labor in society.
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The main forms of incentives for the company's personnel: Material remuneration: Salary; Bonuses; Profit sharing; Additional payments; Payment of transport costs; Additional incentives: Food subsidies; Discounts on the purchase of company goods; Assistance in paying the cost of education; Assistance in learning; Club membership; Country trips and picnics; Life insurance; Life insurance for dependents; Accident insurance; Medical and dental care.
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Theory of Motivation A. Maslow's Theory of Hierarchy of Needs Its essence is reduced to the study of human needs. This is an older theory. Its supporters, including Abraham Maslow, believed that the subject of psychology is behavior, not human consciousness. Behavior is based on human needs, which can be divided into five groups: * physiological needs necessary for human survival: food, water, rest, etc.; * needs for security and confidence in the future - protection from physical and other dangers from the outside world and confidence that physiological needs will be met in the future; * social needs - the need for a social environment, in communicating with people, a sense of "elbow" and support; * the need for respect, recognition of others and the pursuit of personal achievements; * the need for self-expression, i.e. the need for one's own growth and the realization of one's potential. The first two groups of needs are primary, and the next three are secondary.
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McClelland's theory of acquired needs A widespread concept of needs that determines a person's motivation for activity is McClelland's concept, which is associated with the study and description of the impact of the needs of achievement, complicity and domination. These needs are acquired during life, and if they are strong enough in a person, they have a noticeable effect on his behavior, forcing him to make efforts to take actions that should lead to the satisfaction of these needs. Achievement needs - are manifested in the desire of a person to achieve the goals facing him more effectively than before. Needs of complicity - are manifested in the form of a desire for friendly relations with others. People with a high need for participation tend to establish and maintain a good relationship, they need approval, support from others, they worry about what others think of them. The need to rule is the desire to control the actions of people, to influence their behavior, to take responsibility for the actions and behavior of other people. People with a high need for power can be divided into 2 groups: 1st group - those who seek power for the sake of domination. They are attracted by the possibility of commanding others. The interests of the organization in this case fade into the background, because. they focus only on their position in the organization. Group 2 - those who strive for power in order to solve group problems, these people satisfy their needs of ruling by setting goals, setting tasks for the team and participating in the process of solving these problems.
