Economic assessment of staff motivation. Peculiarities of the personnel motivation system (on the example of the organization of MTS OJSC). Taylor's Science Management. Toyota's system relies on standardization, but at TPS, workers are required to improve standardized work

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COURSE WORK

Assessment of the effectiveness of the labor motivation system in a particular organization

toyota staff motivation

Introduction

1.1 Concept of motivation

2.3 Development of an effective motivation system

Conclusion

List of used literature

Introduction

Each person performs a variety of activities every day (leaving home, hurrying somewhere, reading a book, etc.). a predisposition to commit them, the reason why each of them is committed, is called a motive. Motives arise under the influence of various forces, the totality of which is called motivation. Brass, A.A. Motivation: The Gentle Stick and the Tough Carrot, p. 6 Employee motivation is central to HR management because it is the direct cause of their behavior. The orientation of employees to achieve the goals of the organization is essentially the main task of personnel management. Due to changes in the content of labor in conditions of scientific and technological progress, wide 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 kind of management activity has become more complex. Today, for the effective activity of the organization, responsible and proactive employees, highly organized and striving for personal self-realization are required.

The attitude of managers towards the organization's personnel can also affect the level of employee performance. Research shows that when managers view employees as hardworking and self-sufficient, productivity increases. Conversely, if the manager treats the employee as lazy, then this attitude will adversely affect productivity. Organizational Behavior - UP - Karjaki - 2004, p. 154.

Managers must conduct performance evaluations of personnel effectively in order to adequately assess the needs of employees. Each person has their own needs. Ongoing performance assessments, together with regular and thorough feedback and the necessary training and development, have a significant impact on improving performance.

The chosen topic is very relevant at the present stage of the company's development, because the success of the company mainly depends on the motivation of employees.

The subject of the research is the psychological characteristics of employee motivation in an organization.

The object of the study is Toyota

The purpose of this work is to study the psychological characteristics of motivation and consider the application of the theory of employee motivation in practice using the example of Toyota

In connection with this goal, the following tasks were set in the work:

§ Studying the methods of staff motivation;

§ Consider a specific example of successful staff motivation in the organization;

Chapter 1. Theoretical foundations of personnel motivation

1.1 Concept of motivation

Most of us get up early in the morning, go to school or work, and generally behave quite predictably - for those who know us. We respond to our surroundings, interact with people, and don’t think about why we want to work hard, attend a class definition, or enjoy certain activities. But all this is motivated by something. Motivation is understood as the forces that exist inside or outside a person, which arouse in him enthusiasm and perseverance in performing certain actions. Motivating employees affects their performance, and part of a manager's job is to channel motivation towards achieving organizational goals. Studying motivation allows us to understand what makes people work, what influences their choice of a course of action, and why they stick to it for some time.

The very word "motivation" is constantly heard from managers of different levels, representing a variety of companies. Everyone is convinced that low staff motivation is bad, they argue that it is necessary to find opportunities to increase the labor motivation of employees, since without this it is impossible to count on improving the organization's performance. However, even the simplest question is: "How do you motivate your employees?" - baffles many leaders. The answers are very simple and, as a rule, boil down to arguments about direct and indirect payments. Most managers have a very superficial understanding of what the work motivation of employees is and how it can be influenced. Meanwhile, in Western management, effective motivation of subordinates is a key management competence. It is necessarily included in the models of corporate competencies of leading international companies... This is what every leader should know and be able to do.

The term "motivation" is a set of motivating forces of human activity, both perceived and not realized by the person himself. Motivation is:

· The concept used to explain the sequence of behavioral actions aimed at a specific goal, which can vary depending on different circumstances, situations.

· The willingness of people to show efforts to achieve the goals of the organization in the name of meeting their own individual needs;

· 1) the fuel of human activity. 2) not just strengthening the positive attitude of the individual, but also removing negative moments. 3) the core of human management, the process of influencing a person, through which the head of organizational goals; thereby satisfying their personal interests, desires and needs.

· The process of encouraging employees to take action to achieve the goals of the organization.

Aspiration, motivation, internal mental processes, external influence on a person

· This is what activates, stimulates a person and directs his actions to the set.

In psychology, there are two types of motivation: positive and negative. Positive motivation - the desire to succeed in one's work - involves the manifestation of conscious activity and is associated with the manifestation of positive emotions and feelings, for example, with the approval of those with whom the person works.

Negative motivation - associated with the use of condemnation, disapproval. With negative motivation, a person seeks to get away from failure. Fear of punishment usually leads to negative emotions and feelings. The consequence of this is the unwillingness to work in this area.

Paradoxically, it is a fact that material rewards also have a similar effect. If a person constantly receives a material reward (for example, in the form of a bonus), over time it loses its motivational load, i.e. ceases to work. Psychologists have proved that long-term negative motivation has a harmful effect not only on the results of work, but also on the very personality of the employee.

Material encouragement is just an external stimulus to work, i.e. external goal. Therefore, many managers who do not know the patterns of action of incentives, as well as psychology, (and most of them), the power of labor. Material rewards will act as incentives when they are constantly increasing. This was proved, in particular, by Japanese scientists.

“Stimulus (lat. Stimulus) is leverage or stimuli that cause certain motives. Incentives can be individual objects, actions of other people, promises, bearers of obligations and opportunities offered to a person as compensation for his actions. A person's response to individual stimuli may not even be subject to conscious control. "

Theories of work motivation can be divided into two groups: content theory and process theory.

1.2.1 Theories of content motivation

Describe the needs that motivate people. At any given time, a person experiences several basic needs, such as the need for food, achievement, or monetary reward. These needs are transformed into an internal urge, under the influence of which certain patterns of individual behavior are formed, aimed at satisfying these needs. Human needs can be compared to a hidden list of things that an individual would like to receive, for which he, in fact, participates, how accurately they can build a system of remuneration of labor and direct the energy of workers to achieve the goals of the organization.

1.2.1.1 A. Maslow's theory of motivation

It will not be a mistake to say that the most famous theory of motivation is A. Maslow's theory of the hierarchy of needs. Potentially, a person can have many needs, but which of them are actualized and determine the behavior of the individual at the moment? Are some needs more important than others?

A. Maslow. He identified five main types of motivating needs (in ascending order) [Fig. 1.]:

1. Physiological needs. The most basic human needs, including the need for food, water and air. In an organizational environment, these include the needs of guaranteed wages.

2. Security needs. The need for a safe physical and emotional environment, free from imminent threats, i.e. the need for freedom from violence and public order. In the context of the organization, this refers to the need for safe working conditions, additional benefits and guarantees of job retention.

3. Needs for accessories. The need for belonging reflects a person's desire to be accepted among their peers, to have friends, to be a member of a group, to be loved. In organizations, membership needs determine the desire to establish good relationships with colleagues at work, participate in work groups, and maintain good relationships with superiors.

Satisfaction outside labor process	Hierarchy of needs	Satisfaction in labor process
Education, religion, hobbies, personal growth	Needs in self-actualization	Opportunities for learning, promoting growth, and being creative
Approval from family, friends, community	Needs in self-respect	Recognition of high status, additional responsibilities
Family, friends community groups	Needs in a relationship of belonging	Working groups, clients, colleagues, bosses
Lack of wars, environmental pollution, violence	Needs in safety	Labor safety additional benefits, guarantees of preservation of the workplace
Food, water, air	Physiological needs

Figure: 1. Daft R. Management. 6th ed. / Per. from English SPb .: Peter, 2006. p. 613 Hierarchy of needs according to A. Maslow

4. Needs for self-esteem. These needs are associated with the desire to have a positive opinion of oneself and to enjoy the attention, respect and recognition from other people. Within organizations, these needs represent the motivation to be recognized, to take on additional responsibilities, to improve their status and gain the credit to work for the company.

5. Needs for self-actualization. The highest category of needs is a person's desire for self-realization. To achieve self-realization means to reach your full potential, increase the level of competence, and in general become better. In organizations, these needs can be met by providing people with personal growth opportunities, being creative, preparing for more challenging assignments, and moving up the corporate ladder.

According to A. Maslow's theory, the needs of the lower levels must be satisfied initially, and only after that higher aspirations are activated. Thus, the satisfaction of human needs occurs sequentially: first physiological, then the need for security, why in accessories, etc.

1.2.1.2 Alderfer's theory

A. Maslow's theory, which was criticized for lack of confirmation in practice, was modified by Claytor Alderfer. Its name - ERG - Alderfer's theory received from the first letters of the three groups of needs identified by him:

· Needs of existence (Existence);

· Needs for social connections (Relatedness);

· Growth needs;

Unlike Maslow, who admitted that motivation can only develop from the bottom up, from lower needs to higher ones, Alderfer argues that movement can go in both directions. Needs, according to Alderfer, are not activated in any particular order; their actualization depends both on the individual characteristics of a person and on the specifics of the situation; any need can be actualized regardless of the satisfaction of other needs. According to the ERG theory, if efforts, the direction to meet the needs of any level, are constantly unsuccessful, then a person can return to behavior that satisfies simpler ones, in terms of the ability to satisfy their needs for personal and professional growth, can stop at the fact that will do his job only as much as necessary in order not to lose his place and satisfy social needs (the need for communication), that is, the needs of a lower level.

According to Alderfer's theory, the hierarchy of needs reflects an ascent from more specific needs to less specific ones. Each time a need is not met at a higher level, there is a switch to a more specific need at a lower level.

Alderfer tried to establish a connection between the satisfaction of needs and their activation, and as a result, he identified seven principles (see Fig. 2.):

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Figure: 2. Magura M. Kurbatova M. Secrets of motivation or motivation without secrets-M .: LLC "journal" Personnel Management ", 2007. - 656s. The order of activation of needs for Alderfer

1. The less satisfied the needs of existence (E), the more they manifest themselves.

2. The weaker the satisfaction of social (R) needs, the stronger the action of the needs of existence (E).

3. The more fully satisfied the needs of existence (E), the more actively social needs (R) declare themselves.

4. The less satisfied social needs (R), the more their effect is enhanced.

5. The less satisfied the needs of personal growth, self-realization (G), the stronger become social needs (R).

6. The more fully satisfied one's social needs (R), the more actualized the needs of personal growth (G).

7. The less satisfied the needs for personal growth (G), the more actively they manifest themselves. The more the need for personal growth is satisfied, the stronger this need becomes.

Thus, Alderfer got away from some inflexibility of Maslow's model, showing that the order of actualization of needs can be different from what Maslow indicated, and depend not only on its place in the hierarchy, but on the degree of satisfaction of both this need and some other needs.

Although ERG theory was an attempt to develop A. Maslow's motivational theory, it did not receive the same acceptance among practitioners.

1.2.1.3 Two-factor theory

Another popular theory of motivation, namely the two-factor theory, was proposed by Frederick Herzber. It is based on a study in which hundreds of employees from various organizations answered questions about when they were unhappy and did not want to work at all. The analysis of the data obtained showed that satisfaction and dissatisfaction with the performance of functional duties are determined by the action of fundamentally different factors. It was concluded that motivation to work is formed under the influence of two main groups of factors.

Let's turn to fig. 3. The center of the scale is the employee's neutral attitude to work, when the individual experiences neither satisfaction nor dissatisfaction, the work is caused by various groups of factors.

The first, hygiene factors, relates to the presence or absence and "sign" of elements such as working conditions, wages, company policy and interpersonal relationships. Negative hygienic factors determine the individual's dissatisfaction with the labor process. But positive factors only rid employees of negative emotions; they do not in any way affect job satisfaction, do not motivate to better results.

The level of satisfaction with work is determined by the second group of factors - motivators (factors of motivation), i.e. needs at the highest levels, including achievement, recognition, responsibility and opportunities for growth. F. Herzberg believed that in the absence of motivators, a person treats his work neutral. When motivators appear, he has an impulse to work, which begins to bring satisfaction. Thus, hygiene factors and motivators have a fundamentally different effect on motivation.

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Figure: 3 Daft R. Management. 6th ed. / Per. with aggl. - SPb .: Peter, 2006 .-- 864 p .: ill. - (Series "Classic MBA"). Page 617. F. Herzber's two-factor theory.

1.2.1.4 Theory X and Theory Y (D. McGregor)

Provides for the classification of all employees, depending on the type of their motivation, into two groups - X and Y. People of type X are usually lazy, do not like to work and avoid responsibility. Therefore, the role of the leader in this case is to give orders, control and call for discipline. Type Y people are wonderful workers, work is their natural state for them. Such people strive for responsibility, they are characterized by creativity and self-motivation. The role of the manager in this case is to provide such employees with the authority to solve problems, to involve them in making managerial decisions.

Theory Y corresponds to the democratic style of management and involves the delegation of authority, improvement of relationships in the team, taking into account the appropriate motivation of performers and their psychological needs, enriching the content of the work.

Both theories have an equal right to exist, but due to their polarity in their pure form, they do not occur in practice. As a rule, in real life there is a combination of different management styles.

This theory has had a strong influence on the development of management theory in general. Links to it today can be found in many practical manuals on enterprise personnel management, motivating subordinates. McGregor himself was a deeply optimistic - he believed that most people belong to type W. This theory has become a powerful impetus for the development of various approaches to management, based on the wide participation of workers themselves (participative management)

McGregor's theories were developed for the individual. Further improvement of approaches to management was associated with the development of the organization as an open system; the work of a person in a team was also considered. This led to the concept of a holistic management approach, i.e. the need to take into account the totality of production and social problems. So, W. Ouchi offered his own understanding of this issue, called "theory Z"

Ouchi notes the disproportionate attention to technology and technology to the detriment of the human factor. Therefore, the Z theory was based on the principles of trust, lifelong recruitment (like attention to a person) and a group method of decision-making, which also gives a strong connection between people, their more stable position. Thus, with certain assumptions, the theory Z can be called a developed and improved theory of W.

1.2.1.5 Theory of acquired needs

According to David McCleand's theory of acquired needs, certain types of human needs are formed over the course of an individual's life. The following types of needs are usually distinguished:

· The need for achievement: the desire to solve certain difficult problems, achieve great success, surpass other people.

· The need to join: the desire to establish close personal relationships, the desire to avoid conflicts;

· The need for power: the desire to influence other people or control their actions, to be responsible for them, to gain power over people.

So, content theories of motivation explain the fundamental, basic needs of people and distinguish among them those that motivate behavior. All of them, and the theory of the hierarchy of needs, and the ERG theory, and the two-factor theory, and the theory of acquired needs, are designed to help managers understand the motives driving employees of organizations. Based on these theories, managers are able to design work so that it meets the needs of the people performing it, and, therefore, stimulates their most effective behavior.

1.2.2 Theories of motivation processes

In contrast to meaningful theories of motivation, which consider the structure of the human need sphere, procedural theories consider the process of motivation and the importance of motivation in achieving high performance results. The most important place in procedural theories of motivation is given to how the employee perceives the work situation; with this focus on consideration will influence the strength of motivation.

1.2.2.1 J. Adams theory of justice

The theory of justice examines the motivation of an employee from the point of view of his assessment of the situation and the idea that he has in this regard about the fairness of the relationship between him and the organization. At the same time, he compares himself with other people, comparing his contribution with their contribution, his remuneration for work with their remuneration for work with their remuneration. The person with whom the employee is inclined to compare himself should occupy a similar position, solve similar tasks or perform similar work. The worker will compare himself with the worker, and not with the director or president of the company, the Russian doctor with Russian doctors, not with the American ones, the director of a small grocery store with the directors of stores of the same size, and not with the directors of large shopping centers, etc. ...

The basis of a person's judgments about the fairness or unfairness of his relationship with the organization is the comparison of two relationships: what the employee received from work, to what he actually did, that is, to his contribution to work, with the same attitude of the person with whom the employee compares himself. In this case, there are three options for the final assessment of such comparisons.

Underpayment

Fair pay

· Overpayment.

Adams' theory suggests that workers seek to establish fair relationships with others and seek to change relationships that they perceive to be unfair.

· A feeling of unfairness in underpayment occurs when, in the opinion of the employee, his / her output / contribution ratio is less than the output / contribution ratio of the person with whom he compares himself. That is, a person believes that either he invested more than the person with whom he compares himself, while receiving the same amount, or he received less for the same job. People who are underpaid experience feelings of resentment, dissatisfaction, and irritation.

· The feeling of overpayment occurs when, in the opinion of the employee, his / her result / contribution ratio is greater than the result / contribution ratio of the person with whom he compares himself. People who are overpaid may feel embarrassed or guilty. The feeling of overpayment can also cause increased internal obligations and an employee's readiness for additional efforts that can equalize the result / contribution ratio. So, if in a department only one employee of all employees received the maximum bonus at the end of the year, one can expect that his willingness to cooperate with management and to work with high loads will be higher than that of his colleagues.

A sense of fairness of payment arises when, in the opinion of the employee, the ratio of the proportion of the result / contribution is equal to the proportion of the result / contribution of the person with whom he is fair, they feel a sense of satisfaction, believing that their attitude to business and their work efforts have received a worthy assessment.

A qualified manager always strives to ensure that his subordinates perceive his decisions as fair. Otherwise, the motivation of employees to work is significantly reduced

1.2.2.2 Victor Vroom's Theory of Expectations

Needs theory tries to explain what motivates employees. Expectancy theory focuses on how people decide which specific behaviors to choose and which efforts to do so, how employees choose among alternative types and levels of effort.

To understand the central thrust of expectation theory, consider the behavior of an experienced nurse who has just started working in a new hospital. What types of behavior can she choose? Should she spend a lot of time chatting with patients, or will she limit her interactions only to her direct responsibilities of caring for them? Will she discuss her patients' symptoms and complaints with healthcare providers in detail, or should doctors rely on her written reports? Will she be willing to help other sisters when they encounter promotions at work, or will she only help when asked to do so?

Expectation theory introduces three concepts that underlie the motivational mechanisms of human behavior:

Expectations that the employee's efforts will lead to the goal or the desired result

· Instrumentality - understanding that the performance of work and achievement of the required result is the main condition (tool) for receiving remuneration.

· Valence - the importance of remuneration for the employee.

It follows from Vroom's theory that the strength of an employee's motivation is determined by his perception of the job ahead. The task of the manager is to form high motivation in the employee, using the labor element of the Vroom system as a hint. For this you need:

· Clearly set goals for subordinates and provide timely assistance in achieving them;

· To instill in the employee confidence that he will receive a reward for the work done; show how his efforts and work results will be rewarded

· Offer the most attractive remuneration for him, since the degree of attractiveness of the proposed remuneration can vary significantly for different employees.

Expectation theory states that motivation is a function of all three components, that is:

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This means that motivation will be high only when valence, instrumentality, and expectations are high. This also implies that if one of the components is zero, then the overall strength of motivation will be zero.

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Figure: 4. Magura M. Kurbatova M. Secrets of motivation or motivation without secrets-M .: LLC "journal" Personnel management ", 2007. - 656s. Model of the theory of expectations V. Vruma

V. Vroom's theory of expectations is very practical, it provides hints on how to increase the motivation of beatniks.

1.2.2.3 Theory of goal setting (E. Locke)

Asserts that a person's behavior depends on the goals that he has set for himself, that a person does work only in order to achieve his goals.

Setting goals and objectives takes place in several stages. It:

· Awareness and assessment of events taking place in society (environment);

· Determination of the final goal that a person wants to achieve;

· Breakdown of the goal into sub-goals and intermediate actions;

· Performing certain actions in order to achieve intermediate and final goals;

· Achievement of the goal and a feeling of satisfaction (or dissatisfaction) with the result.

Performance is largely determined by goal setting. So:

· The more complex and global the goal, the more results a person will achieve;

The goal should be clearly defined and broken down into sub-goals - intermediate results, then it is easier not to get lost the right direction and achieve what you want;

· The goal should be profitable, adequate to the expended efforts, logical, achievable (at the same time, it is desirable to determine the date of its achievement, then this will lead to more intensive work);

· When achieving a goal, a person must partly pursue personal interests, otherwise the goal for him will not justify the means. The goal should be set so that the employee sees personal benefit, while taking into account individual preferences and perceptions of benefit.

1.2.2.4 B.F. Skinner

One of the top managers, concerned with the question of how to effectively manage a large team, turned to his friend, a management consultant. He joked, advising him to study a book on service dog breeding, they say, there are answers to all your questions.

The theory of reinforcement, proposed by B.F. Skinner, stands apart from other approaches to work motivation. Skinner views motivation as a cyclical learning process in which past consequences affect a person's subsequent actions. This process can be represented in the following form (Fig. 5.)

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Figure: 5. Magura M. Kurbatova M. Secrets of motivation or motivation without secrets-M .: LLC "Journal of Personnel Management", 2007. - 656s Model of the theory of reinforcement

Any behavior (reaction) caused by a certain situation or event (stimulus) is the cause of certain consequences. If these consequences are positive, then any living being will seek to maximize them by acting in the same way. If the consequences were unpleasant (negative), then it will seek to change its behavior in order to avoid these consequences. For example, a rat will press a lever if it receives food for such actions, and will not touch the feeder if the feeder is energized. In the same way, employees will do what they are paid for and not do what they are punished for (for example, not violating internal rules if they know that this is accompanied by a reprimand or deprivation)

1.3 Methods of motivating staff

Motivation of workers to work and to increase productivity is carried out with the help of motivation methods, which are ways of purposefully influencing workers whose organization they are focused on. From this point of view, motivation methods can be divided into the following (Fig. 6.):

Figure: 6. Brass, A.A. Motivation: a gentle stick and a hard carrot / A.A. Breaststroke. - Minsk: Grevtsov Publishing House, 2007 .-- 120 p. (Series "Business from. A to Z"). Page 15 Motivational pyramid

1.3.1 Administrative methods of staff motivation

Not a single large organization can do without the use of administrative methods of influencing personnel. With their help, it is installed:

· What a particular employee should do at his workplace, what are his rights, what he is responsible for, to whom he reports;

· On what basis employees are united into divisions;

How does the interaction of employees take place in the process labor activity.

Collectively, administrative methods:

· Demand from employees the minimum permissible performance, without reaching which a person will simply be fired;

· Have a direct impact on the creation of people, which is expressed in the mandatory implementation of orders and orders of the head;

· Assume the existence and use of an effective system for monitoring the behavior of employees and the execution of orders and orders;

· Require not the best solution to the production and social problems of the organization, but the implementation of strictly defined actions;

· Are the most effective in primitive situations;

· Allow to establish strict discipline in the organization;

· Provide the selected production and management technology;

· They contribute little to personal development and therefore are often negatively assessed by staff.

The classification and characteristics of administrative methods is given in many textbooks and teaching aids.

Of course, administrative methods are not always well received by people and are capable of providing only the minimum acceptable level of performance. However, it can be argued that:

· Their competent use allows you to save time and emotional energy of the leader, economic resources of the organization;

· Ignoring them often leads to the need for urgent, and therefore always thoughtful and reasonable use of economic and socio-psychological methods of motivating employees.

1.3.2 Economic methods of personnel motivation

The economic motivation of the organization's personnel is carried out both in the form of material remuneration for the quantity and quality of labor, and in the form of material sanctions (fines) for its inadequate quality and insufficient quantity. When determining the size and methods of personal economic impact, one should proceed from the fact that the welfare of employees is the source of the effectiveness of the organization's activities and the welfare of society as a whole. The main requirements for the system of material motivation of personnel are the following (Fig. 7.)

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Figure: 7. Brass, A.A. Motivation: a gentle stick and a hard carrot / A.A. Breaststroke. - Minsk: Grevtsov Publishing House, 2007 .-- 120 p. (Series "Business from. A to Z"). Page 19 Conditions for the effectiveness of material motivation

· Availability of a unified system for the formation of material rewards for each category of employees.

· Personalization of the material remuneration of each employee, depending on the final results of his work. In this case, two points are important.

Material interest is a prerequisite for effective work. But it is clearly not enough for the comprehensive motivation of workers for the following reasons

· It is very bad for the organization if for the majority of employees making money becomes the main goal. Such people are ready to leave at any time if they find an enterprise where they are willing to pay at least a little more.

· A person gets used to the new amount of earnings on average within 3 months. Then the motivational value of the increase disappears. Therefore, salaries need to be raised every quarter as a means of improving performance.

· The salary costs of any organization are not unlimited, as are the opportunities to raise a person up the career ladder. Seeing the existing ceiling of wages, a person either relaxes, or gets irritated, or starts working "on the side". In any case, its potential in the organization is not fully used.

As a result, two conflicts are gradually growing between a highly qualified and, accordingly, highly paid employee and his manager. Some are associated with the desire of the leader to exploit such workers as much as possible. This is caused by a completely natural thought: "He must work out his money." It turns out that a person simply has no time to spend the earned. His whole life is spent on work and sleep, and a normal person very quickly ceases to like this. The second conflict is based on the manager's fear that employees who have invested a lot of money and energy will leave the organization as soon as they face an inevitable salary or career ceiling.

For these reasons, organizations must use not only economic but also socio-economic methods.

1.3.3 Socio-economic methods of personnel motivation

Taken together, socio-economic methods (see Figure 8)

§ provide employees with a kind of supplement to wages;

§ involve employees in the life processes of the organization;

§ indicate that the organization cares about its employees

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Figure: 8. Brass, A.A. Motivation: a gentle stick and a hard carrot / A.A. Breaststroke. - Minsk: Grevtsov Publishing House, 2007 .-- 120 p. (Series "Business from. A to Z"). Page 28 Socio-economic methods

These methods can be divided into three groups.

The first group includes methods of creating and maintaining working conditions in the organization that allow employees to maintain their own health, efficiently spend their emotional and physical energy.

All of these benefits are wholly or partly free of charge for employees, but for an organization they have a very real value. In addition, it should be borne in mind that today, unfortunately, many people consider receiving high wages more important than maintaining their own health. When an air conditioner is installed in the price, then from the workers you can hear: "It would be better if our wages were increased." Therefore, using these methods:

§ can have a positive motivational value only if people regard their own health as the most important value in life;

§ must be accompanied by unobtrusive propaganda healthy way life in a team, people need to explain that lost health is very difficult to buy even for a lot of money.

The second group of methods, which is often called a social package, is associated with solving individual and collective social problems of the organization's employees, raising their social status. Despite the huge motivational potential of these methods, the practice of many organizations in the Republic of Belarus shows that they are used very ineffectively. In some organizations, employees are paid money for a travel ticket, in others a mobile phone is paid, in others a pool is rented or excursions are organized at discounted prices. A rather obvious drawback of such a system of socio-economic motivation is the complexity of its administration, which requires the time of the head, but this is better than wasting money.

The third group consists of the methods by which the organization helps the employee in solving his personal problems. Two things are important when implementing these methods:

§ the employee should not receive money, but services paid by the organization;

§ the initiative for help should come from the manager, and not be caused by the request of the employee, since, firstly, not all people can go to the manager with their personal problems, and secondly, by offering help, the manager gets the opportunity to demonstrate his attention to the employee, which is always appreciated by people.

1.3.4 Socio-psychological methods of personnel motivation

Socio-psychological methods of motivation in their totality are designed to create and maintain such conditions within the organization, under which employees:

§ strive to improve their own effectiveness and efficiency of the organization;

§ have all the possibilities for self-development in the directions chosen by them;

§ feels the unity of his life values \u200b\u200band the goals of the organization.

The competent use of socio-psychological methods develops in employees a sense of belonging to organizational problems that people begin to see as their own. That is why many companies, when hiring, are beginning to pay more and more attention to the life values \u200b\u200band orientations of future employees, in terms of their qualifications. After all, qualifications are acquired, and fundamental differences in values \u200b\u200bare almost insurmountable. A value-based recruiting approach can prevent many emotional conflicts with management. Most people prefer to work and work more efficiently in conditions of emotional comfort than elsewhere, where they will not pay a little.

Among the socio-psychological methods of motivation are:

§ employee involvement

§ sociological research;

§ competition;

§ methods of moral encouragement and censure;

§ psychological impact;

§ persuasion.

The involvement of employees in the life processes of the organization is a prerequisite for its continuous development. If a person in the long term associates his future with the organization in which he works, then this has a positive effect both for the employee and for the organization. Therefore, many managers seek to involve employees in organizational processes. However, the methods used for this do not always justify themselves.

Sociological research as a tool of motivation plays a dual role. First, they are a source of information about the social problems of the organization, units and social groups. Secondly, with their help, you can have a direct impact on the personnel of the organization.

The competition can be carried out in one of the following ways:

§ identifying a leader and motivating other employees to achieve and overcome his results, which makes it possible to change a leader;

§ setting somewhat inflated standards of behavior or performance, motivating employees to achieve them;

§ maintaining the social continuity of advanced experience, which is achieved by holding various competitions, the work of quality circles, encouraging production leaders, celebrating the successful completion of important work for the organization.

The psychological influence exerted by a leader on subordinates can be positive, i.e. increasing the authority of the leader and increasing the effectiveness of individual employees and the organization, or negative, i.e. lowering the authority of the leader and reducing the effectiveness. There are short-term and long-term effects.

The belief is now becoming one of the essential methods management. It represents an active influence on the consciousness of people through an appeal to their own critical judgments. Skillfully using it, you can change the worldview, emotional state and motives that determine human behavior.

Chapter 2. Analysis of the personnel motivation system in the TOYOTA company

2.1 Description of the activities of the Toyota organization

Since the beginning of the 90s, when the first official dealers of the company appeared in Russia, the history of active promotion of Toyota brandy on the Russian market begins.

In 1998 the company opened the Moscow representative office of Toyota Motor Corporation, which was created to assess the market situation and to help increase sales through trading companies and a network of dealers in the main regions of Russia. In connection with the dynamic development of the automotive market, it was decided to create a national marketing and sales company Toyota Motor LLC. This was announced in 2001 at the Moscow Autosalon.

On April 1, 2002, Toyota Motor LLC began operating in Russia. This company is the strategic base of Toyota, which plays a key role in the development of the business of selling Toyota and Lexus cars and spare parts in Russia.

At the moment, 35 official dealers of the company are engaged in sales of Toyota cars in Russia: 9 of them are located in Moscow, 5 in St. Petersburg, 3 in Yekaterinburg, 1 in Ufa, 1 in Chelyabinsk, 2 in Samara, 1 in Kazan, 1 in Rostov -on-Don, 1 in Perm, 1 in Nizhny Novgorod, 1 in Tolyatti, 1 in Krasnodar, 1 in Krasnoyarsk, 1 in Tyumen, 1 in Surgut, 1 in Novosibirsk, 1 in Novokuznetsk, 1 in Voronezh, 1 in Tomsk and 1 in Kemerovo. Also, Toyota cars are sold by 2 official Toyota dealers in Kazakhstan and 1 in Belarus. All of them not only sell Toyota cars and spare parts, but also provide service in full compliance with Toyota's high quality standards.

All Toyota dealers in Russia comply with a number of fairly stringent requirements that apply to the company's dealers around the world, as well as to the way and methods of doing business. They are based on the concept of three S. The first S - its own showroom (Showroom), the second S - the presence of a modern service station (Service Shop), the third - the presence of a spare parts warehouse (Spare Parts Shop).

For Toyota, Russia is one of the most priority markets.

The Russian automotive market is absolutely unique. It is developing very dynamically and has great potential. For Russia, Toyota has developed its own marketing strategy based on an in-depth study of all the features of the market.

Success Toyota is the world's largest automaker. Toyota's manufacturing structure has 12 factories in Japan and 53 manufacturing companies in 27 countries around the world and is constantly expanding. Currently, the company employs 299,394 people, thanks to the joint efforts of which these cars can be purchased by residents of more than 170 countries of the world.

The organizational structure of the Toyota company management can be distinguished as follows:

§ CEO

§ Technical Director

§ Chief Accountant

§ Deputy general director

§ Deputy General Director for Sales

§ Deputy General Director for Production

§ Head of Customer Relations Department

§ Head of the car dealership

§ Service manager

§ Head of spare parts department

§ Head of the guarantee department

§ Head of marketing department

§ Head of HR department

§ Head of System Administration Department

§ Head of warehouse for commercial vehicles

Toyota Guiding Principles

§ To honor the letter and spirit of the law of each country, to conduct business openly and honestly in order to be a worthy corporate citizen of the world.

§ Respect the culture and traditions of all nations and contribute by their activities to the economic and social development of society.

§ To direct efforts to the production of environmentally friendly and safe goods, to improve the quality of life around the world.

§ Design and develop advanced technologies and offer the highest quality products and services.

§ Develop a corporate culture that encourages personal and collective creativity and fosters mutual trust and respect between employees and management.

§ Strive for growth in harmony with the global community through innovative management practices.

§ Collaborate with business partners in research and development for sustainable long-term growth and mutual benefits, while remaining open to new contacts.

2.2 Motivation theory and Toyota approach

Maslow's hierarchy of needs. If you work for Toyota, your inferior needs are met. You are paid well, you are guaranteed employment, and you work in a safe, controlled environment. A working group and a variety of types help you meet your social needs. social activities at and after work. In practice, Toyota often uses work situations that require effort and dedication in order to foster self-confidence in people, allowing them to experiment and go to the heights of skill, and therefore to self-actualization.

Herzberg's labor enrichment theory. Herzberg argued that the lower levels of Maslow's pyramid act as hygienic factors. Their unfavorable condition leads to dissatisfaction, but their good condition does not yet provide positive motivation. For example, excellent working conditions, a great dining room, good wages and other benefits can keep people in a given job, but not make them work harder. If you really strive to motivate people, you should, beyond hygienic factors, make work more attractive by improving employees' understanding of the importance of their work, more independence and completeness of tasks, improving feedback and increasing accountability for the final results.

Toyota does an excellent job of ensuring hygiene. Employees are guaranteed a job and a positive work environment. At first glance, there is not a hint of any "enrichment" in the work on the assembly line. People mindlessly perform the same operations and are responsible for only a tiny part of the overall task. However, thanks to the Toyota Production System (TPS), the motivation for completing work orders is significantly increased, and Toyota is constantly working to create assembly lines that make work richer. This is a change of activities, when the team is responsible for one of the vehicle's components as a whole, various types of feedback, in the process of which it is assessed how successfully workers are coping with their duties, a system that allows workers to take initiative in solving problems, and autonomous working groups when solving problems. ...

Toyota began enriching labor in the 1990s and began to arrange assembly lines so that the assembly of vehicle subsystems was carried out on separate sections of the line. So, the working group can only deal with the assembly of the electrical circuit. The engineering and technical staff at Toyota is organized in such a way that the same team leads the project from start to finish. For example, the ode group is responsible for the interior design, from artistic design to production. This allows for greater integrity and more varied work.

Taylor's Science Management. Toyota's system relies on standardization, but at TPS, workers are required to improve standardized work.

Skinner's approach. Toyota's system is ideal for behavior modification. Feedback is provided instantly. Negative feedback is not personal in nature; people evaluate the quality of their own work without the help of a boss, immediately identifying quality problems. As for the praise or reprimand from the superiors, they are always nearby, in the shop, providing prompt feedback. For this, managers undergo special training.

Table 1 Magura M. Kurbatova M. Secrets of motivation or motivation without secrets-M .: LLC "journal" Personnel management ", 2007. - 656s. More important than the theory of motivation and Toyota's approach: summary

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Cost-effectiveness of motivation

Introduction

The main goal of motivation is to stimulate the production behavior of employees of the organization, directing it to the achievement of the strategic tasks facing it.

The effectiveness of motivation will depend on how the strategic goals of the organization are being realized through the motivation of personnel. In turn, the motivation of workers will be determined by how fully the organization ensures the satisfaction of their basic needs. Consequently, the main importance of motivation is to combine the interests of the employee with the strategic objectives of the organization. The effectiveness of motivation includes two basic concepts:

economic efficiency of motivation

social effectiveness of motivation

The economic efficiency of motivation includes solving the problems facing the organization. It will depend on the correct and efficient use of human resources. Motivation should guide employees to the actions that the organization needs.

The object of the study is the economic efficiency of motivation for labor activity, the subject is labor remuneration at the DRESS garment production.

Purpose of implementation term paper is an:

· Development of the ability to work independently with literary sources, regulations and economic information in the field of incentives, motivation and remuneration;

· Mastering the methodology for organizing the calculation, planning and analysis of wages at the enterprise;

· Formation of a scientific outlook and practical skills in the field of improving labor motivation.

1) Consider the concepts of labor motivation, economic efficiency of the labor motivation system, the effect of labor motivation and economic indicators.

2) Calculate the monthly wage of a worker.

3) Analyze the organization of remuneration at the DRESS garment factory.

1.Theoretical part

motivation labor wages

1.1 The concept of work motivation

Motivation is a collection of driving forces that induce a person to take certain types of action. Various motives, which often push a person to opposite actions, in the aggregate are a driving force, the vector of application of which may be different depending on the strength of individual motives.

Labor motivation is formed both under the influence of internal factors (needs) and external (incentives). The personnel motivation system is most effective if it affects those aspects that are consistent with the employee's internal motives.

There are many theoretical and experimental approaches to studying motivation. All theories of labor motivation to work can be divided into two groups:

process theory.

Procedural theories of motivation are theories of motivation for work, proceeding from the behavior of people, taking into account their perception and cognition. Procedural theories assume that individuals evaluate different behaviors through measurable outcomes.

Work motivation is the driving force behind work and behavior based on deep personal interest and involvement in its implementation.

Distinguish between perspective and current motivation. If the motives of a person's activity and the goal set by him relate to the distant future and the motives provide for a strategy of behavior, such motivation is called promising. If the motives are connected only with the immediate future, then they determine the tactics of behavior. This motivation is seen as ongoing. Labor activity of a person largely depends on the prospects of motivation, and, consequently, the efficiency of his work. Perspective motivation encourages the employee to deal with difficulties and obstacles in work, since the present for him is only a stage in achieving promising goals. If the employee acts only on the basis of current motivation, then the slightest failure will lead to a decrease in his labor activity. Promising motivation can be attributed to the employee's knowledge of the directions and tasks of the further development of his enterprise. This allows him his future. Therefore, it is necessary to predict the socio-economic development of the enterprise in such basic parameters as the introduction of new technologies, new forms of labor organization, the emergence of new and the withering away of old professions, the dynamics of profits and wages of workers. The development of such a forecast should be carried out by economic, technological and sociological services. Scientific and technological progress is impossible without strategic motivation of labor. The right mix of forward-looking and ongoing motivation is important.

There are three types of labor motivation: direct, indirect, incentive.

Direct motivation creates interest in work and its results. The factors of such motivation are the content of work, the consciousness of their achievements for society, their recognition by others, a sense of responsibility and self-realization of the individual in work. Activities based on such motives are rewarding. A person works not only to earn money. He is interested in the content of the work itself, creativity. Therefore, there is no need to control the work of such workers.

Indirect motivation is based on material interest. Factors of this type of motivation are the forms of remuneration, the level of tension in labor standards, the level of inflation, and the prices of products. In this case, labor appears in the form of the price of labor, as an "instrumental" value that is exchanged for the goods and services produced.

Incentive motivation is based on fear and duty. It is determined by the power, the level of unemployment and the lack of guarantee of job preservation, social tension, uncertainty about the future.

Motivation for work is a system that includes needs, interests, value orientations and attitudes, motives and motivational structure of behavior (Fig. 1.1). A simplified model of motivation for behavior through consumption assumes the following chain: needs\u003e incentives (or motives)\u003e behavior (action)\u003e the result of satisfying needs (satisfaction, partial satisfaction or lack of satisfaction).

Figure 1.1. Labor motivation system.

Distinguish between the needs of production, caused by the need to ensure simple and extended reproduction, collective and personal. The formation of social needs occurs under the influence of a variety of socio-demographic, economic, geographical and other factors. However, the decisive role is played by the development of productive forces and production relations, modern methods of organizing production, labor and management.

Personal needs of people are divided into material (needs for food, housing, etc.) and spiritual, or intellectual (needs for knowledge, communication with other members of society, initiation into science, art, etc.). The volume and structure of personal needs are subject to changes under the influence of the development of the productive forces of society, science and culture, an increase in the degree of satisfaction of material needs.

Personal needs as a driving force of a person's labor behavior are conditioned by the fact that the satisfaction of material needs is achieved only through labor. Therefore, such a conscious attitude towards work is developed, when it is perceived as a means of ensuring physical existence. As a result, needs take the form of interest in certain types of activities, objects and subjects. Interest expresses a possible way of satisfying needs under given conditions. If needs show what an employee needs for his normal existence (activity), then interest gives an answer to the question of how to act in order to satisfy this or that need.

Interests depend on the mental qualities of a person, his abilities, character, educational and cultural level, social experience. Their development can be influenced by the collective, its individual members, society as a whole.

According to the level of effectiveness, passive and active interests are distinguished. Passive are contemplative interests in which a person is limited by the perception of the object of interest. For example, he loves his work, feels pleasure while doing it, but does not show activity in order to get to know the object deeper, master it and engage in creativity in the area of \u200b\u200binterest to him. Active effective interests, when a person is not limited to performing functional duties, but actively influences the object of interest, improves it.

In terms of focus, direct and indirect interests are distinguished. Direct - interest in the very process of activity, indirect - interest in the results of the activity.

Bearers of needs and interests are various communities, that is, society as a whole, social groups, regions, labor collectives, as well as individual workers. Each community (subject) is characterized by a set of different interests. In the course of work, there is a constant interweaving of personal (individual), collective and public interests. The correlation and interaction of these interests determines the socio-economic development of society. Revealing contradictions in interests, finding ways to solve them determine the struggle between the new and the old, testifies to the advancement of society.

In practice, collective needs and interests are expressed in a system of goals and indicators that reflect the collective results of work. This determines the great importance of establishing such planned and estimated performance indicators of the enterprise, in the performance of which employees should be personally interested. This personal interest is ensured by the choice of appropriate forms and systems of remuneration.

The goal of reforms in the country is ultimately to ensure that all interests are taken into account, influencing interests, managing them and through them.

Explanations and justifications for behavior are called motivations. Motivations can be used by a person to hide the real motives of his behavior.

1.2 Economic efficiency of the labor motivation system

Most of the labor motivation tools require expenses from the organization, the largest item of which is wages. In this regard, the question of the economic efficiency of the motivation system used in the organization is very important. Strictly speaking, an economic organization is interested in a worker as long as the marginal productivity of his labor exceeds the costs of the organization for this worker. Otherwise, the organization begins to subsidize the employee, which, of course, contradicts one of its main goals - increasing equity capital. How much each employee brings to the organization depends on three factors - his individual productivity, the price of his labor, as well as the level of market value of the products (services) he produces. Naturally, it is very difficult (often simply impossible) for large organizations to determine the productivity of each individual employee in monetary terms. Instead, companies track the average productivity of an employee by line of business (by type of product and type of service provided, by category, by location, etc.). The two most common metrics used to measure performance are sales per employee and profit per employee. The first metric, which is the most common, measures the absolute productivity of a single worker, leaving aside the question of relative (versus cost) productivity. Therefore, sales per employee must be weighed against another metric - cost per employee (sometimes called labor or hiring costs) .It is important to note that this is an organization’s total labor cost, which includes more than just wages. , but also deductions for social insurance and other funds, as well as all types of material incentives, free meals, etc. The profit per employee indicator is more universal in the sense that it takes into account all the costs of the organization, including labor costs ... Sometimes labor costs include training costs. This is fundamentally incorrect, since these costs are investments in the organization's human capital.

1.3 Effect of labor motivation

In addition to labor costs, when assessing economic efficiency, an indicator of the effect of this activity is used. The development of the labor potential of the collective of the enterprise as a whole and of the individual employee, as a result of the management decisions taken, serves to obtain additional results from production activities.

This result is the source of the effect, which can take various forms and be assessed by various indicators.

The effect of control can be expressed in the following form:

an increase in output due to an increase in labor productivity, an increase in its quality or grade (direct quantitative components);

job satisfaction (motivational effect), if work with personnel was based on taking into account social aspects in labor relations; the effect can also be manifested in an increase in labor productivity, a decrease in damage from staff turnover in connection with the stabilization of the team;

relative cost savings while shortening the training time due to the selection of professionally trained workers (the effect is expressed in the savings required to achieve a certain state of labor potential).

There may also be an intermediate result - an increase in the qualifications of workers (category, category, class, etc.). The end result is an increase in the volume of products manufactured or revenue from the sale of better quality products.

as a generalized value of all results (increase in production volume, sales proceeds, etc.);

as the sum of private effects from the implementation of specific activities carried out by the HR department (motivational activities). Each of these methods has advantages and disadvantages.

In the case of using such factors as the volume of production, changes in the level of labor productivity, etc. as a general indicator of the activities of the enterprise collective. , their value is influenced not only by the direct factor of production, mobilized through personnel management, but also by technical, technological and organizational factors. The results of the current year could be more influenced by the costs of previous years than the costs of the current period. Therefore, it is difficult to unequivocally assess the impact of efficiency on the economic effect of managing personnel labor motivation.

It is more preferable to sum the overall result from particular indicators, since allows you to identify which of the areas of work gave a positive effect and which negative. The total amount of indicators will not be equal to the amount obtained by the first method, due to differences in the calculation methodology and due to the mutual repayment of positive and negative results, since factors are interrelated.

Difficulties in calculating the overall effect are associated with the fact that the effect of different types of costs manifests itself in different forms and it is difficult to bring them to a common denominator. The difficulty also lies in the fact that some activities apply to the entire team, while others only to a group of workers (for example, differentiation and selectivity of social payments). When analyzing the effectiveness of a specific measure, first of all, one proceeds from the effect obtained for a group of workers. The effect obtained and the conclusions drawn with it in mind are quite specific. When the total indicator is calculated for the entire workforce, the effects obtained as a result of carrying out some activities are summed up with the effects of other activities. Then calculations are made using the average. Their findings are general character, allowing you to get a "vector" of the direction of work on personnel management in general and the motivation of the workforce.

1.4 Economic indicators of labor motivation

Analysis of the use of labor resources, the growth of labor productivity must be considered in close connection with wages. With the growth of labor productivity, real prerequisites for an increase in labor are created. In turn, an increase in the level of wages contributes to the growth of his motivation and productivity.

In this regard, the analysis of spending on wages is extremely important. In the process of it, it is necessary to carry out systematic control over the use of the wage fund (WF), to identify the possibilities of saving it due to the growth of labor productivity.

When starting to analyze the use of FZP, first of all, it is necessary to calculate the absolute and relative deviations of its actual value from the planned (baseline) value.

The absolute deviation (? FZPabs) is calculated as the difference between the funds actually used for wages and the basic FZP as a whole for the enterprise, production units and categories of workers:

ФЗПабс \u003d ФЗП1 - ФЗП0.

Since the absolute deviation is determined without taking into account the change in the volume of production, then it cannot be used to judge the savings or overspending of the RFP.

The relative deviation (? FZPotn) is calculated as the difference between the actually accrued wages and the base fund, adjusted for the index of the volume of production. It should be borne in mind that only the variable part of the RFP is being adjusted, which changes in proportion to the volume of production. These are the wages of workers at piece rates, bonuses to workers and management personnel for production results, and the amount of vacation pay corresponding to a share of variable wages.

The constant part of wages does not change with an increase or decrease in the volume of production (wages of workers at tariff rates, wages of employees in salaries, all types of additional payments, wages of workers of construction brigades, housing and communal services, social sphere and the corresponding amount of vacation pay).

FZPrel \u003d FZP1-FZPsk \u003d FZP1- (FZPper0 * Ivp + FZPpost0),

where AFZPotn is the relative deviation of the salary fund; the salary fund of the reporting period;

ФЗП1 - basic salary fund, adjusted for the index of production volume;

FZPsk - basic wage fund;

FZPper0 and FZPpost0 - respectively, the variable and constant amount of the basic wage fund;

Iвп - index of the volume of production.

In the process of subsequent analysis, it is necessary to determine the factors of absolute and relative deviation for the FZP.

The variable part of the PPP depends on the volume of production (CP), its structure (Ui), specific labor intensity (TE) and the level of average hourly wages (OT).

The constant part of the wage bill depends on the number of employees, the number of days worked by one employee on average per year, the average length of the working day and the average hourly wage.

the following models can be used for deterministic factor analysis of the absolute deviation according to the FZP:

1) FZP \u003d CHR * GZP;

2) FZP \u003d CHR * D * DZP;

3) FZP \u003d CHR * D * P * CHZP,

where CHR is the average annual number of employees;

D is the number of days worked by one employee per year;

P is the average working day; GZP - average annual salary of one employee;

WCP is the average daily salary of one employee; 43P is the average hourly wage of one employee.

The calculation of the influence of factors according to these models can be made by the method of absolute differences:

FZPchr \u003d (CHR1-CHR0) * D0 * P0 * CHZP0;

FZPD \u003d CHR1 * (D1-Do) * P0 * CHZP0;

FZPp \u003d CHR1 * D1 * (P1 -Po) * CHZP0;

FZPCHZP \u003d CHR1 * D1 * P1 * (CHZP1 - CHZP0).

Of great importance in the analysis of the use of PPP is the study of data on the average earnings of workers, its change, as well as on the factors that determine its level. Therefore, in the future, the reasons for the change in the average salary of employees by the enterprise, divisions, categories and professions should be analyzed.

It should be borne in mind that the average annual wage of workers (WAG) depends on the number of days worked by each worker, the average length of the working day and the average hourly wage:

GZP \u003d D * P * FZP,

and the average daily wage (WW) - from the length of the working day and the average hourly wage:

DZP \u003d P * WZP.

The calculation of the influence of factors on the change in the average annual wages of workers can be made for the whole enterprise and for individual categories.

The analysis should also establish a correspondence between the growth rate of average wages and labor productivity. For expanded reproduction, obtaining the necessary profit and profitability, it is important that the growth rate of labor productivity outstrips the growth rate of its payment. If this principle is not observed, then there is an overexpenditure of the salary fund, an increase in the cost of production and a decrease in the amount of profit.

The change in the average earnings of workers for a particular period of time (year, month, day, hour) is characterized by its index (IWP), which is determined by the ratio of the average wage for the reporting period (WW1) to the average wage in the base period (WW0).

The advance coefficient (Kop) is

Cop \u003d Igv / Izp

It is also necessary to study the ratio between the average wage and the minimum consumer budget (MWP / MPB), as well as the ratio between the growth indices of the average wage of the company's employees and the minimum consumer budget (Iсзп / IMPb).

To assess the effectiveness of the use of funds for labor remuneration, it is necessary to apply such indicators as the volume of production in current prices, the amount of revenue and profit per ruble of wages, etc.

Chapter 2. The procedure for the formation and study of the structure of wages

Table 1. Initial data for the task

	The name of indicators	Unit measurements

	Explicit fund of time
	number of hours worked in the evening
	number of hours worked at night
	overtime hours
	number of hours worked on weekends and holidays
	average hourly wage rate of work performed
	coefficient of additional payments for working conditions
	tension allowance
	surcharge for performing standardized tasks

	additional payments for the leadership of the brigade
	allowance for prof. skill
	coefficient of the increase in the hourly wage rate for work in the evening
	coefficient of increase in hourly wage rate for night work
	rate of increase in hourly wages for overtime work
	coefficient of increasing the hourly wage rate for work on weekends and holidays

According to the initial data in table 1, we will calculate the monthly wage of a worker, the results will be reflected in table 2.

Table 2. Formation of the structure of wages

Salary fund elements	Name of articles	Calculation algorithm	Amount, rub.	Salary structure
				tariff, hourly, daily, monthly funds	monthly payroll
Tariff fund	1. Payment by tariff	Z tar \u003d C hour * T jav
	2. Additional payment for working conditions	D service tr. \u003d Z tar * K y
	3. Allowance for the tension of norms	Dn. \u003d Z tar * K nn
	4. Total tariff fund zar. fees	F tar \u003d Z tar (K y + K nn) p. 1 + 2 + 3
Hour fund	Additional payments to the tariff fund: 5. surcharge for performing standardized tasks	D nz \u003d F tar * Knz
	6. premium for quantitative and qualitative indicators work	P p \u003d F tar * K pr
	7.extra payment for team leadership	D br \u003d F tar * K br
	8. premium for professional skills	D pf \u003d F tar * K pf
	9. surcharge for hours worked in the evening	D eve \u003d T eve * S hour ** K eve
	10. surcharge for hours worked during the night shift	D night \u003d T night * C hour ** K night
	11. Total hour fund salary	F hour \u003d line 4 + 5 ++ 6 + 7 + 8 + 9 + 10
Day fund	12. surcharge for overtime work	D. St. R. \u003d T sv.r. ** From hour * By St.
	13. surcharge for weekends and holidays	D out.pr. \u003d T out.pr. ** From hour * To weekend ave.
	14. Total daily fund zar. fees	F day \u003d line 11 + + 12 + 13
Monthly fund	15.payment of regular vacations
	16.compensation for unused vacation
	17.payment for study leave
	18. surcharge for the performance of state obligations
	19. surcharge for work experience
	20. Total monthly payroll.	F month \u003d F day ++ 15 + 16 + 17 + 18 + 19

Analysis of the payroll shows us that, for the most part, it consists of a wage fund and an hour fund; a very small share is the daily fund.

Let's analyze the wage bill, and reflect the results in diagram 1.

Diagram 1

It can be seen from the diagram that the majority of the tariff fund is paid according to the tariff (89.28%), from which we can conclude that the tariff fund is quite stable - this is, of course, a rather significant tool for motivating employees. The additional payments included in this fund (additional payment for working conditions and an allowance for the tension of norms) compensate for the difficult working conditions, which is also a positive moment for the employee.

Diagram 2

Diagram 2 shows that the main part of the hourly wages fund is the tariff fund (60.71%), a considerable part is also the additional payment for the performance of standardized tasks - 24.28%. The remaining components are a bonus for the quantitative and qualitative indicators of work (6.07%), a premium for professional skills (2.43%), an additional payment for hours worked in the evening (5.45%) and an additional payment for hours worked at night. shifts are of little importance in the total volume of the hourly wage fund. The components of the hourly wage fund, bonuses and allowances are designed to encourage employees to do their work efficiently and diligently.

In conclusion, we will analyze the monthly payroll, reflect the results in diagram 3.

Diagram 3

Diagram 3 shows that the main components of the monthly payroll are tariff payments (52.79%) and additional payments for performing standardized tasks (23.65%). The next most important are the premium for the qualitative and quantitative performance indicators (5.91%) and the additional payment for the hours worked in the evening (5.31%). Extra pay for overtime work (2.59%), premium for professional skill (2.37%), surcharge for hours worked on the night shift (1.04%), increase for work intensity (3.17%) and surcharge for working conditions (3.17%) have a small share in the total monthly wage fund.

Summing up, we can say that the payroll contributes to the fruitful work of the enterprise and the development of employees.

3.1 Analysis of the organization of remuneration at the garment factory "DRESS"

The DRESS company has existed since 2005 and positions itself as a manufacturer of pret-a-porter women's clothing. Today it is a chain of brand shops "DRESS women", a design bureau and a sewing production located in the city of Togliatti.

Let's conduct a diagnostic analysis of the organization of remuneration at the DRESS garment factory.

Table 3. Diagnostic analysis of wages

Elements of pay	Brief definition. Element characteristic	Diagnostic analysis of the condition in your organization.
Work remuneration structure	The set of cash payments to an employee, including basic and additional wages, remuneration, bonuses and material assistance.	The structure of the company's wages includes the following components: 1) Basic salary: Payments for hours worked, for the quantity and quality of work performed with time-based and piecework pay; Additional payments due to deviations from normal working conditions, for overtime work, for work at night and on holidays, etc.; Payment for downtime is not the fault of the employee. 2) Additional salary: Payments for unworked time provided for by labor legislation and collective agreements; Payment for vacation time; Payment for work breaks for nursing mothers; Severance pay upon dismissal, etc. 4) Material assistance (usually paid in the form of compensation payments in extreme and emergency situations).
Principles of wages	Labor reproduction guarantee; Differentiation of wages depending on working conditions, qualifications, quantity and quality of labor expended; Material interest of workers in high final results of labor, in the recognition of the product of labor by the market as a commodity; Maximum independence in matters of organization and remuneration; Systematic increase in real wages; Simplicity and accessibility of forms and systems of remuneration, which provides broad awareness of their essence.	The company strives to adhere to these principles. Differentiation of wages occurs depending on the productivity of workers, their level of qualifications and quality, manufactured products, the higher these indicators, the higher the wages. Simplicity and accessibility of forms and systems of remuneration is one of the main principles of wages, which is unconditionally observed at the enterprise. Management believes that employees should clearly understand in which case their salary will increase and what efforts should be made to this. This will help increase the material interest of workers in high final results of labor, in the recognition of the product of labor by the market as a commodity. According to the charter, the enterprise independently establishes the forms, systems and amount of remuneration for its employees, as well as other types of their income in accordance with applicable law.
Functions of wages	1) Motivational - based on the motivation of work. 2. Reproductive - is to ensure the possibility of reproduction of labor; 3. Stimulating - encourages the employee to labor activity, maximum return and growth of labor efficiency. Additional functions: 4. Status assumes the corresponding status of the employee, determined by the amount of salary; his status in relation to other employees vertically and horizontally. 5. Regulatory influences the relationship between demand and supply of labor, the formation of a team, ensuring its employment. 6. Production-share determines the measure of participation of each employee in the total cost of production.	To implement the first function, the enterprise management uses certain incentives that motivate employees to improve their performance. The reproductive function is weak, because for some categories of workers (auxiliary production), wages are not high enough to ensure long-term work ability, family, and the growth of professional and cultural educational level. To implement the stimulating function, the management of the enterprise tries to establish the dependence of the employee's salary on his labor contribution and the results of the organization's activities. The status function is fully realized: the higher the qualifications of the employee and the position held, the higher the salary. The regulatory function is in a difficult position, since at the moment the supply of labor does not meet the demand. There is a shortage of workers in the main production - seamstresses, cutters, designers.
Factors affecting the amount of wages	1) The cost of the means of subsistence required for the normal reproduction of labor. Such funds should be sufficient not only to restore the working capacity of the worker, but also to support the disabled members of his family. 2) The level of qualifications of employees. 3) Local conditions - unemployment, climatic conditions; 4) Supply and demand in the labor market. 5) Competition or monopoly in the labor market. 6) The profitability of the enterprise.	At the enterprise in question, all of the above factors to a certain extent affect the amount of remuneration, for example, the higher the qualifications of employees, the correspondingly higher their remuneration. As the profitability and competitiveness of the organization grows, so does the salary of employees.
Government levers and incentives for wages	Determination of the minimum wage; Timely indexation of wages, incomes and deposits of people, taking into account inflation; Payroll taxes (direct and indirect) (personal income tax, UST); Compliance with social guarantees for employees organizations (scholarships, pensions, unemployment benefits, etc.); Regulation of coefficients and percentages of wage premiums; Regulation of customs duties on the import of foreign products, etc.	First of all, the state establishes the minimum wage (today it is 4,611 rubles) and, by law, the company does not have the right to pay the minimum wage to employees. The state also provides various social guarantees to employees: payment of pensions, benefits, benefits, etc.
Trends and Features of Wages in the Transition Economy of Russia	Since the early 1990s, economic reforms have begun in Russia. This could not but affect the organization of wages. At the beginning of 1991, a Resolution of the Government of Russia “On Approval of New Sizes of Tariff Rates and Official Salaries” was adopted. Besides changes tariff rates include compensation in wages, additional costs and costs associated with inflation. The following trend is manifested: the state determines the amount of funds for the wage fund, and organizations independently distribute these funds for wages and compensation to their employees. This period is characterized by a transition from sectoral schemes to a unified tariff scale, mandatory for all institutions and financed from the state budget.	The enterprise did not yet exist during the period transition economy, it was organized 7 years ago
The principles of remuneration in the organization	1. The principle of equal pay for equal work 2.Principle of material interest 3. The principle of the outstripping growth rate of labor productivity in comparison with the growth rate of wages 4. Promotion of high quality products, labor, works and services 5. The choice of a rational system of remuneration for certain categories of workers	1. The company fully adheres to the principle of equal pay for equal work, it has two aspects. The first is equal pay for equal work without discrimination on the basis of race, nationality, sex, religion. The second provides for equal pay for the same work under identical conditions. 2. The principle of material interest in an enterprise implies higher remuneration for skilled labor, hard labor and labor in hazardous conditions. 3. Compliance with the principle of the outstripping growth rate of labor productivity in comparison with the growth rate of wages determines the continuity of the expansion of production and is a condition for the development of the enterprise. In this regard, the company tries to follow this principle, but this is not always possible. 4. An integral part of the enterprise is the promotion of high quality products, labor, work and services, because Compliance with this principle is the key to the successful development of any enterprise. 5. Various systems are used to pay the employees of the administrative apparatus, main and auxiliary production. For managers - tariff, for workers of the main production - piece-rate bonus, for workers in auxiliary production - time-based.
Regularities of remuneration in the organization	1. Payment for the final result - involves establishing a direct connection between wages and the final result of production. 2. The ratio of remuneration of various categories of employees of the enterprise, primarily production personnel (workers) and management personnel (employees). 3. Equal pay for equal work, non-discrimination in pay; 4. The ratio of growth rates of labor productivity and wages 5. The regularity of the rational correspondence between the supply of labor resources and the average monthly wage. 6. Payment of wages is made twice a month.	At the enterprise, the remuneration of the work of the flooring workers, thermo-finishers and seamstresses is carried out according to the final result. There is a direct connection between wages and labor productivity growth, the higher it is, the higher the pay, respectively. The systems of remuneration of workers in the main, auxiliary production and management apparatus differ significantly from each other. There were no cases of discrimination in wages by sex, race, age or other characteristics. Wages are paid twice a month.
Tariff system	A set of standards with the help of which differentiation and regulation of wages is carried out depending on the quality, nature and conditions of work. It allows, to a certain extent, to take into account the differences in the qualifications of workers, the complexity, the degree of responsibility and the intensification of their work, the conditions in which this work takes place. Its main elements are the tariff rate and tariff scales.	The tariff system underlies the remuneration of managers, specialists and employees. For the management apparatus, there are staff schedules that define positions, the number of employees for each position, a monthly wage rate or an official salary.
Tariff-free system	According to this system, the salary of all employees of an enterprise, from director to worker, is the employee's share in the wage bill (payroll), or the entire enterprise, or a separate unit. Under these conditions, the actual value of the wages of each employee depends on a number of factors: * the qualification level of the employee; * coefficient of labor participation (KTU); * actual hours worked.	This remuneration system is not applied in the organization in question.
Piecework wages	A form of remuneration for an employee, in which earnings depend on the number of units of products produced or the amount of work performed, taking into account their quality, complexity and working conditions. Direct piece-rate system - according to this system, earnings are accrued to the employee at a predetermined rate for each unit of high-quality products (work performed, services). Z / p pr.d. \u003d Ed. x B, where: Ed. - price per unit of production; B - release. Ed. \u003d Tc x Hvr, where: Тс - tariff rate; Nvr. - the norm of the time. Z / p pr.d. \u003d Tc x Hvr x B, rub. Indirect piece-rate system - is used for wages of workers serving the main technological processes, and it is for that category of them, on the pace and quality of work of which the production of the serviced or basic workers really depends. Salary indirect-sd. \u003d Ed. х Вф + Prize, rub., where: Vf - actual production. Piece-piece bonus system - provides bonuses for overfulfillment of production and achievement of certain quality indicators. Salary sd-prem. \u003d Ed. x B + Prize Piece-by-piece progressive system - according to this system, the work of a worker within the established initial rate (base) is paid at the basic single rates, and above the established base - at increased rates. Z / p SD-prog. \u003d Ed. x Int + (P1 x B) + (P2 x B), rub., where: VN - release at the rate; Р1, Р2 - progressive rates if the output is more than the norm. Lump-sum system - the amount of remuneration is established not for each production operation (work) separately, but for the whole range of works. The collective (brigade) piecework system of remuneration is a system in which workers' earnings are calculated in accordance with the amount of work (quantity of products) produced by the brigade.	The company uses a piece-rate bonus system to pay for the work of the flooring workers, thermo-finishers and seamstresses. Under this system, a worker's monthly earnings consist of piecework earnings for the amount of work performed and bonuses for established indicators.
Time wages	The form of remuneration, which is based on the principle of the dependence of the size of wages on the amount of working time, hours worked. Wages are determined by multiplying the number of hours worked by the hourly wage rate established for this category of workers.	This system is widely used in an organization to pay time workers, who, as a rule, belong to auxiliary production. Their wages depend, first of all, on the category of workers and the hours actually worked, with the average length of a month being 166.3 hours. Time workers include: storekeepers, cleaners, fittings pickers, quality controllers, finished goods receivers, locksmiths, etc.
Bonuses for labor	Bonuses are the payment of certain sums of money to employees in excess of the basic salary for the purpose of material incentives for work. There are two types of bonuses. The first type is bonuses provided by the wage system. It involves the payment of bonuses at a certain frequency (annual, quarterly, for half a year, for a month, etc.) to a certain circle of employees. For example, technologists, economists, accountants. Such bonuses are paid on the basis of specific labor indicators and bonus conditions developed in the organization. The second type is a one-time (one-time) premium. One-off bonuses can be awarded for specific success in work or timed to coincide with significant events - public holidays, anniversaries of the industry, organization or a specific employee.	At the enterprise in question, there are both types of bonuses. Bonus payments are made on the basis of the bonus provision. Each category of employees has its own provisions on bonuses. Workers sewing workshops may be awarded: For the high-quality implementation of the assortment plan (70%); For reducing the number of unfulfilled production rates (for each% + 1% bonus, max + 10%); For overfulfillment of the established task (for each% of overfulfillment + 5% bonus (max 25%)). The employees of the preparatory cutting shop have a 100% bonus for the high-quality fulfillment of the plan for the assortment. Managers, specialists and employees are awarded: For fulfilling the profit plan (80%); For overfulfillment of the profit plan (for each% of overfulfillment of a 5% bonus). Also, the management of the company encourages its employees in connection with important dates in their life (anniversaries, weddings) or the life of the organization (victory in the competition, round date from the date of foundation).
Methods for the formation of the salary fund	1. Incremental, depending on the increase in production. 2. Piece by piece, based on the developed time norms and piece rates for technological operations. 3. Level, regulating the cost of wages per 1 rub. products. 4. FZP is formed from the percentage of the company's profit. 5. FZP of the enterprise is distributed among divisions in proportion to the contribution to the final result. 6. PPP is distributed among departments according to the principles of distribution for the enterprise as a whole.	At the garment factory, the wage fund is formed on the basis of the developed time norms and piece rates for technological operations. That is, the element-by-element method of forming the wage fund is used.

Having carried out a diagnostic analysis of labor remuneration, we can conclude that practically all the presented elements of labor remuneration are used at the DRESS garment factory, with the exception of the tariff-free system. All elements are, for the most part, built in accordance with theoretical aspects.

The wages of workers of a garment factory consist of the main, additional, there are also remuneration, bonuses and various types of material assistance. In the considered production, the tariff, piece-rate bonus and time-based wage systems are used. The tariff system is the basis for the remuneration of managers, specialists and employees, the piece-bonus system is used to pay for the labor of flooring workers, thermo-finishers and seamstresses, the monthly wages of a worker consist of piecework earnings for the amount of work performed and bonuses for established indicators. Time system is used to pay workers in auxiliary production, their wages depend, first of all, on the category of workers and the actual hours worked. The wage fund is formed on the basis of the developed time norms and piece rates for technological operations. The company strives for full compliance with the principles of remuneration and maintaining in good condition the functions of wages.

Conclusion

In the first chapter of the course work, the concepts of labor motivation, the economic efficiency of the labor motivation system, the effect of labor motivation and the economic indicators of labor motivation were considered in detail.

The second chapter of the course work was devoted to the calculation of the monthly wage of a worker. The calculations show that the main components of the monthly wage fund are tariff payments (52.79%) and additional payments for performing standardized tasks (23.65%). The remaining components of the monthly fund, additional payments and allowances that encourage employees to perform their work efficiently and diligently have small shares in the total volume of the monthly payroll.

In general, we can conclude that the payroll contributes to the fruitful work of the enterprise and the development of employees.

In the practical part, a diagnostic analysis of wages at the DRESS garment factory was carried out, during which it can be said that all elements of wages at the enterprise, for the most part, are built in accordance with theoretical aspects.

In conclusion, it should be noted that wages are a huge incentive for the employee to work better and better, however, it is an incentive only if the employee knows about all the requirements for his work, and about all the rules that determine his remuneration. Therefore, the choice of rational forms and systems of remuneration of personnel today is of the greatest socio-economic importance for each enterprise.

List of used literature

1. Savitskaya G. V. Analysis economic activity enterprises. 7th ed., Rev. - Minsk: New knowledge, 2009 .-- 704 p.

2. Vetluzhskikh, E. Motivation and wages. Tools. Techniques. Practice / E. Vetluzhskikh. - M .: "Alpina Publisher", 2011.

3. Zhukov, A.L. Regulation and organization of labor remuneration: Textbook / A.L. Zhukov. - M .: Publishing house "MIC", 2009.

4. Roshchin S.Yu. Labor economics (economic theory of labor): textbook. manual for universities. - M .: INFRA-M, 2009 .-- 400 p.

5. Zagarova, N.A. Analysis of the main trends in the field of labor remuneration / N.A. Zagarova // Personnel Management. - 2009. - No. 19.

6. Kolbachev, E.B. Organization, rationing and labor remuneration at enterprises / E.B. Kolbachev, T.A. Kolbacheva, E.V. Novik. - M .: "Phoenix", 2009.

7. Popova N.V. Organization, regulation and payment of labor at the enterprise / N.V. Popov. - M .: "Business and Service", 2011.

8. Timofeev, A.V. Organization of budgeting and remuneration of the company's personnel / A.V. Timofeev // Management in Russia and abroad. - 2005. - No. 2.

9. http://www.cfin.ru/encycl/no_base_salary.shtml - Corporate management.

10. http://www.aup.ru/books/m170/6_2.htm - Administrative and management portal.

11. http://www.dresswomen.ru - Official site of the "DRESS" company.

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Incentives and remuneration of labor as elements of the personnel management system. Features of the organization of the process of labor motivation in post-crisis conditions. Analysis of the system of labor motivation of the staff of "Webgears" LLC, its influence on the efficiency of the enterprise.

We will assess the current personnel motivation system at the Plant Signal LLC.

There are several approaches to measuring and assessing motivation:

Based on the performance of employees;

By their behavior;

By identifying indirect indicators that characterize the state of staff motivation.

Assessment by results

The result of an employee's activity is a derivative

from two components:

- personal: abilities, professional readiness, attitude to work in general, attitude to the organization;

- organizational: clarity and achievability of the goals of the enterprise and the employee, ensuring the work process (materials, tools, technology, equipment), organization of work (management, work modes, requirements for the result).

Assessment of motivation based on results involves identifying the relationship between these components and determining the degree of influence of each of them on the employee's activity. Such an assessment is carried out by comparing planned and actual results of work.

If the achieved results are lower than planned, it is necessary to take into account the factors that complicate the performance of the work (for example, the employee was not trained on time). The methods of obtaining information used to assess motivation by results are the analysis of organizational problems, as well as the analysis of documents that provide information about the causes of deviations.

Assessment of behavior, the nature and strength of motivation can be determined by observing a person's behavior. In particular, motivation is manifested through efforts, diligence, perseverance, conscientiousness, responsibility and the targeted orientation of the employee's actions.

The main method of obtaining information about the activities of an employee is observation; in some cases, methods of psychodiagnostic research, as well as sociological surveys, can be applied.

Characteristics of behavior can be obtained by questioning the manager or the immediate environment of the employee according to certain criteria describing certain of his actions.

Figure 2.1 shows the characteristics of the effective and ineffective behavior of employees, assessed according to the criteria characterizing the attitude to work.

Characteristics of effective and ineffective employee behavior:

Criterion	Pole of inefficiency	Pole of efficiency
A desire to work	Employees show apathy and indifference to their work	Employees show vigor, enthusiasm and commitment to success
Labor results	Do not exceed the minimum acceptable results	Planned or exceeding results are consistently achieved
Labor discipline	Regularly delaying work deadlines, absenteeism, being late, leaving work early, frequent sick leave	The work is done efficiently and on time, violation work schedule perceived negatively, absences due to illness are rare
A responsibility	Employees avoid responsibility	Each employee is ready to take responsibility
Attitude to change	Workers resist change	Workers are proactive and ready for the necessary changes

Estimated by indirect indicators. The strength of motivation can be revealed through indirect indicators. Thus, one of the components of motivation is job satisfaction, which is manifested in the fact that employees strive to continue working in this organization.

Therefore, the main indirect indicator of motivation is the level of staff turnover, the interpretation of which is always unambiguous: the higher the level of turnover, the lower the satisfaction of employees, and vice versa, the lower the turnover, the higher the satisfaction.

To conduct a study of motivation, a questionnaire was developed, which was offered for filling out to employees of the enterprise, contains 19 questions.

Table 2.5 - Results of the questionnaire in the category "job satisfaction", in percent

During the study, 122 people were interviewed.

The results of the survey are summarized in tables (as a percentage of the total) by category. According to the data (Table 2.5), 81.8% of the employed are satisfied with their job and their chosen profession.

At the same time, 18.2% are either not satisfied with their work in general, or at the analyzed enterprise. In order to understand what reduces the motivating factors of workers, let us consider in the following tables other categories for which the survey was conducted.

Figure: 2.2

According to the survey data, all employees are confident that training corresponds to the level of their work, but at the same time, 13.6% of employees believe that they do not have enough knowledge and 63.6% would like to improve their qualifications (Table 2.6) ...

Table 2.6 - The results of the questionnaire in the category "the possibility of advanced training", in percent

On average, 80.3% of the respondents evaluate the possibility of advanced training positively across the organization (Figure 2.3).

Figure: 2.3

The survey results show that there is some social tension in the team (table 2.7). The company's management should pay more attention to this issue, because this situation significantly reduces the working capacity of workers.

Table 2.7 - Results of the questionnaire in the category "conflicts in the team", in percent

As can be seen from Table 2.7, only about half of employees - 54.5% - assess the current climate in the team as favorable, while 72.7% note the existence of conflicts.

As shown in Table 2.8, there is little or no opportunity for staff to advance.

Table 2.8 - Results for the category "promotion", in percent

Most of the employees are satisfied with the working conditions at the enterprise. The analysis of material motivation showed that 33.3% of the surveyed workers are materially satisfied (Table 2.9, Figure 2.4).

Table 2.9 - Results of the questionnaire in the category "material motivation", in percent

As can be seen from table 2.9, employees do not know from the calculation of what they are paid. In addition, a high percentage of workers are not satisfied with the material stimulation of labor.

Summarizing the general results of the analysis, the following can be distinguished:

According to the results of the survey, the employees of the enterprise have a rather high satisfaction with the results of their work. As well as a positive point, employees have the opportunity and desire to improve their qualifications as needed;

At the same time, the employees of the enterprise have an average indicator of material motivation;

The enterprise lacks motivational tasks, when employees pay less attention to comfort and there is no motivating environment where employees can avoid opportunities that deprive them of their comfort zone. The main task of the employees of the enterprise is "working off the allotted time and receiving monetary rewards", there is no cohesion in the team and the achievement of a single goal - the prosperity of the enterprise.

This significantly reduces working capacity, and ultimately a decrease in labor productivity affects the decline in wages;

There is social tension in the team and there is practically no social and moral motivation for work.

Figure: 2.4

Summing up the preliminary results, we can say that the management of the enterprise needs to revise the social situation in the team and improve the working conditions of employees.

To improve social motivation, the management of the enterprise needs to pay more attention to the rest of employees, to more competently approach the scheduling of work in order to avoid conflicts in the team that negatively affect the results of work.

The effectiveness of the use of motivation and labor incentives for employees of Zavod Signal LLC can be judged by the test results. Testing was conducted for salespeople using a test and a test-taker's answer sheet.

This test provides for a 12-point quality assessment in such areas of activity of a group of employees as:

Preparedness for activity;

Directivity;

Organization;

Activity;

Cohesion;

Integrability;

Reference.

6 people were tested. The results of testing workers in points are shown in table 2.10.

Table 2.10

As you can see, according to the test results, the assessment of workers, their preparedness for activities is characterized by professional, which allows them to achieve good results in work, and is estimated at 9.3 points, and the reference is also assessed with a high score.

The focus, organization, integrativeness and reference of the employees' activities were evaluated by 8 points and reflect a common, clear goal for all, which is realized and understood by everyone.

The group has developed mutually acceptable standards of behavior, employees are principled, conscientious in their work.

Activities such as organization and activity were rated relatively lower scores, although all test takers emphasized helping each other and solving problems individually. Employees are not energetic, do not actively participate in the development and adoption of agreed decisions, solving common problems, and cooperation.

Thus, the total result of assessing the quality of the main activities of employees is average. The achievement of such a result is due to such areas of activity as:

Weak stimulation and motivation for work;

Creation of favorable relations in the team by ensuring a climate of mutual trust, respect and support at work;

Providing each employee with work that does not encourage him to develop his knowledge and skills;

Defining clear goals and objectives through authoritarian decision-making;

Providing opportunities for professional growth and equal opportunities for promotion, as well as compensation for employees' efforts by raising wages and bonuses based on the results of their work for the year.

The use of motivation at the enterprise contributes, as it was revealed in the process of studying and analyzing the economic mechanism of employee motivation, to increase labor efficiency, determined by the degree of achievement of the main economic and social goals.

Therefore, the mechanism for motivating workers' labor should be aimed at the formation of such a complex of motives that would ensure the implementation of internal personal goals and people's behavior in the labor process with the general goals of the entire enterprise. The effectiveness of motivation can be assessed by the indicator "staff satisfaction with their work".

However, the degree of job satisfaction can be different for many employees, depending on their goals, the level of organization of production, economic, social and motivational activities.

Different degrees of personal satisfaction of an employee reflects different levels of achievement of the social goals of the enterprise. Social efficiency in the form of incentives can be realized only when the existence of the enterprise is stable and reliable, if it receives the necessary profit and is solvent and creditworthy both in terms of remuneration and incentives for the work of its employees and all external partners.

From the point of view of the motivational impact on the employees of the enterprise and the main results of their labor activity, such main personal factors as work capacity, working conditions, leadership style, a clear understanding of the purpose of work, the atmosphere in the team, job stability, and others should be of greatest interest.

To determine the effectiveness of motivation of workers at the studied enterprise and the degree of importance of motivational factors that contribute to the increase in the efficiency of their work, in the process of studying and analyzing the personal motivation of workers' work in increasing its efficiency, a questionnaire developed by F. Herzberg was used, which allows identifying such factors.

The survey was conducted in the form of an anonymous survey, during which all staff were interviewed. The employees' answers to the questions proposed in the questionnaire allowed to establish the most important motivational factors and the degree of their ranking for meeting the needs.

The questionnaire provided for the opportunity to receive answers according to the degree of importance for employees to such basic questions as:

The possibility of receiving more material rewards;

Respect and recognition from leaders;

Desire to be creative in work;

Good attitude of comrades and the microclimate in the team;

Possibility to purchase professional experience;

The ability to be a great performer, perform well

Tasks set by someone;

The ability to be as independent as possible in your work;

Commitment to promotion.

The results of the questionnaire were distributed according to the data given in Table 2.11.

Table 2.11

According to the results of the survey, it was revealed that 72.8% of employees gave first place to satisfaction with wages and methods of labor stimulation. 9.1% gave preference to style, methods of management and attitude to management, i.e. respect and recognition from managers and the opportunity to gain professional experience.

Striving for promotion and a good attitude of comrades and the microclimate in the team as the primary motivational factor was noted by 4.5%, respectively.

In addition to the above questions, other questions were answered. Thus, on the question of the possibility of professional growth, 54.5% of the respondents noted that there is such an opportunity, but everyone rejected the transition to another job even with the same salary.

When answering the question what is the incentive for work, the employees of Zavod Signal LLC answered that this is an opportunity to gain professional experience, promotion, the opportunity to be an excellent performer, and receive material remuneration for work.

On the question of what forms of incentives the company pays more attention to, most employees noted that such forms are the opportunity to acquire professional experience, career advancement, increased material remuneration, and minimal independence.

Consequently, the management of the enterprise attaches paramount importance to the formation of highly qualified specialists and stable material remuneration for work performance.

The solution of emerging problems in the surveyed enterprise is carried out, in the opinion of 72.8% of respondents, by managers and communicated to employees. All managerial employees of the studied enterprise are not quite sure of the stability of their work, they feel they are part of the team, although they do not participate in all types of activities. They noted that the team has an atmosphere of friendliness, cooperation, mutual support, harmony and productivity.

Thus, the analysis of the personal labor motivation of Zavod Signal employees on the basis of an anonymous survey showed that employees are not completely satisfied with the current system of motivation and incentives for their work, but with the same salary they see no difference in the possibility of switching to another job.

This indicates that the company employs a professional, organized, but not sufficiently motivated workforce.

Staff motivation needs to be constantly improved and improved. To do this, you need to know in which direction to move, what changes and in what area of \u200b\u200bthe motivation system to carry out. The motivation system is an integral part of the personnel management system at the enterprise, therefore, methods for assessing the personnel management system can be used to assess the effectiveness of the labor motivation system.

To assess the system of labor motivation, the interview method can be used. Interview - a "face to face" survey, obtaining information in person. This is not an exchange of opinions, but receiving information from one person - the respondent. In contrast to the conversation, the roles of the interview participants are different: the respondent acts as an object of research, the other, as a subject. GI Mikhaylina, M .: Dashkov and Co, personnel management, 2006, p. 263 The essence of the method: interview questions are developed either for workers of the enterprise, or for specialists acting as interviewees. After the interview, conclusions are drawn about the labor incentive system and its impact. The considered methods are shown in Table 1.

Table 1 Classification of methods for assessing staff incentives

Questioning is a system of logically consistent methodological and organizational - technical procedures, interconnected by a single goal: to obtain objective reliable data about the object or process under study for their subsequent use in management practice. V.M. Tsvetaev, personnel management, M .: SPb, 2002, p. 126

The methods of justification include the method of comparisons and the method of assessing the economic efficiency of the bonus system at the enterprise.

The method of comparisons allows you to compare the existing system of labor incentives at the enterprise with a similar system of an advanced organization of the relevant industry, with the normative state or state in the past period.

The effectiveness of the incentive system of the labor system can be judged by the effectiveness of the bonus system at the enterprise, which is the main form of its manifestation. An economically effective bonus system can be considered that forms the level of remuneration in accordance with the degree of fulfillment of indicators and conditions of bonuses and ensures the achievement of an effect greater than the corresponding bonus part of the salary, or equal to this part.

When assessing the effectiveness of the bonus system, it is necessary to give it a qualitative assessment from the point of view of its performance of its functional purpose. To do this, it is revealed: compliance of the established indicators of bonus payments to the task of the enterprise; the validity of the size of the promotion. The bonus system does not have a stimulating effect if the bonuses are too low (less than 7 - 10% of the tariff rate, official salary). Z.P. Rumyantseva, N.A. Sagomatin, R.Z. Akberdin et al., Organization management: tutorial... M .: Unity - Dana, 2008, P.215

A quantitative assessment of the effectiveness of the bonus system is given from the standpoint of the profitability of its bonuses for the employer. It assumes: determination of the achieved level of performance of the bonus indicator during the period of performance assessment (UD); comparing it with the level of performance of the indicator in the base period or some other level of performance of the indicator taken as the base (Kb), and determining the magnitude of the change in the indicator; determination of the effect in monetary terms, obtained from changes in the indicators of bonuses (ED); comparing the economic effect with the corresponding bonus payment and determining the absolute effectiveness of the bonus system. Under the absolute efficiency (Ae) of the bonus system in the period under review (Ed) and the corresponding change in the value of paid bonuses (P) and is calculated according to the formula (1): T.A. Komissarova, human resource management: textbook. M .: Delo, 2008, S. 312

Ae \u003d Ed - P, (1)

where Ae is the absolute efficiency; Ed is an indicator of bonuses; P is the amount of premiums paid.

The absolute efficiency indicator is used to compare different bonus systems in terms of their degree of benefit to the employer. The effect in monetary terms, obtained on the basis of a direct comparison of the achieved and basic level of indicators and is calculated using the formula (2): See ibid.

Ed \u003d En \u003d Ud - Ub, (2)

where Ed, En - bonus rate; Ud - the period for evaluating the effectiveness; Ub - the level of performance of the indicator, taken as the base.

When calculating the economic effect of long-term bonus systems, it is most appropriate to take the average level of performance of the indicator in the base period. When calculating the economic efficiency, the cost of bonuses must be taken together with the contributions to extra-budgetary federal funds (pension fund, social insurance fund, health insurance) attributable to premiums.

Thus, according to the bonus system, one can judge the system of incentives for labor at the enterprise. If the bonus system is economically effective (Ed is greater than zero, Ae is greater than zero), then the labor incentive system effectively fulfills its stimulating role and is effective from a material point of view]. T. A. Komissarova, human resource management: textbook. M .: Delo, 2008, S. 321

The methods of analysis include: system analysis, functional - cost analysis and expert - analytical method of assessment (method expert assessments), the Pattern.

The systematic approach orients the researcher to study the labor incentive system as a whole and its constituent components: goals, functions, structure, means (methods) of stimulation, information; to identify the types of connections of these components between themselves and the external environment

(other subsystems, for example, the remuneration system, the quality system) and bringing them together into a single holistic picture. T.A. Komissarova. Human Resource Management: A Study Guide. M .: Delo, 2008, P. 74 The essence of the method is as follows. A systematic analysis of the state of the labor incentive system pursues several goals:

Determination of the present provision of the incentive system;

Revealing changes in the state of the incentive system in the spatio-temporal context;

Identification of the main factors causing changes in the state of the incentive system;

Forecast of the main trends in the future state of the incentive system.

This assessment method is based on the analysis of certain indicators characterizing the labor incentive system, such as labor productivity, wage growth in the enterprise, their ratio, staff turnover, an indicator of the qualitative composition of workers (by age, education, experience), discipline. After analyzing the correspondence of these indicators to the required level, a conclusion is made about the labor incentive system as a whole. The more inconsistencies and discrepancies, the less effectively the incentive system functions. The advantages of this assessment method are that its implementation does not require the direct participation of the workers of the enterprise, accordingly, there are less costs, you just need to analyze the documentation by indicators.

Functional - cost analysis of the labor incentive system (FSA) is a method of technical and economic research of the functions of the incentive system at the enterprise, aimed at finding ways to improve and reduce the cost of organizing the incentive system in order to increase its efficiency. T.A. Komissarova. Human Resource Management: A Study Guide. M .: Delo, 2008, p. 71

The expert-analytical method is one of the most common methods for assessing not only the labor incentive system. This method of assessment is based on rational arguments and on the intuition of highly qualified specialists - experts. Davydov A.V. Motivation and labor compensation in a market economy. M .: Novosibirsk, 2007, S. 175

The Pattern method, which is composed of the first letters of an English word meaning planning aid by quantifying technical data, was developed in 1962-1964. In the process of applying this method, the following stages go through:

The problem under study is divided into a number of sub-problems, individual tasks and elements subject to expert assessment;

Problems, subproblems, tasks, their elements are arranged in a “decision tree”;

The coefficients of importance of each task, each element are determined;

The estimates put forward by individual experts are subject to open discussion.

As an example of another method for assessing the effectiveness of the personnel incentive system, one can cite an assessment formula that takes into account the effects that arise with an increase in labor productivity, a decrease in staff turnover and during personnel training with the subsequent combination of several professions. First, individual performance indicators are determined using the formulas (3, 4, 5):

The effect of reducing employee turnover (monthly) is calculated

according to the formula (3):

Et \u003d Zn x P (Kt1 - Kt2), (3)

where Зн - costs for a beginner; Zot is the cost of personnel selection; Rot is the number of selected candidates; P is the average number of employees; Kt is the turnover rate is equal to the number of dismissed employees Ruv / P.

The effect of training with the subsequent combination of professions

calculated by the formula (4):

Goiter \u003d Zzp x Rep x N - Goiter, (4)

where Ззп - the cost of wages per employee per month; Rep - the number of employees trained in related professions; N - calendar period for which efficiency is calculated; Goiter - training costs.

The effect of increasing labor productivity (per month) is calculated by the formula (5):

Ep \u003d P x Dm x (P2 - P1), (5)

where P is the number of employees; Дм - the number of working days worked by them per month; P - labor productivity as the ratio of daily sales to the number of employees.

The effect of the employee training program on labor productivity and product quality can be determined by the following formula (6): O.A. Zaitseva, A.A. Radugin, K.A. Radugin et al. Fundamentals of management. M .: Unity, 2006, S. 298

E \u003d P x N x V x K - N x Z, (6)

where P is the duration of the training program on labor productivity and other factors of effectiveness; N is the number of trained workers; V is the cost estimate of the difference in the performance of the best and average workers performing the same job; K - coefficient characterizing the effect of employee training (for example, growth in labor productivity, expressed in shares); Z is the cost of training one employee.

Each of the considered approaches to assessing economic efficiency has its own positive aspects and difficulties in implementation. The most acceptable in practical terms, nevertheless, seems to be an assessment of individual directions of motivational policy, which makes it possible to highlight the costs of their implementation and to determine with sufficient accuracy the indicators of the effectiveness of the personnel policy being pursued. However, enterprises of various forms of ownership (state, commercial, etc.) have varying degrees of freedom in choosing methods for implementing socio-psychological and motivational policies and the possibility of implementing alternative options.

therefore general criteria efficiency can be as follows:

Payback period for personnel costs;

The amount of income growth;

Minimization of operating costs;

Profit maximization;

Cost minimization through personnel costs.

The orientation of the enterprise to the use of one criterion or another predetermines the approach to the choice of indicators used to analyze and substantiate the effectiveness of the ongoing motivational policy, its forms and methods.

Thus, as a result of studying the theoretical and methodological foundations of the concept of the essence of the organization of personnel labor motivation, the following conclusions can be drawn:

Motivation is an incentive, a reason for any action, an active state of a person (his brain structures), prompting him to perform hereditarily fixed or acquired actions aimed at satisfying individual (thirst, hunger, etc.) or group (taking care of children and others) needs; Rudenko V.I. Management. Exam preparation guide. Rostov n / a: Phoenix, 2007.S. 192

A number of definitions of motivation were listed, methods and types of personnel motivation, the concept of personnel incentives were presented and analyzed. In the system of values \u200b\u200bof the enterprise, the management of labor motivation should become the basis, the optimal methods of personnel motivation and their combinations should be chosen so that the employee's efforts become the most effective and efficient;

To achieve effective labor motivation, an organization must have certain motivational resources. Such resources should be the principles of social partnership, the labor potential of the enterprise, effective organization of labor and competent social policy pursued at the enterprise;

To assess the effectiveness of the applied motivational policy in personnel management, a quantitative and qualitative assessment of the effectiveness of the proposed methods should be carried out, choosing the most suitable for the working conditions of a particular organization. Mintzberg G. Structure in a fist: creating an effective organization / Per. from. eng. Ed. Yu.N. Kapturevsky. SPb: Peter, 2009.S. 512

Introduction

CHAPTER 1. Theoretical foundations of personnel motivation management

1.1 The essence and content of staff motivation

1.2 Theories of motivation

1.3 Motivational strategies and techniques

2.2 Analysis of the effectiveness of personnel motivation at JSC "Peplos"

Conclusion

List of used literature

application

Introduction

The relevance of the topic of personnel motivation management lies in the fact that, having understood the mechanism of the formation of a person's motivational sphere, managers will be able to effectively manage personnel, increasing the productivity of the enterprise by motivating their employees.

How to encourage people to work well, conscientiously, energetically, increase the energy of subordinates and direct it to achieve the goals of the organization, interest them?

These questions always arise before the manager and he must be able to increase the motivation of his employees.

The influence of the level of motivation on labor productivity is difficult to overestimate. The path to effective management of a person lies through understanding his motivation. Only knowing what motivates a person, prompts him to activity, what motives lie at the basis of his actions, can one try to develop effective system forms and methods of management. To do this, you need to know how certain motives arise or are caused, how and in what ways motives can be brought into action, how people are motivated.

In this regard, the issues of labor motivation are attracting more and more attention of researchers and practitioners. The problem of personnel motivation and motivational potential is widely considered today in scientific and journalistic literature.

The purpose of this course work is to analyze the personnel motivation system of the enterprise using the example of JSC "Peplos".

In accordance with the set goal, the following tasks are formulated in the work:

Consider theories and modern forms of staff motivation;

Study the concept of "staff motivation" and reveal the essence;

Analyze the personnel motivation system using the example of the company ZAO Peplos;

To conclude.

The subject of the course work is a system of relations to stimulate workers in the enterprise.

The object of the research is the enterprise ZAO Peplos.

The theoretical basis for the study of the course work was the normative acts, scientific and educational publications on management and personnel management, materials periodicalsdedicated to the issues of personnel motivation, the formation of salary systems and career management, the works of domestic and foreign authors on personnel management, the basics of entrepreneurial activity, in particular, such as: Andreeva V., Vasilenko E., Anisimov V.M., Vilyunas V K., Vesnin V.R., Vikhanskiy O.S., Bandurin A.V., Gerchikova I.A., Guseva E.P., Kibanova A.Ya., Mukhortova O.V., Leontiev A.N. ., Travin V.V., Simonov P.V., Kotler F., Bowen J., Makenz J., Muraviev A.I., Ignatiev A.M., Krutik A.B., Shekshnya S.V., G.V. Shchekin and etc.

motivation staff personnel strategy

CHAPTER 1. Theoretical foundations of personnel motivation management

1.1 The essence and content of staff motivation

There are many definitions of motivation. Motivation is the process of motivating an individual or a group to take actions that lead to the realization of the organization's goals. Motivation is the process of motivating oneself and others to achieve personal or organizational goals.

Others consider motivation as a degree of desire and a choice that is necessary for a given personality, which determines the manifestation of one or another behavior. The starting point of the motivational process is the presence of dissatisfaction, which orients a person to achieve his goals, as a result, the final moment comes - satisfaction of the need.

Zolotarev V.G. believes that motivation is an incentive, a reason for any action, an active state of a person (his brain structures), prompting him to perform hereditarily fixed or acquired experience actions aimed at satisfying individual (for example, thirst, hunger, etc.) or group (caring for children, etc.) needs.

The short economic encyclopedia gives the following definition. Motivation is an incentive for the activity and activity of the subject (personality, social group, community of people), associated with the desire to satisfy certain needs.

Utkin E.A. formulates labor motivation as the employee's desire to satisfy his needs (to receive certain benefits) through work.

The most characteristic feature of the above interpretations of this term is the urge to any conscious activity. Based on the above considered essential characteristics, we will analyze and formulate the concept of labor motivation. In the domestic economic literature, labor is understood as purposeful, legitimate, conscious, demanded human activity.

The purpose of motivation is to achieve the goals of the organization and (or) the goals of the employee in the labor process. Labor motivation is based on motives and incentives, both related and not related to the labor process.

Motivation and regulation (leadership, interaction with people) is a critical success factor in enterprise management.

Motivation has two forms:

1) external motivation;

2) intrinsic motivation - spontaneous factors that influence people, supporting certain initiatives and prompting them to move in a certain direction.

Effective motivation requires:

1) analyze the model of the main process of motivation: need - purpose - action and influence of experience and expectations;

2) know the factors that influence motivation - a set of needs that initiate movement towards goals and conditions under which needs can be satisfied;

3) Find out that motivation cannot simply strive to create a sense of satisfaction and pleasure - an increased dose of it can lead to complacency and inertia.

The process of motivation begins with any (conscious or unconscious) felt unmet need, need. Then a goal is determined, which assumes that to satisfy the need, a certain direction of action is required through which the goal and the beginning can be achieved. satisfaction of needs.

Figure: 1.1. Motivation process

The strength of motivation depends on experience and expectations. The experience of achievement with the actions taken to satisfy the need shows people that some actions help in achieving the goal, while others are unsuccessful.

Some bring rewards, and some lead to failure, punishment. The actions that led to successful behavior and reward are repeated when a similar need arises. Failure or punishment suggests looking for other, alternative means to an end. This is the law of effect discovered in psychological research within the framework of the concept of behaviorism (behavioral psychology).

The degree to which experience determines future behavior depends on the person's ability to recognize the similarities between the previous situation and the present.

Impact of Expectation: People are proactive when they are confident that the chosen tactic will lead to the desired goal. The power of expectation can be based both on a subjective assessment of the probability of achieving a goal with the help of a specific tactic of action, and on past experience, but a person is faced with completely new situations - in such conditions, motivation will be the least.

The study of human behavior and mechanisms of inducement to one or another action has led to the emergence of concepts, among which can be distinguished:

2) procedural theories of motivation.

1.2 Theories of motivation

Maslow's hierarchical theory argues that there is a main regularity, common to all people, which prompts from fundamental physiological needs to gradually climb the hierarchical steps to the need for self-realization - the highest spiritual need of a person (Fig. 1.2).

Figure 1.2. Maslow's hierarchy of needs

In humans, 5 basic levels of human needs-motivations can be distinguished (A. Maslow).

1) Basic physiological needs: food, rest, housing, sexual satisfaction, etc. One of the main means of satisfying them is money, high earnings. Thus, material incentives, wages, social benefits are the means of satisfying basic physiological needs.

2) The need for safety (preservation of life, health, confidence in the future, in retirement benefits; etc.).

3) The need for social community (to be accepted in a team, to receive recognition, support, a benevolent attitude of people).

4) The need for respect and self-esteem (to feel a sense of self-importance and need for an enterprise, social prestige, a desire to see the respect of others, to have a high social status).

5) The need for self-realization, self-actualization (the desire to disclose their abilities, to self-improvement, to creativity, to development, to understand their life).

The needs of a higher level become relevant if the basic I, II levels are sufficiently satisfied.

It is advisable to distinguish three main levels of satisfaction of the physiological needs of existence:

1) minimal, 2) normal, 3) luxury level.

The minimum level of satisfaction of the needs of existence (SM) ensures human survival and the possibility of the emergence of social and spiritual needs.

The normal level (HF) can be determined both subjectively and objectively. In the first case, it is advisable to consider the time when a person is busy thinking about satisfying the needs for food, clothing, housing and safety as the criterion for achieving the CH-level. For the CH level, this time should not exceed 10% of the waking time.

An objective assessment can be the consumer budget, which experts consider sufficient for this type of activity. A variation of the CH-level is the optimal level of satisfaction of the needs of existence (CO-level). The increase in the effect from exceeding it will not exceed the corresponding increase in costs (for a person, enterprise, society).

The level of luxury (CP) is proposed to be considered as such, in which the satisfaction of the needs of existence above the CH- and CO-levels becomes an end in itself and (or) a means of demonstrating a high social status. At the CP-level, a person “lives to eat, but does not eat to live”.

Any unmet need can motivate behavior, and the dominant need is the main motivator for behavior. When the lower needs are satisfied, the higher ones become dominant. “People need money, but they want to enjoy their work and be proud of it” (A. Morita).

D. McKeland developed the classification of needs that motivate managers: 1) the need to achieve - as a need for competitive success; 2) in affection (in warm, friendly relations with others); 3) power - the need to control and influence other people. Depending on which need prevails, a different type of leader will appear.

Herzberg's two-factor theory is based on the following provisions:

1) Some working conditions, if absent, lead to dissatisfaction, but their presence does not create strong motivation... These conditions are called supportive or hygienic factors: company policy and management; technical supervision of work; interpersonal relationships with the immediate supervisor, colleagues and subordinates; workplace safety in a critical situation; salary; working conditions; status in the group; personal life.

2) On the other hand, there are conditions that create a high level of motivation in the case of their presence. But their absence does not lead to strong dissatisfaction. They are called motivational factors: success, take into account the opinion of the person; achievements, responsibility and independence; development opportunities, work for oneself. Another important discovery: when employees are highly motivated, they are much more stable, more tolerant of dissatisfaction resulting from hygienic factors. There are common points between the theory of Maslow and Herzberg: motivational factors are associated with self-realization and respect, supporting ones correspond to physiological needs, safety, social needs (Table 1.1).

Table 1.1.

The main differences between the theories of Maslow and Herzberg

“Accentuate, strengthen the positive and minimize, reduce the negative” - this is the rule for achieving people's satisfaction. Sustainable satisfaction can be achieved through hygiene factors: create favorable conditions and reduce those that cause dissatisfaction. Satisfaction and fulfillment are intertwined, but the exact effect of their mutual influence depends on the work situation and the characteristics of the people in it. And the relationship between motivation and performance is positive: an increase in motivation leads to an increase in the quality and efficiency of performance (Fig. 1.3, 1.4).

But the achievement of high-quality performance is influenced by the abilities and skills of a person, in this regard, systems of professional selection and training of personnel are of great importance.

Figure: 1.4. Dependence of performance on psychological factors

Motivation presupposes the onslaught necessary to move forward in the chosen direction, but the onslaught can develop into stress, into mental tension, as a result of which the quality of performance of the activity will suffer or even a breakdown in activity is possible. Excessively high motivation can cause a sharp deterioration in performance. The limit to which people can be "motivated" depends on the nature of the need and the person's ability to cope with mental stress, depending on the innate properties of the nervous system, the level of conscious self-control and self-regulation (Fig. 1.5).

Figure: 1.5. Graphical expression of the Yerkes-Dodson-Hebb law

Procedural theories of motivation.

Vroom's expectation theory. This theory was developed in 1964 by the psychologist Viktor Vroom as a choice management process.

It is based on the assumption that it is not the very presence of an active need that pushes a person to achieve a certain goal, but the hope that the chosen type of behavior will lead to the satisfaction of the need. The key factor in expectation theory is 3 relationships:

1) expectations (forecast) of the ratio of labor costs - the result (RT-R);

2) expectation of the ratio of the result - reward (R-B);

3) the value of the reward (C) - the estimated degree of relative satisfaction - or dissatisfaction arising from the receipt of a certain reward.

The relationship between the three factors can be expressed:

Motivation (M) \u003d (RT-R) x (R-B) xC.

Motivation is greatest when expectations are most met.

The theory of justice. According to the theory of justice, people subjectively determine the ratio of the reward received to the expended effort and then compare this with the reward of other people doing similar work. If a person believes that injustice has arisen here, then psychological stress arises. Studies have shown that if people feel they are not being paid enough, they reduce their work intensity. But when they think they get paid more, they don't work harder. Key Takeaway: Until people begin to believe that they are getting fair remuneration, they reduce the intensity of their work. This theory recommends the inclusion of a self-assessment criterion in the formal assessment of work performance.

Integration model of Porter-Lawler. Lymon Porter and Edward Lawler developed a comprehensive procedural theory of motivation that combines elements of the theory of expectations and the theory of justice. Key concepts: expended effort - perception - result achieved - reward - degree of satisfaction.

Figure: 1.6. The integrative Porter-Lawler model

According to the Porter-Lawler model, the result achieved by an employee depends on 3 factors: expended efforts (3); human abilities and characteristics (4); awareness of their role in the labor process (5). The level of effort expended depends on the value of the reward (1) and on how the likelihood that the effort expended will be rewarded is estimated (2). Achieving the desired level of performance (6) can lead to internal rewards (7a) - for example, self-esteem or satisfaction in the work performed - or to external rewards (76) - boss praise or promotion. The dashed line between the result and the external reward means that there may be a gap between the employee's performance and the reward given. The dotted line between outcome and reward, accepted as fair (8), is beneficial; in accordance with the theory of equity, the employee has his own assessment of the degree of fairness of remuneration given for a particular result. Satisfaction (9) is the result of external and internal reward, which is assessed as fairness.

Satisfaction is a measure of how valuable the reward really is (1). This assessment still affects the employee's perception of future situations. An important takeaway from this model is that effective work leads to satisfaction.

But this conflicts with the concept of "human relations", which is based on the fact that satisfaction leads to high results. Porter and Laurel argue that a sense of accomplishment leads to satisfaction, as evidenced by many studies.

Various theories of motivation contribute to significant improvements in specific management approaches. This is how various ideas of "enrichment of labor" and involvement in organizational efforts appear, systems of formal assessment of completed activities are developed, taking into account the efforts of employees to the greatest extent and creating motivation for highly efficient work.

Based on the use of motivation theories, various motivational models are developed and used:

Rational human model - uses a combination of financial rewards and punishments to motivate people, this is the "carrot" and "stick" tactics (Figure 1.7).

Figure: 1.7. Rational model

In some cases, this approach is correct, but its effect may be short-term, and in other cases, it can cause long-term harm, negatively affect people's relationships;

The model of human relationships (E. Mayo) assumes that productivity depends on satisfaction in work, resulting from internal factors such as recognition, a sense of the work done, satisfaction of social needs (Fig. 1.8).

Figure: 1.8. Motivational model of human relations.

This approach does not take into account the influence of such an external factor as wages. In addition, considering that satisfaction always leads to an improvement in performance, we have to assert that “a contented (satisfied, enjoying) person is a productive (efficiently working) person” - but this statement in some life cases will be incorrect and naive (Fig. . 1.9).

Figure: 1.9. Motivational self-actualization model

The self-actualization model is based on the approach of Maslow and Herzberg and assumes that the most important need for long-term motivation is the internal need of people for self-realization, self-improvement, and “people show self-control in achieving the goals of the organization to the extent that they are involved in these goals” (MacGregor ). Internal and external motivational factors influence human behavior, but the most important are internal ones.

The complex model describes a complex relationship of motivating factors. The degree of a person's efforts to get the job done is influenced by:

The value of a reward for a person is as important as his need is satisfied;

Waiting for the opportunity to receive the desired reward.

But efforts alone are not enough; to obtain the desired result, additional factors of motivation are required: a person's abilities, his individual qualities: intelligence, dexterity, knowledge (Fig. 1.10).

Figure: 1.10. Complex motivational model

Motivation of employees is carried out in accordance with the needs of the organization and employees in it, depending on the need that puts pressure on the organization and its members from the environment (Figure 1.11).

Figure 1.11. The relationship between the needs of the organization and the individual and the environment

It is necessary to analyze the content of the requirements put forward:

The environment in which the company operates;

The needs of the organization (corporate and organizational development plans, human resource management);

Individual needs, which can vary greatly from person to person. Some strive for safety, others crave recognition and prestige, others care only about the level of wages, while others strive for self-realization.

The needs of the organization and the individual depend on the surrounding work environment. Two circles of needs (organization and individual) never completely coincide, but it is the zone of their intersection that makes it possible to achieve effective work of the individual and the effective functioning of the enterprise. Situations are possible when the interests of the organization contradict or even harm the interests of the individual and vice versa.

It is rather difficult to analyze individual needs on the basis of observation, because human behavior is the actions taken to achieve a goal, and the same goal can be due to completely different needs, moreover, the needs that motivate this behavior often not only remain hidden from the outside observer, but are also unconscious for the individual himself (Fig. 1.12).

Figure: 1.12. Complexity of the motivational process

1.3 Motivational strategies and techniques

There are three main approaches to choosing a motivational strategy:

1. Incentive and punishment: people work for remuneration: those who work well and a lot are paid well, and those who work even more are paid more. Those who do not work well are punished.

2. Motivation through the work itself: give a person a job that is interesting and satisfying, and the quality of performance will be high.

3. Systematic communication with the manager: set goals with the subordinate and give him positive feedback when he does the right thing, and negative when he is wrong. The chosen motivational strategy is based on the analysis of the situation and the preferred style of interaction between the manager and other people.

The following motivational methods are used:

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1,15 + 1,3 + 1,25 = 3,7.

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{!LANG-1c4d780b340f0a2b214fb3c6d205d9a4!} 1

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Economic assessment of staff motivation. Peculiarities of the personnel motivation system (on the example of the organization of MTS OJSC). Taylor's Science Management. Toyota's system relies on standardization, but at TPS, workers are required to improve standardized work

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Toyota Guiding Principles

§ To honor the letter and spirit of the law of each country, to conduct business openly and honestly in order to be a worthy corporate citizen of the world.

§ Respect the culture and traditions of all nations and contribute by their activities to the economic and social development of society.

§ To direct efforts to the production of environmentally friendly and safe goods, to improve the quality of life around the world.

§ Design and develop advanced technologies and offer the highest quality products and services.

§ Develop a corporate culture that encourages personal and collective creativity and fosters mutual trust and respect between employees and management.

§ Strive for growth in harmony with the global community through innovative management practices.

§ Collaborate with business partners in research and development for sustainable long-term growth and mutual benefits, while remaining open to new contacts.

2.2 Motivation theory and Toyota approach

Taylor's Science Management. Toyota's system relies on standardization, but at TPS, workers are required to improve standardized work.

Table 1 Magura M. Kurbatova M. Secrets of motivation or motivation without secrets-M .: LLC "journal" Personnel management ", 2007. - 656s. More important than the theory of motivation and Toyota's approach: summary

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