The most powerful incentive to work is laid down in. Incentive to work: an accurate hit. The concept and essence of the incentive system

9. Stimulus - This is an external urge to action, the cause of which is interest (material, moral, personal or group).

Personnel incentive methods can be very diverse and depend on the elaboration of the incentive system at the enterprise, common system management and features of the enterprise itself.

The process of using different incentives to motivate people is called stimulating... Incentives play an important role in the enterprise as effective motivators or the main carriers of the interests of employees. It is fundamentally different from motivation. The essence of this difference lies in the fact that incentives are one of the means by which motivation can be carried out.

Motivation and incentives for personnel have a significant impact on the development of such important characteristics of employees. labor activity, as the quality of work, efficiency, diligence, diligence, perseverance, conscientiousness, etc.

Here are the general incentives that motivate a person to work better:

Respect;
Self-affirmation;
A sense of belonging to the organization;
Pleasant work environment;
Praise;
Flexible working hours;
Self-awareness as a team member;
The ability to submit ideas and suggestions;
The opportunity to learn;
Career;
Companionship;
Recognition of merit;
Remuneration;
Ability to work from home;
Independence;
Creative atmosphere;
Overtime Commendation;
Feeling confident at work;
Collaboration with other people;
Well-established workflow;
Trust of management.

Stimulation as a method of influencing labor behavior is mediated through its motivation. When stimulated, the motivation to work occurs in the form of compensation for labor efforts. The division of incentives into "material" and "moral" is conditional, since they are interrelated. For example, a bonus acts both as an act of recognition in relation to the employee and as an assessment of his merits, and not just material reward for the results of labor. Sometimes, among employees, an orientation toward communication, belonging to a certain community, and prestige are more pronounced than an orientation toward monetary reward.

Material methods of stimulating labor

The choice of rational forms and systems of remuneration of personnel is of vital socio-economic importance for each enterprise in the conditions of market relations. An ineffective or unfair remuneration system can cause dissatisfaction among workers with both the size and the methods of determining and distributing income, which ultimately can lead to a decrease in labor productivity, product quality, violation labor discipline etc.

The connection between the remuneration of employees and the actual results of the production activities of certain organizations is carried out using the forms and systems of wages they use. They determine the mechanism of dependence of the remuneration of each employee on the performance of work. In any organization, the labor expended by a specific performer can be expressed by the amount of working time worked by him or the volume of products produced, work performed or services rendered. Depending on in what economic indicators the costs or results of labor are measured, it is customary to distinguish between time-based and piece-rate forms of remuneration of personnel.

With time-based wages, the amount of the employee's remuneration depends on the actual working time worked, and with piecework, on the amount of work and services performed.

In modern practice, mixed wage systems are often used - one part of the remuneration of each employee depends on the results of the group's work (as a rule, a variable), and the other on individual characteristics (constant, official salary).

Most executives believe that if they cannot offer solid salaries or impressive bonuses, people will be lazy and feel less incentivized. But you should worry more not about where to pay high salaries, but about providing your employees with fair remuneration. Fairness is adherence to the principles of correctness, impartiality, honesty.

Additional payments for working conditions . Unfavorable working conditions, if it is practically impossible to improve them, should be compensated for by the employee, first of all, by increasing the time of rest, additional free meals at work, preventive and therapeutic measures. Shift surcharges are established for work in the evening and night shifts. Additional payments for the level of employment during the shift are introduced mainly for multi-tool operators, adjusters and maintenance personnel. Also, additional payments are established when combining professions (functions).

Allowances. Increases for productivity above the norm in the form of piecework extra earnings can occur if the reason for the overfulfillment of the norms was the employee's ability to do the job above the average level.

In addition to the salary, there is another means of motivation - intra-company benefits: payment by the company for medical services, insurance in case of long-term disability, full or partial payment of the costs of travel of the employee to the place of work and back, providing their employees with interest-free or low interest loans, grant use of the company's transport, meals during work and other expenses.

The ever-growing importance in the formation of income is acquired by such forms as participation in profits and in equity capital.

Another type of remuneration that the manager can dispose of at his own discretion is bonus payments (bonuses). They can be both planned (annual bonuses by a certain date) and unplanned, related to the employee's performance and are a special incentive, since an unexpected encouragement helps the employee feel worthy (bonuses for the employee's birthday, bonuses associated with the organization receiving additional profits and more). When distributing a part of the profit among employees, both types of motivation are used: a feeling of involvement with the affairs of the company is caused through material reward. Linking the size of bonuses to business results allows employees to see the connection between their work and the achievements of the company, and therefore the value of their bonus.

Intangible methods of labor incentives

The problem of work incentives is very urgent. A modern manager must constantly note the value of the employee for the team, his creative potential, positive aspects, good qualities, and the results achieved. This assessment should be as objective as possible, based not on general impressions, but on specific, accurate indicators and data.

Material factors do not always come to the fore and cannot be the only form of remuneration for work. The main thing is the attractiveness of labor, its creative nature. It is precisely this attractiveness that the manager should create, constantly updating the content of the work of each subordinate.

Intangible incentives are very diverse and are divided into three groups: social, moral, socio-psychological. Using them in combination, you can achieve high efficiency.

Social incentives associated with the need of workers for self-affirmation, with their desire to occupy a certain social position, with the needs for a certain amount of power. These incentives are characterized by the ability to participate in the management of production, labor and collective, to make decisions; the prospects for career advancement, the opportunity to engage in prestigious types of work. Consequently, it is assumed that workers are given the right to vote in solving a number of problems, they are delegated rights and responsibilities.

Moral incentives to work are associated with a person's needs for respect on the part of the collective, in his recognition as an employee, as a morally approved person. The confession can be personal or public.

Personal recognition implies that outstanding employees will be recognized in special reports to the top management of the organization. They can be presented personally to the head. They are guaranteed the right to sign in the documents in the development of which they took part. Such employees are personally congratulated by the administration on the occasion of holidays and anniversaries.

Public recognition is expressed in the wide dissemination of information about the achievements of employees in large-circulation newspapers published by organizations, at special stands ("Boards of Honor"), in awarding special signs and certificates to people who have distinguished themselves. Often, public recognition is accompanied by prizes, valuable gifts, etc.

Moral incentives include praise and criticism.

Socio-psychological incentives stem from the special role that communication plays in human life. It is communication that is a fundamental need and a condition for normal human life. Therefore, a comfortable climate in the team, which ensures normal communication, allows a person to self-actualize, is an excellent stimulus to a feeling of employee satisfaction in work.

There is a dialectical connection between material and non-material incentives. So, wage (material incentive) affects the assessment and self-esteem of the employee, thereby satisfying his needs for recognition, respect for others, self-respect, self-affirmation, i.e. material incentive acts simultaneously as social, moral, psychological. But if you use only a material incentive without using moral, social, creative incentives, then the entire incentive system will cease to perform its inherent functions in full, which will lead to the predominance of economic incentives to the detriment of social, moral, psychological and moral incentives.

Labor stimulation -it is the material basis of personnel motivation, which is a set of measures applied by the subject of management to increase the efficiency of employees.

The main function of stimulation is economic, expressed in the fact that stimulation of labor helps to increase the efficiency of production, through an increase in the productivity of the worker and the quality of his products.

Stimulus is an external influence on the employee, from the side of management in order to induce him to effective activity. The incentive can be characterized in two ways. On the part of the administration of the enterprise, it is a tool for achieving the goal (increasing the productivity of workers, the quality of the work they perform, etc.), On the part of the employee, an incentive is the possibility of obtaining additional benefits (positive incentive) or the possibility of losing them (negative incentive). In this regard, one can distinguish positive incentives (the possibility of receiving a bonus or bonus) and negative incentives (the possibility of losing a job, or paying a fine or penalty).

When incentives pass through the psychology and consciousness of people and are transformed by them, they become internal incentives or motives for employee behavior. Motives are perceived incentives. Stimulus and motive are not always consistent with each other, but there is no "wall of China" between them.

These are two systems of influencing the employee, encouraging him to take certain actions that increase labor efficiency.

Motivation and incentives are, in essence, the epitome of strategy and tactics in the art of war. Motivation or motivational policy is a strategic line aimed at achieving the global goals that the employee faces and that are combined with the goals of the enterprise. For example, an employee wants to make a business career, or expand his professional knowledge, having completed training at the expense of the organization in which he works, while contributing with his knowledge and skills to its development.

Stimulation, from the point of view of management, is a problem-solving tactic that satisfies the specific needs of the employee (in most cases, material) and allows him to work more efficiently.

Motivation and stimulation as methods of labor management are opposite in direction: the first is aimed at changing the existing situation; the second is to strengthen it, but at the same time they complement each other.

Consider the following situation.

There are two production plants with hazardous working conditions. At one enterprise, labor protection measures are carried out, ventilation and lighting at workplaces are improved, technological breaks in work are established, preventive medical examinations of workers and assessment of workplaces are carried out once a month. Such activities contribute to the improvement of working conditions and relate to motivational policy, as they are aimed at changing the current state of affairs for the better.

At another enterprise, such activities are not carried out, but employees receive a wage supplement for harmful working conditions, reaching 25% of the employee's salary, free medical food (milk), free vouchers to a health resort. Such measures only consolidate the existing state of affairs, keeping the employee in the workplace, through material compensation, being elements of the staff incentive policy.

However, both enterprises have high staff turnover and low labor efficiency. This is due to the fact that the activities carried out at both enterprises are elements of either motivational or stimulating management policies and do not complement each other. And when solving problems of improving the efficiency of personnel, an integrated approach is required.

The processes of motivation and stimulation can oppose each other. For example, growth nominal(the one you get for your work) wages by 10%, with an inflationary rise in prices in the country by 20%, not only does not cause an increase labor motivation, but also reduces it, since real the employee's wages (what you can buy with the money earned) decreased by 10%. The incentive mechanism should be adequate to the employee's motivation mechanism.

Stimulation is divided into two main types - materialand intangible.

Figure 1.2. Types of labor incentives

The first group includes monetary incentives (wages, bonuses, bonuses, etc.) and non-monetary incentives (vouchers, free medical treatment, compensation for travel expenses, etc.). The second group of incentives includes: social (prestige of work, the possibility of professional and career growth), moral (respect from others, awards) and creative (the possibility of self-improvement and self-realization, in the form of training, internships and business trips).

There are certain requirements for the organization of labor incentives.

1. Complexityimplies the unity of moral and material, collective and individual incentives, the value of which depends on the system of approaches to personnel management, experience and traditions of the enterprise.

2. Differentiation means an individual approach to stimulating different layers and groups of workers. The approaches to incentives for well-off and low-income workers should be significantly different. The approaches to older and, accordingly, more qualified and younger workers should also be different.

3. Flexibility and efficiencyare manifested in the constant revision of incentives depending on the changes taking place in society and the collective, for example, the value of material incentives should be revised taking into account changes in the inflation rate in the country.

In order for labor incentives to be effective, its basic principles must be observed. These include:

1. Availability.Every incentive must be available to all employees. The conditions for stimulating labor should be clear and democratic.

2. Sensibility. There is a certain threshold for the effectiveness of the stimulus, which differs significantly in different groups. Leaders need to take this into account when determining the lower threshold for incentive. For example, if your salary is 20 thousand rubles, then the bonus offered to you must be at least 10-15% of the salary level. A bonus in the amount of 500 rubles, you simply will not feel, and perhaps you will perceive it as a mockery of yourself.

3. Gradualness. Material incentives are subject to constant correction upward, which must be taken into account, however, a sharply overestimated remuneration, not subsequently confirmed, will negatively affect the employee's motivation due to the formation of an expectation of increased remuneration and the emergence of a new lower threshold of incentives that would suit the employee. Thus, if you have been paid a cash bonus in the amount of an official salary, then the next bonus should not be lower, but preferably higher, otherwise the motivational effect of this remuneration will disappear.

4. Gap minimization between the result of labor and its payment. For example, switching to weekly wages. Compliance with this principle allows you to reduce the level of remuneration, because the principle "Better less, but faster" applies. An increase in reward, its clear connection with the result of work is a strong motivational factor.

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

6. A combination of positive and negative incentives. In economically developed countries the transition from negative incentives (fear of losing a job, paying fines) to positive incentives (bonuses, payment of remuneration) prevails. It depends on the traditions prevailing in the society or collective, views, morals, as well as the style and methods of leadership.

Material incentives are carried out in the following forms.

First of all it is wage,serving as the most important part of the system of remuneration and labor incentives, one of the main tools for influencing the efficiency of the employee's work This is the tip of the iceberg of the company's personnel incentive system, but at the same time, wages in most cases do not exceed 70% of the employee's income.

Among the forms of material incentives, in addition to wages, one can single out a system of bonuses - one-time rewards, bonuses or additional rewards. The bonus is paid according to the results of work, it can serve as an intermediate reward. In some organizations, bonuses amount to up to 20% of an employee's annual income.

This type of incentive is well known as a reward based on the results of work for the year, the so-called "thirteenth salary", calculated and paid at the end of the calendar year and is a good help during the New Year holidays.

Other forms of additional material incentives are seniority remuneration, quarterly bonuses and other types of incentives. There are benefits and compensations that are not formally related to work results - travel compensation, additional vacations, company cars provided to top managers, and bonuses and other payments related to retirement or dismissal. These are the so-called "Golden Parachutes", which are intended for managers or highly skilled workers and include salaries, bonuses, long-term compensation, mandatory pension payments, etc. The provision of these payments underlines the high status of the employee. In particular, on the Moscow metro, retiring managers and highly qualified specialists are paid six official salaries.

Gradually in our country, the importance of incentives such as participation in the company's profits and in equity capital is also increasing.

And non-monetaryincentives, not only because they lead to social harmony, but also because they provide an opportunity to legally reduce the taxable base of workers, while increasing the level of welfare.

Non-monetary incentives include such basic forms as payment of transportation costs, discounts on the purchase of goods produced by the organization, medical care, life insurance, payment of temporary disability, vacation pay, corporate pensions and others that are elements social policy enterprises.

Intangible Incentives regulating the behavior of an employee based on the expression of public recognition are carried out by presenting certificates, badges, posting photographs on the Board of Honor and other events aimed at influencing the need for self-esteem of a certain category of employees and thereby encouraging them to work more efficiently.

let's consider examples material incentives in various domestic companies. (According to the newspaper "Vedomosti" No. 9/6 - 04).

In company Renaissance Insurance until 2004, employees received a fixed salary and an annual bonus (with the exception of sales managers, who were rewarded on a quarterly basis, depending on the fulfillment of the plan). In most cases, the annual prize was chosen subjectively, and the staff could only guess where such and such a sum came from. By the end of 2004, the company introduced a flexible incentive system. At the beginning of the year, each manager made a work plan for his subordinates, after completing which the employees will receive a definite bonus. The plan consists of both quantitative and qualitative indicators, and a certain amount of remuneration is assigned to each indicator. For example, for some HR managers, three quantitative criteria are selected:

Implementation of the plan for hiring employees;

Implementation of the plan to attract freelance insurance agents;

The need to meet the budget allocated for hiring employees (the bonus will grow in case of savings).

There are also three quality criteria:

Pooling from recruiting agencieswilling to work according to company standards;

Improving the hiring process;

Development effective system motivating recruiters supplying insurance agents.

At the beginning of 2004, the personnel department Alfa Bank invited the heads of departments to independently determine the size of salaries and the number of employees. If it is possible to reduce costs in this way, part of the saved money will be returned to the departments, and they will be able to dispose of them at their discretion. According to Ruslan Ilyasov, HR Director of Alfa-Bank, despite the fact that the year is not over yet, the real effect of cost savings is already evident.

In company " Comus "the amount of remuneration used to depend solely on the profit received. In connection with the formulation of the task of reducing staff turnover, the constant part of salaries began to depend on the length of service and qualifications of employees. The variable part of the salary (bonuses and bonuses) began to depend on the influence of such factors as increased customer loyalty, an increase in the proportion of customers making repeat transactions, the introduction of new technologies, etc. For each goal, its own coefficient of significance is determined, depending on the priorities of the company. The company is now focusing on following indicators: achievement of the plan for sales volume is estimated at 10% of the salary volume, attracting new customers - 30%, increase net profit (30%) - 40%, customer retention - 20%. If all goals are achieved, the division's bonus ratio will reach 100% to the level of its total payroll.

Example. The structure of incentives for the work of employees of a commercial enterprise.

As an example, let us cite the elements of a study of personnel motivation conducted in 2007 by S.A. Shapiro in one of the Moscow companies related to the telecommunications business, and had as its goal to develop a material system of staff motivation in several departments of the company.

The research was carried out by the method of questioning the employees of the company, for whom it was required to develop a system of material motivation to induce them to effective work.

Here are the elements of a questionnaire aimed at studying the material needs of workers.

1 What are the material incentives encourage you to work (underline all options that suit you or those that you would like to have, or enter your own)

a) cash

The need for constant receipt of wages;

Remuneration for length of service, based on the results of work for the year;

Commissions and bonuses;

Indexation of wages;

Others _______________________________________________________;

b) non-monetary

Payment of transportation costs;

Medical insurance;

Mobile phone payment;

Payment for vacation vouchers;

Others _____________________________________________________;

The survey results are shown in Figure 1.3, which is the structure of material incentives for employees of the organization.

Figure 1.3 The structure of material incentives for employees of the organization

When organizing incentive policies, it is very important to study the expectations and preferences of employees, discussed below and conduct explanatory work with staff, explaining on what grounds the incentives for their work are based, since material incentives should increase the company's performance, and not introduce it into additional financial costs. This work should be carried out in close cooperation between the management and employees of the organization.

Thus, workers in their work activities are guided by certain motives that determine their line of behavior. Motivation to work is a long-term process that starts from the moment you start working in a particular organization. From the very beginning, the employee sets various goals for himself - to adapt in the team, to master the chosen specialty, as a rule, to make a professional or service career, to improve his qualifications, to achieve recognition of his merits and respect from the people around him. Moreover, each employee belongs to any motivational type, although it is not necessary that only one. People can belong to several motivational types at the same time, but in each person, the features of one largest type of motivation are manifested to a greater extent. In accordance with it, employees make a choice between their needs, which they try to satisfy through work. The goals and objectives facing them correspond to one degree or another to the goals and objectives of the enterprise management. The main task of the employee is to choose such a line of behavior so that the manager understands that if he is properly motivated, he will bring great benefit to the company and will increase labor efficiency.

As for labor incentives, this is a short-term repetitive process in the activities of any employee, when in order to activate his activities, for example, to fulfill the production plan, or to increase sales, he is offered material or other remuneration (and, sometimes, the threat of punishment - "If you do not fulfill it on time, you will be fired"). Incentives are a very important element of work motivation, although not the only one. Throughout their career, managers offer employees a wide variety of incentives that temporarily (within a week, month, quarter) intensify their activities, increasing labor productivity. The preferences of specific employees determine which types of incentives are most important for them in order to satisfy their motivational needs. When cooperating with the management, it is necessary to bring to his attention his needs, the satisfaction of which on his part will increase the efficiency of work.

Social incentives are based on the moral values \u200b\u200bof a person, the employee's awareness of his work as a duty to society, and the understanding of the value and usefulness of this work. This category also includes incentives associated with the creative richness and content of work, its relatively favorable conditions, relationships in the work collective, relations between the employee and his manager, the possibility of professional and qualification growth, self-improvement and self-expression.

Creative incentives presuppose the conditions of the employee's free choice of ways to solve the problem, which give him the opportunity to bring something of his own into the labor process, to show his abilities. Creative incentives come from the employee's needs for self-realization, self-improvement and self-expression. Opportunities for self-realization depend on the level of education, professional training of workers, on their creative potential and are concentrated in the content of labor.

Socio-psychological incentives are associated with the role that communication plays in a person's life. It is a fundamental need and condition for normal life. Involvement in the affairs of the labor collective, belonging to it contribute to the satisfaction of a person's needs for the stability and stability of his position.

Moral incentives to work are associated with the need for respect, recognition of the employee by the team. They can also be manifested in a wide variety of forms: gratitude orally or in writing, awarding orders and medals, assigning various titles, providing more interesting work, promotion, etc.

4) Self-affirmation. Internal driving forces of a person, prompting him to achieve his goals without direct external encouragement. For example, writing a dissertation, publishing a book, authoring an invention, filming a film, obtaining a second economic education, etc. This is the strongest stimulus known in nature, but it manifests itself only in the most developed members of society.

An indicative list of incentive systems in organizations is given in more detail in Appendix No. 1.

The purpose of labor incentives is to develop a system of people's needs, the structure of their personal interests, to reveal the abilities of an employee, to increase his economic and social responsibility.

The system of moral and material incentives for labor involves a set of measures aimed at increasing the labor activity of workers and, as a consequence, increasing the efficiency of labor, its quality. But at the same time, the employee must know what requirements are imposed on him, what remuneration he will receive if they are strictly observed, what sanctions will follow in case of their violation. Therefore, the incentive system should be based on a certain base (the normative level of labor activity). The very fact of the employee's entry into labor Relations assumes that he must perform a certain range of duties for a pre-agreed remuneration. In this situation, there is still no room for stimulation. Here is the sphere of controlled activity, in which the motives associated with the fear of punishment for failure to comply with the requirements are at work. There can be at least two such punishments associated with the loss of material wealth: partial payment of the stipulated remuneration or breakdown of labor relations.

Thus, all incentives are conventionally divided into material and non-material. Their ratio in different firms differs significantly. Most firms Western Europe the share of material remuneration is gradually decreasing and the share of non-material incentives is increasing. For a significant number russian enterprises and firms are characterized by a decrease in the share of social consumption funds in family income and an increase in the share of material remuneration in income.

1.3 Principles of labor incentives and requirements for its organization

The modern stage of development of the national economy and society makes high demands on the organization of incentives. These requirements are associated both with the complication of social labor itself: its content, tools, means, object, and with a change in the role of the worker in social production, his increased and more complicated needs.

Labor incentives can be effective only when its organization meets a number of requirements, the most important of which are complexity, differentiation, transparency, flexibility and efficiency.

The complexity of incentives presupposes the unity of material and non-material, individual and collective, encouraging and negative incentives.

Differentiation of incentives involves the use of different incentives in relation to different groups of workers and individual workers. For some social groups the size of the remuneration is especially important, for others - public praise, for the third - promotion up the career ladder, for the fourth - the awarding of a travel permit.

Differentiation of incentives involves taking into account the perception of different employees of certain incentives. A more favorable perception enhances the effect of the applied stimuli.

Incentive equity means that remuneration matches the contribution to work and creates a sense of equality.

Publicity of incentives is an important requirement. The implementation of this requirement directly contributes to improving the perception of incentives through raising employee awareness. Publicity in stimulation allows us to give a public assessment of the work of employees, contributes to the formation and maintenance of a good psychological climate in the team. Therefore, it is necessary that each employee knows for what and why this or that member of the team is encouraged or punished.

Proper organization of incentives requires flexibility and responsiveness. Flexibility implies a regular revision of the existing incentive conditions in accordance with changes in the organizational, technical and socio-economic conditions of work: changes in the technical base of labor (introduction of new equipment, increasing the level of mechanization, reducing manual labor, etc.), the introduction of new forms of labor organization, changes in the socio-demographic and professional qualifications of the workforce.

Flexibility also presupposes a constant variety in the incentives used, which makes it impossible to get used to them and thereby reduce the effectiveness of incentives.

Promptness requires that the reward or punishment follows the action as quickly as possible. For this, the direct leaders of the team must have at their disposal certain funds provided for by law.

Incentives to work organically include the consistent implementation of the principle of social justice in all spheres of life, strengthening the connection between the employee's income and labor (his costs and results). In practice, this principle is implemented through social guarantees. The most important of them are:

Guarantees of the formation, maintenance, development of human abilities, and, first of all, the ability to work;

Guarantees for the realization of abilities in the process of labor activity (guarantees of employment, workplace and progress production processensuring the full realization of abilities);

Accounting in the distribution of the results and costs of labor, preserving the role of the main one that determines the well-being of the employee and his family (in a broad sense - a rational combination of distribution in accordance with the cost, price of labor in the labor market and distribution according to labor);

Guarantees in the field of sale and exchange (guarantees of commodity coverage of monetary incomes and the availability of goods on the market of goods and services for the vast majority of the population, not only in terms of assortment, but also in prices and tariffs);

Consumption guarantees (the possibility of achieving higher consumption standards) based on income growth and increases in real wages and real incomes.

An essential role in stimulating work is played by the development of workers' access to managerial decision-making, and not only directly in production, but also on more high levels management.

The system of material incentives for labor should be adequate to the interests of both employees and entrepreneurs, objective in nature. When developing a mechanism for stimulating personnel for labor results, it is necessary to use an integrated approach that includes the entire set of factors and patterns that reflect the development of production and the peculiarities of the transition to market relations. The labor incentive system is designed to reflect the purpose and focus of remuneration in relation to each group, team and individual employee. It should contain indicators of real individual and collective labor results and take into account, along with the contribution, the real needs of each employee.

The criterion for evaluating the effectiveness of the incentive system used is the genuine interest of workers in achieving maximum individual and collective labor results, in the fullest use of their creative potential. A reflection of real interest is the achievement of the strategic and tactical goals of the enterprise and society, whether it be maximizing profits or developing production, expanding sales markets or reducing prices for products.

2. Analysis of the system of labor incentives used in the organization

2.1 Characteristics of the studied organization

With regard to work, the concept of motives and motivation reflects the subjective factors of motivation for labor activity, activity in it.

On the one hand, motives are the factors of activity, on the other, the activity itself, its measure and stability, which are evidence of the presence of these motives.

There is a fundamental interdependence between such phenomena as labor motivation and job satisfaction, which is as follows. The presence of some sufficient and positive motives for work creates the effect of meaning, reasonable necessity, compliance with interests and, thus, brings satisfaction. Satisfaction also makes the job attractive and thus motivates to participate. The economy also implements the principle "everything that has meaning is attractive, and everything that is attractive has meaning."

When studying people's attitudes towards work, some sociologists pay more attention to satisfaction, while others to motivation. In reality, however, both phenomena are equally significant and should be considered as independent goals of socio-economic development.

One of the contradictions in labor motivation is as follows. Motives are real factors of labor activity, i.e. labor activity, reacts to them, is regulated by them, obeys them. At the same time, they are not always adequately realized by the person himself. Sociological studies make it possible to make sure that not all people as workers are able to analyze and express in accurate judgments their attitude to work, to formulate accurately the answers to various questions about why they work, work better or worse, what is the reason for their good or poor performance. Few are able to express their attitude to work in a single, generalizing philosophical concept, which they themselves came to in the process of their own labor activity, which they can call their own "experience".

The opinions expressed by people about their motives for work are often determined not so much by personal beliefs as by various factors of fashion. For example, in society there exist and are spreading many stereotypical and attractive variants of labor morality, which give simple, accessible answers to questions such as "how to treat work in general", "how to treat work in modern conditions"," how it is necessary to relate to work for a person of our social status, our profession, "how it is necessary to relate to work for a real person.

Various aspects of labor motivation have a different index of awareness and expressibility in general or for a given social category of people. However, there are always aspects that are accessible and close to the majority.

These are reflected in the following common and popular judgments, for example:

Work is the most important thing for me; making money is the best goal you can set for yourself in life;

Work is most important to me; only work, activity, career give a real meaning of existence; I would like to put all my energy into the work;

Work is important, but it should not deny and replace other values, fill your whole life;

Work is a matter, it must be done, but not exaggerated or overestimated; work should be taken seriously, but simply;

Work is an unpleasant necessity; I would not work with pleasure if I had a livelihood and if it was not condemned by others.

Sociological science has a long tradition of dividing needs into primary and secondary needs. The primary ones are natural and material, the secondary ones are social and moral needs. In accordance with this, primary and secondary motives are distinguished.

The relationship between them is complex, has its own variations, which is the reason for the emergence of different theories and applied methods of social technology:

Firstly, if the primary needs are more weighty than the secondary ones, then only the initial satisfaction of the primary ones gives the secondary ones the strength of the motives of activity. In other words, various social and moral needs can perform motivational functions only when the work is paid well enough, the employee's needs for housing, food, etc. are satisfied. So much after a good salary of an employee, you can think about his moral motivation.

Secondly, if the primary and secondary needs are equal, equally weighty, then only their simultaneous implementation gives effective and acceptable motives for work. This is natural for a person who is both a physical and a spiritual being (only the simultaneous reliance on material and moral motives for work is the true art of economics and management).

Thirdly, if, for some reason, there is no possibility and conditions for the realization of primary needs, then their motivational functions are transferred to secondary ones, since outside of motives activity is generally impossible. Social and moral forms of labor motivation can be compensation for the lack of material remuneration for work (in the absence of opportunities for expected monetary remuneration for work, use moral incentives, learn to see and explain them to workers; a poor economy is always a factor in the active development of moral ideology).

Fourth, in the real mechanism of motivation for labor activity, primary and secondary needs are often difficult to distinguish, are mixed, and coincide with each other. For example, an employee is focused on high pay because it provides positive morale and social respect. - this is a condition of not only material, but also spiritual consumption. At the same time, an orientation towards authority and career can only be a transformed form of striving for material prospects (attach moral significance to all material goals, and support all moral goals with material meaning).

Fifth, the secondary ones are more important than the primary ones. There are cases when the material cannot replace and compensate for the moral. In addition, the material incentive is significantly refracted through the moral nature of a person (only knowledge of a specific work collective and the psychology of an employee in general will effectively stimulate work by means of wages).

It is advisable to distinguish between such types of motives for work as dominant and background. A person has many needs and strives for all sorts of values. Therefore, in the real activity of one and the same subject (individual or group), a whole set of motives functions. Only together they give a sufficient, strong motivational effect and are socially acceptable for a person. At the same time, the totality of the motives of the activity of one and the same subject is precisely a hierarchy in which some motives surpass others in significance and relevance.

A person is focused on the choice, seeks to "see" the main thing, therefore some motives are only a background, although in reality they are also essential:

First, a motive that corresponds either to a particularly strong need or a need that can be better satisfied in the given conditions acts as the dominant one.

Secondly, some workers, according to their psychology, strive to achieve "comprehensively" many goals, others are characterized by a selective strategy of labor behavior, ie. focusing on one thing as a reward for work.

Another type of motives is the so-called rank motives. The general logic of this type is as follows: the motive is determined by the ratio of satisfied and unmet needs, i.e. already achieved and still desired. The motives for work are largely formed according to the rank principle. The ranks here are mainly socio-economic status, working conditions and job status.

Manifestations of the rank principle in labor motivation are diverse. For example, in practical sociological research the following scheme was established and repeatedly studied: for low-skilled workers, the strongest motive is the opportunity to get more interesting work and better working conditions; for workers with average qualifications, the most significant in this regard is an increase in pay; highly qualified workers are especially distinguished by their striving for improvement in management; lower-level managers are characterized by an orientation towards further advancement; top-level managers especially sharply "experience" such motives for work as responsibility and creativity, preservation of their position.

In any case, at the sociological level, we can study various motivational shifts in people's attitudes towards work at the moments of rank movements, in cases of higher pay, promotion, improvement of working conditions, and positive changes in the content of work.

Finally, one should distinguish between such types of motives as real, demonstrative and protective. Real motives are real reasons for activating. Demonstrative are proclaimed as such, are called officially, publicly. A person can explain his labor behavior inadequate to real motives. For example, he does not admit his striving for a career, position, does not disclose his moral principles, if they are not in fashion, he is allegedly guided by the interests of the collective, etc. Demonstrative motives are based on generally accepted values. Protective motives are all kinds of self-hypnosis. If labor activity is carried out involuntarily, and there is no sufficient and positive motivation, then it is compensated by imagination. This is done in order to maintain the mood, to better experience an unpleasant need.

Many people are psychologically "hypocrites": in economic life, they either hide their intentions, or formally strive for goals that they themselves do not subconsciously believe in. This circumstance creates both difficulties in management and the possibility of manipulation. labor force, labor behavior of the employee.

The attitude to work of an individual or a group changes over time. In this case, either the motives themselves, or their hierarchy, or their strength are subject to change.

Let's highlight the following mechanisms of labor motivation dynamics:

1. Since labor motivation is based on needs, it is characterized by the phenomenon of substitution, i.e. a kind of interchangeability of needs. If some need cannot be satisfied for some reason in the given conditions, then it is replaced by another, the satisfaction of which is possible and which is therefore more rational.

For example, without realizing his hope for a promotion, the employee reorients to wages as the meaning of work; in case of dissatisfaction wages the employee seeks this meaning in respect from the team; if the latter is also difficult, then he tries to be creative with work, etc. The sequence of the listed motives may be the opposite, but in any case, the employee's behavior is based on the principle “if you really work, it’s not in vain, for the sake of something,” the concreteness of the value achieved through labor is not of primary importance. The substitution may not apply to all, but to some part of the needs.

2. Another real mechanism for changing the motivation of individuals and groups is the satisfaction of needs. Usually, needs are seen as the desires and goals of a person, which must be realized and achieved constantly. Human needs are really constant, but their satisfaction can be periodic and one-time. From this point of view, we can say that some need has already been satisfied, generally satisfied, while satisfied, fully satisfied, satisfied for a certain period of time.

The temporary nature of satisfying the need affects motivation.

The general logic of the factor of satisfaction is as follows: if the need is satisfied, then it ceases to be a motive. Therefore, it is possible to observe and study changes in the motivation of a person's work in cases of his various achievements, if, for example, he solved the problem of housing, earned the desired amount, moved to a higher-paid class of workers, and advanced in position.

In all cases of satisfaction of needs and its influence on labor motivation, it is necessary to take into account that there are two types of achievements. In some cases, they are, as it were, final, in others, continuous activity is required to maintain the achievements, otherwise they may be lost.

In addition, the needs are subject to the laws of inertia and elevation, i.e. when a need is satisfied, the latter either continues to be subjectively experienced as actual, or:

a) multiplies;

b) increases. Inertia and heightened needs are phenomena that sometimes create great difficulties in predicting labor behavior.

3. There is a constant struggle between physical and spiritual needs and value orientations. Each side periodically dominates, but cannot completely win. A person is constantly looking for the right balance between the physical and the spiritual, while he often rushes "from one extreme to another", because he cannot combine them, he does not know how.

The struggle between the physical and the spiritual in a person is a private and simplest variant of fluctuations in needs and value orientations, which is especially pronounced in relation to work. Almost every person, as an employee, tends to be guided mainly by social and moral values \u200b\u200bduring certain periods of his labor activity, to look for a spiritual "beginning" in his work. However, the period of spiritual enthusiasm cannot be long if there are no factors of material interest. Labor motivation based only on material interest is not absolutely acceptable for a person. Working only for money eventually tires the person and traumatizes his personality. Many approve of such work and this attitude to work only as temporary phenomena. For example, a sociological survey was conducted on workers who managed to get a high-paying job, but this work was not entirely easy and normal in terms of working conditions. After a certain period of time, it turned out that only a few considered it as long-term and even more permanent for themselves, in general, none of them wanted their children to have such a job.

Along with the conflict between the material and the spiritual in man, there are other forms of fluctuations in needs that determine the dynamics of labor motivation. The very need for activity and the predisposition to activity fluctuate, i.e. are not the same in different time... This is due to the laws of physical well-being and mood. In labor activity, one can observe peculiar periods of decline and rise, despite the strict discipline of labor.

Sociological studies were carried out, within the framework of which a monitoring picture of people's labor motivation was established at all main points - at the beginning, middle, end of the working day, working week, working month. At the same time, specific indicators were taken into account: production and quality, timely attendance at work, absenteeism, disciplinary violations. As a result, two specific types of working time were identified and explained from the point of view of labor motivation - "labor time at will" and "labor time as needed".

The unevenness of activity in labor activity, according to some sociological theories, is a law that, first of all, explains the ups and downs in macroeconomic development.

4. Another important mechanism for the dynamics of labor motivation is the development of needs. The point is that the needs of people can change over time due to experience, education, cultural growth and greater awareness, which is noticeably reflected in their attitude to work.

The motivation of the work of an individual employee and the whole team can be changed by circumstances such as a reassessment of the values \u200b\u200bof life, awareness of the state of production and the difficulties of its organization, a better understanding of the cost of one's own labor and the price of one's own labor, the formation of views on the role human relations, and independence in work. In this case, the period of change in labor motivation can be greater or less.

5. Labor motivation would be a more stable structure if it was influenced only by factors directly related to labor. In reality, however, the activity of labor activity depends on many phenomena outside the scope of work and working time. Here, not only the general social situation matters, but also the individual living conditions of the employee. According to studies, significant losses in the quantity and quality of work occur from a person's awareness and experience of the problems of personal and social life, while well-being in this regard has a very positive effect on work.

The state of personal and social life significantly determines such phenomena of labor behavior as "subjective absence" and "subjective presence" on, expressing the degree of concentration on work, the influence of moods on it. These phenomena and their periodic change also explain the changes in labor motivation over time.

Knowledge of the dynamics of labor motivation is a condition for the correct requirements for the employee and the correct expectations from him at different times, the correct choice of incentive methods at the moment.

Basic social and moral needs and their motivational and labor values

There are many social and moral needs that are studied and considered in sociology from different points of view.

A certain part of them is directly related to the problem of labor motivation, and have specific motivational and labor values:

The need for self-esteem (conscientious work, regardless of control and remuneration for the sake of a positive personal opinion of yourself as a person and an employee);

The need for self-affirmation (high quantitative and qualitative indicators in work for the sake of approval and authority, praise, a positive attitude towards oneself from the team, leadership, family and even acquaintances);

The need for recognition (the focus of labor behavior on proving its professional suitability and abilities in general or in conditions of strict quality control of work, during the trial period);

The values \u200b\u200bof solidarity and self-affirmation in a person's work activity can apply not only to an organization, but also to a wider community. For example, through good work, a person shows solidarity with his social and professional group and protects, asserts the dignity and prestige of his profession. Good job Is also a possible way to demonstrate labor morals and labor traditions of your people, to maintain positive image their nation. The stronger the national self-awareness of people, the more likely it is as a factor in the regulation of labor behavior. Labor motivation can also be based on general civic ideas, considerations of maintaining order, traditions, state and peace in society. This motivation is real enough. For example, even industrial capital, far from religious and socialist views, the owner claims that the purpose of his activities is not to increase personal wealth, but to produce material goods for people, promote prosperity and peace in society, and care for the prosperity of the nation.

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1.2 Types of labor incentives

Like any aggregate of phenomena, stimuli can be classified on different grounds. Proceeding from the fact that the starting point in the process of stimulation are needs, their content serves as the main criterion for classification. The needs of the employee are diverse, but they can all be divided into material and non-material. In accordance with this, incentives are divided into material and non-material. The criterion of material incentives is their inclusion in the system of commodity-money relations.

There are four main forms of stimuli.

Compulsion. History bears witness to a wide range of forms of coercion, from execution, torture and physical punishment to deprivation of property, citizenship and rank. In a democratic society, enterprises use administrative methods of coercion: reprimand, reprimand, transfer to another position, severe reprimand, postponement of vacation, dismissal from work.

Material incentives. This includes incentives in material form: wages and tariff rates, remuneration for results, bonuses from income, compensation, travel packages, loans for the purchase of a car or furniture, loans for housing, etc.

Material incentives can be expressed in monetary form (wages, bonuses, etc.) and non-monetary (vouchers for rest and treatment, priority in the provision of housing, rights to purchase scarce goods, subsidies to enterprises for food for workers, keeping children in kindergartens, pioneer camps, etc.). Material incentives in non-monetary form are more diverse. They are associated both with the creation of conditions for the high-quality reproduction of the labor force, and with the functioning of the worker in production, i.e. with the organization of work, improvement of sanitary and hygienic conditions for work, which indirectly increase the labor activity of workers. Material incentives in non-monetary form to a large extent play the role of social incentives that allow workers to assert themselves in production, providing social guarantees to the work collective in creating acceptable living conditions for workers at the enterprise.

The world practice (as evidenced by the policy of firms in countries with developed market economies) includes additional incentives, which are essentially also material, include: payment at the expense of the company for transport costs, subsidies for food, assistance in paying for education costs, medical examinations, tourist trips on weekends and holidays, employer's expenses for life insurance of employees and their dependents, accident insurance, etc.

To really stimulate work and maintain normal relations in the work collective, a well-thought-out bonus system is needed.

Moral encouragement. Incentives aimed at satisfying the spiritual and moral needs of a person: gratitude, certificates of honor, honor boards, honorary titles, academic degrees, diplomas, publications in the press, government awards, etc. Among them are social, moral, creative, socio-psychological.

Self-affirmation. Internal driving forces of a person, prompting him to achieve his goals without direct external encouragement. For example, writing a dissertation, publishing a book, authoring an invention, filming a film, obtaining a second economic education, etc. This is the strongest stimulus known in nature, but it manifests itself only in the most developed members of society.

An indicative list of incentive systems in organizations is given in more detail in Appendix No. 1.

The system of moral and material incentives for labor involves a set of measures aimed at increasing the labor activity of workers and, as a consequence, increasing the efficiency of labor, its quality. But at the same time, the employee must know what requirements are imposed on him, what remuneration he will receive if they are strictly observed, what sanctions will follow in case of their violation. Therefore, the incentive system should be based on a certain base (the normative level of labor activity). The very fact that an employee enters an employment relationship implies that he must perform a certain range of duties for a pre-agreed remuneration. In this situation, there is still no room for stimulation. Here is the sphere of controlled activity, in which the motives associated with the fear of punishment for failure to comply with the requirements are at work. There can be at least two such punishments associated with the loss of material wealth: partial payment of the stipulated remuneration or breakdown of labor relations.

Thus, all incentives are conventionally divided into material and non-material. Their ratio in different firms differs significantly. At most firms in Western Europe, the share of material remuneration is gradually decreasing and the share of non-material incentives is increasing. A significant number of Russian enterprises and firms are characterized by a decrease in the share of social consumption funds in family incomes and an increase in the share of material remuneration in income.

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