Experience of labor motivation in the leading countries of the world and the feasibility of its application in domestic enterprises. Personnel motivation systems in Western Europe and the United States Experience of Japanese firms in personnel motivation

Google Inc. is a good example of a company that is guided by the latest methods in developing effective personnel motivation systems.

Google Inc. - an American company that owns the first in popularity (77.04%) in the world search engine Google, processing 41 billion 345 million requests per month (market share 62.4%). This search engine is used by the world's largest online advertising system Google AdWords. The company was founded on September 4, 1998 by three people: Sergey Brin, Larry Page and Eric Schmidt. The market capitalization of the company is approximately USD 160 billion (September 2008). Google is one of the most expensive brands in the world.

As the practice of companies with the most expensive brands one of the essential factors for the success of market leadership today is cooperation both within the company and between individual firms.

The company is headquartered in California, USA. Around the world, Google employs about 20,000 people.

Google has been selected as the best employer in the world over the past five years. This brand is built on a culture of trust and indifference to politics; a culture where profits are shared.

In any organization, the HR department must create an assurance that every employee is motivated and committed to the organization.

The human resources department in any organization faces one challenge: it must create assurance that employees are highly motivated and committed to the organization with all their hearts. In a sense, HR must provide service to its employees, treat them like customers and use everything to meet the needs of their customers, and actively support them.

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First of all, the support to the staff is expressed in:

Free meals;

Medical assistance without leaving the office, massage;

A sports complex near the office, where everyone can train for free and relax from sedentary work;

Supporting families of workers. The young parent receives an additional 7 weeks of vacation;

Compensation for funds spent on education and training.

It is also worth noting the excellent organization of the workspace and the daily routine, which for many employees is not standardized - the main thing is not to spend a certain number of hours a day in the office, but to complete the assigned task.

Google in its strategy recognizes only the best and most innovative solutions. This also applies to HR programs. For Google, these are classic HR programs - Рerformance Management, salary and bonus planning (Сompensation & Benefits), Talent Management. Their development was attended not only by HR specialists, but also by the company's engineers. The advantage is that the programs are adapted for each country also through HR managers and engineers.

In addition, the company is actively engaged in the continuous development of both the professional skills of its employees and managerial trainings for engineers, sales staff of other divisions. The training process for engineers takes place at the company's headquarters in Mоuntain View (California). Also, various online programs have been developed and actively used, Techtalks are held on various topics. Google pays employees to receive additional education (up to 6,000 euros per year), provided that it is related to the work performed and the student has received good and excellent grades. There are ample opportunities for internships in the USA and European offices to work in international projects. The coaching system is gradually being tested.

Summing up the analysis of Google Inc. I must say that this company from 2009 to the present day takes first place in the rating “ best companies for employment ". According to an anonymous poll conducted by the Forbes magazine, Google was in second place, and the first place was taken by Facebоk, which offers rollerblades and skateboarding around the office.

Another company with effective system HR management - the world famous chain of fast food cafes and bakeries "Cinnabon" (Cinnabon Inc.) is a brand of delicious cinnamon rolls with more than 1200 cafes and bakeries and represented in 60 countries around the world. Does the company have the strongest position in Saudi Arabia? Arabia, United Arab Emirates, Egypt and Jordan. Kitai? - the only country where there is no company. Cinnabon is virtually the only successful franchise in the Middle East to love sweets and topple buns with chocolate and caramel.

At the end of 2013, the total sales of the company in the world exceeded $ 900 million. Cinnamon is also reflected in the name of the company, in English cinnamo). The first Cinnabon cafe was opened in 1985 in Seattle (USA).

One of the distinguishing characteristics of the company in the field of personnel motivation is the holding of various competitions for employees, which can be carried out for the sale of specific baked goods and / or specific drinks, which is additional motivation for employees and effective method increase in the average check and revenue.

For example, in 2013 the company held a competition between bakeries in Moscow for the largest number of Sinnapaks sold per month and for an increase in the average check. For each cafe, a goal was set to increase the average check by 5% compared to the arithmetic average of the last three months. To motivate employees, a bonus fund was established and an explanatory conversation was held on the terms of the competition and the incentive system. Targets for revenue, number of receipts and average check were scheduled for each day, so that employees could see the achieved results on a daily basis. And also to maintain the sports interest among the employees, the management team daily sent all the participants a rating with the results for all four bakeries. As a result of this incentive program in bakeries, sales increased by an average of 30%.

Motivation really increases basic productivity. A highly motivated employee actually works better. Organizations whose employees perform well generally perform better. The company uses several key ways to increase motivation and improve the quality of employees' work, which have worked well in practice.

First, training subordinates to measure the success of the work done. Employees who constantly monitor their activities are able to notice the growth of their own professionalism. How can this be achieved? Any work goal can be measured in a simple grading system.

Second, ask employees about their performance. The more information, the higher the motivation. Try to ask others more about their work. Ask a subordinate questions aimed at making him think about the work done and report on concrete results. This stimulates an increase in the level of self-awareness of the employee, the possession of information contributes to internal motivation.

Third, an explanation to the subordinates of the system of remuneration adopted in the company. Arbitrariness in rewards and rewards leads to cynicism, not to increased motivation. If a new program is out of thin air, employees begin to feel that their managers do not respect them. Explain in detail to employees the essence new program rewards, its goals and objectives.

Fourth, knowledge motivation. To achieve professionalism in any job, an employee must strive to become the best in their specialty. A person who is keen on studying will definitely grow in position and develop additional skills. Therefore, knowledge and learning can be used as a reward and motivator.

Fifth, rewarding individuals for the collective contribution of the group. In the era of teamwork, people often feel as though their individual merits are left unaccounted for. Companies are more willing to recognize the success of the group as a whole. However, the leader needs to encourage team members also on an individual level. This is the only way he can increase their personal motivation.

Sixth, make the assignments clearer. The subordinate should be clear about what he is doing, why he is doing it, and how well he is doing his job. Research has shown that clarity of tasks more intensely affects employee motivation. The company can achieve great results if it helps employees to see their personal contribution to the common cause, as well as if employees are confident that their work is assessed regularly, quickly and accurately.

Feedback is one of the important aspects of staff motivation. If the manager had thorough information about what is happening at the lower level of the company's hierarchy, then many failures and fatal mistakes could be prevented. In this regard, feedback is provided at Cinnabon. A competent manager keeps employees confident that they are valued at work.

One example feedback can serve as a "Board of Honor" - an excellent tool to interest employees not only in "working off for a salary", but also in the general state of affairs in the bakery. For example, when posting on such a Board photographs of those employees whose work has led to improved results.

Badges, calendars, notepads, pens with the company logo are not only advertising materials “for strangers”, but also motivation for “insiders”. A person is a social being, and such little things allow you to more fully feel like a part of a team. Which is very important for effective teamwork.

However, we must not forget that in the absence of material interest, "financial motivation", none in the form of Boards of Honor will help to interest. At the same time, motivating employees only financially, you can lose the most promising ones - another company can simply outbid them, offering them more “tasty” financial motivation. Or the same, but in combination with the one that meets the need for self-realization. These methods of motivation require a harmonious combination and should be used in combination. Then the motivation will be really successful, and the work of the employees will be effective and aimed not only at receiving salaries, but also at increasing the well-being of the company as a whole.

Figure 10 provides a diagram of SC Johnson's incentive system. Every day, hundreds of thousands of families around the world use the products of the company, which produces a huge amount of home care products. Some of them are: Mister Muscle, Kiwi, OFF! other.


Figure 10 - Elements of the SC Johnson incentive system

The company has the advantage of being constantly encouraged to acquire new professional skills and knowledge - receiving support, an employee moves up the career ladder. The company's website contains several real quotes from a recent opinion poll, in which employees wrote the very best about working at SC Johnson:

"Striving to be the best"

"The attitude of the company towards employees"

"Brand, support and openness"

"Culture, atmosphere, family spirit".

"A laid-back yet efficient work style"

Introduction


Motivation is the most important concept in the approach to human behavior in the workplace. Knowledge of the mechanism of motivation is necessary in practical work on personnel management. It helps with the allocation and planning of work. Thus, research projects are best assigned to employees with a strong need to achieve specific purpose... “Accurate” work can be assigned to workers with a developed need for competence. Subordinates with a strong need for approval must be constantly encouraged by their leader. Individuals with a strong need for power can be included in the reserve for nomination. Cowardice can be desirable in certain circumstances. From this point of view, statements about the advantages of, for example, sanguine people found in the literature are only valid to a limited extent. In general, it can be argued that there are no bad workers, there are many workers out of place.


List of references


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An excerpt from the work


Chapter 1. Human needs and motives of labor activity Human needs are a concrete expression of the potential of his personality in the form of the desire to possess any material or spiritual values. Each person has his own potential of natural data, innate or acquired abilities, his own individual and specific metabolism, which, acting together, generate in an individual only his own inherent dreams, desires, aspirations, aspirations and inclinations. They have a lot in common, since human beings have one biochemical foundation, obey the general law of the functioning of protein bodies on planet Earth, belong to the class of mammals, etc. At the same time, there are many different things in them, which is most fully expressed in the priority of material goods and spiritual values \u200b\u200bchosen by a person. Knowledge of the needs of a person, especially an employee of an enterprise, plays a large role in his relationship with the employer, allows the latter to more effectively organize the work of the production team. Human needs have been studied since ancient times: Aristotle, A. Maslow, A. Marshall, Bentham, K. Alderfer, D. McClell-land, F. Herzberg. In the domestic literature, much attention was paid to the analysis of needs by Pitirim Sorokin, V.I. Tarasenko, V.G. Podmarkov. Attempts have been made to classify all human needs, to bring them into groups for ease of use in the practical activities of enterprises, society and the state. For example, at different times they were subdivided into physical and spiritual; on the needs of existence, communication and growth; on the needs of achievement, participation and power; to primary and secondary, etc. Currently, all needs are usually divided into absolute and relative. Absolute needs are the needs for the means of life support necessary for the physiological existence of a person. This is expressed in the consumption of food, clothing, housing, in the satisfaction of the sense of security of habitation and the instinct of procreation. Absolute needs are covered according to the minimum consumption rates and to improve needs, but temporary partial saturation with material and spiritual values \u200b\u200bcan be achieved. It is customary to divide relative needs into groups: 1) material (excessive consumption); 2) social; 3) intellectual; 4) spiritual. Material needs involve excessive consumption of material goods, for food, clothing, housing, security, etc. above the size of the living wage. They can be called the needs for luxury and they are expressed in the desire for the accumulation of wealth, the possession of expensive commodity-material values. Social needs are expressed in the desire for respect and recognition of the individual by other members of human society, the desire for freedom, power, and glory. These needs realize various traits of a person's character, his dreams to stand out among other people, to be noticed by them and satisfy his ambition and ambitions, if possible, influencing the actions and actions of other people, controlling them. Intellectual needs are needs for knowledge, creativity, information. For example, curiosity in knowing the laws of nature and the world around them leads people to discoveries, inventions and rationalization proposals, to scientific and technological progress and the introduction of new technology in production, and the need for information on the functioning social groups and relationships within the human community gives rise to glasnost, democracy and leads to a more just social structure of enterprises and states. Human spiritual needs are expressed in the desire to improve their body and mind, in family love for parents, children, close relatives, as well as in love between a man and a woman; in pursuit of truth, truth and conscience; in search of God and religious beliefs; mercy and charity, altruism and self-sacrifice, etc. Depending on individual inclinations, abilities and aspirations, some people, after reaching the level of absolute needs, will be dominated by the desire to maximize the consumption of material goods, others - to power and fame, third - to knowledge and creativity, and still others - to spiritual development, etc. The structure of needs can change for the same person during different periods of his life. In this case, the lower the subjective-normal level of absolute needs, the more likely it is that after reaching this level, intellectual and spiritual needs will dominate. Modern biology and psychology consider higher relative needs (first of all, the need for creativity and altruism) as a result of evolution. These needs are aimed at adapting a person to environment, ensuring the continuity of generations and the sustainability of society in the long term. It is customary to attribute absolute needs to the needs of a lower order, and relative needs to a higher one. At the same time, relative needs also have their own hierarchy. The needs for excessive consumption of material goods (luxury) and the desire to ambitiously stand out among other people (social needs) are considered somewhat lower than intellectual and spiritual ones, since in order to satisfy the needs for wealth, luxury and power, it is necessary to perform actions that a normal person can't please. In contrast to this, people striving for creativity and spiritual perfection experience satisfaction not only from the result, but also from the very process of intellectual and spiritual activity. According to the degree of significance and satisfaction, all needs can be classified and their hierarchy can be built in the form of "A. Maslow's Pyramid" (Fig. 1). In terms of time and period of action, human needs are subdivided into: 1) strategic; 2) tactical; 3) operational. Figure: 1. Hierarchy of human needs Strategic - reflect the purpose of an individual's life, the main vector of its direction, the meaning of existence. They act throughout a person's life, years and decades. Tactical needs reflect the achievement of the individual's intermediate goals, milestones and stages of his life. For example, for a young person entering life, an important tactical goal is the desire to get an education, finish school, university, etc. These needs are valid for a period from several months to several years. Operational needs reflect the achievement of any one important goal on which the individual is focused at the moment. At this time, other needs - tactical and strategic, are the background, are relegated to the background. The period of validity of operational requirements is days and hours. Human needs give rise to the motives of work. A motive is an incentive to any action, a necessary element of a volitional act. A labor motive is understood as a set of reasons that induce a person to work and form his labor behavior in the production process. The formation of human motives in general and labor motive, in particular, is explained by the principle of Aristotle, expressed in the IV century. BC. and proclaiming the following: "Human beings enjoy the realization of their abilities (innate or acquired), and this pleasure increases with the growth and development of these abilities or their complexity." In other words, a person seeks to do what gives him pleasure and avoids what he does not like. If for some reason it is impossible to realize that favorite activity that gives pleasure to the subject, he becomes bored and the activity seems empty. At the everyday level, such a state can be expressed by the words: "Years go by, but there is no happiness," which is rough, but essentially correct, reflects the actual psycho-emotional sensation of the individual. Unfortunately, a small number of people enjoy their work (about 10-15%); the majority experience pleasure and satisfaction from other reasons of a wide variety. For them, daily work activity is only a source money to meet their absolute and relative needs. Therefore, the formation of motives for work in most labor resources occurs along the following logical chain (Fig. 2). Figure: 2. Scheme of the formation of the motive for work According to the scheme, an individual, reasoning logically, comes to the conclusion about the need to work, although this, by and large, cannot give him pleasure. Human nature finds its expression in his individual potential, which forms the psychophysiology of a particular individual on a universal human foundation. A unique enumeration of the components of a person's potential, the domination of some over others, form a personality endowed with desires that are realized in needs. Needs in this context are the total vector of the general orientation of the goals of the life of the individual, their concrete manifestation through desires from unconscious dreams and sweet dreams. Needs are at the core of long-term life plans, which are a means to an end, i.e. satisfaction of these needs and the realization of the aspirations inherent in the personality. Each person consciously or intuitively strives for the implementation of such a life plan that he has chosen, in accordance with his potential and desires, absolute and relative needs. At the same time, in the planning process, the subject must take into account the restrictions in the form of laws, moral norms and ideological attitudes adopted in the society, his country of residence, in order to avoid mistakes and not form criminal intentions when drawing up plans. The implementation of life plans logically flows into the emergence and formation of motives as incentives for any action. An employee's motive for work is often an act of necessity ™, and work at an enterprise itself is a means for fulfilling individual stages of life plans. For example, work for an employer is the purpose of obtaining money in the form of earnings in a legal way, in the amount of which the subject realizes his individual absolute and relative needs. This logical chain demonstrates a widespread situation among a large class of people for whom work is not a pleasure, and that, according to Aristotle's principle, they are looking for other possibilities for realizing their desires, but are forced to work in order not to violate the laws of human hostel, including criminal law. The evolutionary development of human society, scientific and technological progress are increasingly pushing the individual to the conclusion that he can satisfy his needs through such life plans, in which the main incentive will be the motive of labor activity, that only through labor can one achieve one's own dreams and to justify the purpose and meaning of their existence, while all other paths are vicious and immoral and lead to a dead end, transfer the subject into the category of declassed elements, into the "waste of society." Despite this, numerous studies and observations made it possible to establish the fact of rejection of labor by many people as the main condition for their satisfaction. therefore modern science looking for ways and methods of attracting a person to work.

Effectively managing personnel is impossible without a motivation system that determines the relationship between employees and the company. Domestic leaders consider the only incentive for productive work to be decent wages based on fixed tariff rates and salaries. However, the foreign experience of personnel motivation refutes such a one-sided, simplified approach. Of course, blind copying of the practice of Western Europe or Japan is not the best solution, however, certain elements of the motivation and reward system are quite applicable in Russia.

The personnel motivation system is based on measurement and competent assessment labor indicators... You can learn about methods for assessing labor efficiency.

Differences between domestic and foreign approaches

Russian employers most often equate the level of salary and the level of employee involvement in the work process. Of course, the “issue price” comes first, there are only a few volunteers and enthusiasts who are ready to work for an idea. But to simplify the idea to the point that an employee only comes to work because of a salary is at least short-sighted. Seemingly simple trick: pay employees a gym membership or organize courses foreign language in the office - it works great to strengthen motivation and increase team loyalty.

Methods and ways of motivation in foreign companies are more diverse than in Russian ones. The Western approach combines financial, material and non-material incentives. Experience shows that the attitude of staff towards responsibilities is a mirror image of the attitude of the employer towards staff. The “favorite” employee works more efficiently, and the staff's ability to work is the key to a successful business.

The brightest models of personnel motivation are developed and successfully implemented by companies in Japan, Germany, Great Britain, France, Sweden. Let's figure out which motivation system is most effective, what foreign leaders focus on, and how to apply advanced experience in Russian realities.

Japanese model of staff motivation

Labor productivity growth in Japan is outstripping growth in living standards and wages. However, the Japanese experience is applicable only in a society with a strongly developed sense of civic responsibility and self-awareness, where common interests are above individual needs and a willingness to make personal sacrifices for the common good is clearly expressed.

“Firstly, you serve the emperor (country), secondly, your employer, and thirdly, your family. And only then can you think about yourself. "

This is a short formulation basic principle motivation of the Japanese, which has survived from the days of feudalism and serves as the basis for corporate systems of motivation in modern Japan.

The main quality of an employee in the Land of the Rising Sun is loyalty to the company, which often borders on sacrifice and ignorance of one's own needs. How is it shown?

  • The Japanese consider themselves to be a necessary link unified system and take personal responsibility for the fate of the company for which they work.
  • For the Japanese, the concepts of "profession", "work", "enterprise" are identical. In response to a question about the profession, the Japanese would rather name the company than the occupation, for example, instead of "I work as an engineer" - "I work for Kubota".
  • The Japanese system has a minimum number of missed business days. High responsibility leads to the fact that even if the employee is not well, he does not ask for a day off and does not go on sick leave, but will continue to work.
  • Overtime is the norm for the Japanese. They stay at work without prior agreement and without objection. This, of course, will not cause joy, but it will not be a reason to complain about the boss and sort things out: "So, this is how it should be."
  • Taking a full leave of absence for a Japanese worker is disloyal to the company. Therefore, the Japanese take only part of the rest.

When a Japanese person identifies with the entire company, this is not only an echo of the feudal system, but also the result of a modern approach to motivation and personnel management.

Lifetime employment and seniority bonuses

Psychologists have established a relationship between self-identification and work experience: the longer a person works in a company, the deeper the employee's identification with the corporate “organism”. The Japanese incentive system exploits this property and "ties" guarantees of work and wages to work experience. This method of motivation minimizes the possibility of an employee moving to another firm.

The main principle of motivation, which the leaders of Japanese corporations adhere to: the more seniority, the higher the position and the size of the salary. This means that career growth directly depends on the duration of work for the company. Professional abilities, qualifications, personal qualities of an employee are important, but without appropriate experience, vertical movement in the company is impossible. Moreover, the transition to a new job "nullifies" past merits, and to receive leadership position only “own” employee can.

The types of incentives in the Japanese motivation system, in addition to wage growth, include:

  • premiums and bonuses that are paid at least once every six months;
  • payment of travel expenses to the office and home;
  • medical insurance for the employee and his family;
  • partial payment for housing;
  • loans for the purchase of real estate;
  • training in universities in Japan, as well as in Europe and the USA;
  • advanced training without interrupting from the main place of work.

Corporate communication

In Japan, a system of active communication has been built, aimed at identifying an employee with a company. "Three pillars" of the system: formal communication, corporate ceremonies and a single workplace.

A single workplace means that all personnel of a department or division, including the manager, work in one room. Moreover, the tables are positioned in such a way that colleagues work face to face.

The Japanese motivation system as a whole is aimed at team building, strengthening a positive attitude and strengthening the employee's connection with the company.

In time to notice that the employee's loyalty to the company has decreased, automated methods will help.

American model of staff motivation

The approach to motivation in American companies is based on encouraging employee activity. The success of the American model of motivation is due to the focus of Americans on personal success and achievement high level welfare.

Companies in different countries all over the world take the experience of the USA as the basis for doing business, where employees are motivated to efficient execution responsibilities. The terms "HR" (from english Human Resource - human resources) and "corporate ethics". In the 1960s, the United States developed a human resource management framework; systems of material incentives and non-material motivation of employees; methods of increasing staff loyalty.

  • Intangible incentives

Besides flexible system remuneration for American companies is characterized by the use of intangible ways to motivate employees. Company personnel are usually available:

  • health insurance paid by the employer;
  • refresher courses;
  • free lunches;
  • corporate events;
  • joint trips.

American companies are looking for non-standard employee incentive systems. For example, IBM and AT&T have chosen the family motivation path. The average age of most of the company's personnel is under forty. These are family people with children growing up. Therefore, the administration allows working on a flexible schedule, helps to select nannies and home helpers, organizes corporate nurseries and kindergartens, and arranges family holidays.

  • Material incentives

The staff motivation system in the United States is based on the remuneration system. Most often, American employers charge salaries according to a piece-rate bonus scheme: hourly payment plus various bonus modifications. The most common reward options in the United States are the Scanlon and Rucker Profit Sharing Schemes.

Scanlon system lies in the fact that the share of the salary according to the plan is taken into account in the cost of the volume of production, and if the share of the salary in fact turns out to be less, then the amount of savings is distributed between the company (25%) and employees (75%). Part of the amount intended for employees goes to reserve fund, the remaining funds are distributed in the team depending on the contribution to manufacturing process... The inventor of the system, Joseph Scanlon, believed that if employees were motivated properly, management would receive a wealth of useful information on ways to improve performance.

Rucker's system is that workers receive a bonus for the increase in the volume of "net" production in terms of one dollar of wages.

  • Professional encouragement

Another way to motivate staff in the American way is to pay salaries in accordance with the number of professions mastered and the level of qualifications. For each new specialty, the employee is awarded points. To receive a salary increase, an employee must score a certain number of points. Benefits of skill-based payroll:

  • mobility of employees within the company;
  • reduction of the staff of employees at the expense of their own qualified personnel;
  • lack of intermediate levels of management;
  • improving the quality of work and labor productivity;
  • saving material and human resources spent on a unit of production.

French model of staff motivation

In France, staff motivation is based on strategic planning, free competition and loyal taxation.

Unlike the Japanese, the French disapprove of overtime work. Even the standard work week France is five hours shorter than most European Union countries - only 35 hours.

Additional "bonuses" from the employer for the French are not an advantage, but the norm. And the best non-financial incentive for workers of the Fifth Republic is flexible hours or remote work, which eliminates the need to be present in the office.

As in many other countries, the French are ready to show favor to the company in exchange for such "privileges" as corporate health insurance, assistance in paying off mortgages, meals at the expense of the company. By paying for refresher courses, on the contrary, the approval of a French employee cannot be won.

The remuneration system in France includes two areas: indexation of wages and individualization of wages.

Indexation of salaries depending on the rise in prices - the obligation of French employers, which is enshrined in collective agreements and is strictly controlled by trade unions.

Individualization of salaries - this is the calculation of payments taking into account education, qualifications, quality of work, level of employee mobility. Individualized salaries are calculated according to three schemes:

  1. "Fork" official salaries, when the size of the salary depends on the amount of time worked, participation in the life of the company and - most importantly - the efficiency of the employee himself, regardless of the efficiency of his colleagues.
  2. A clear salary plus a bonus, the amount of which varies depending on labor productivity.
  3. The use of other forms of individualization: profit sharing, purchase of company shares, payment of bonuses based on sales results.

The advantage of the French motivation scheme in the part that stimulates the increase in productivity and quality of work is the "self-regulation" of the size of wages. All employees have information about the financial position of the company and know how much of the profit they can count on for good work.

British model of staff motivation

The labor motivation model in the UK provides for two systems of remuneration: monetary and shareholder. Both schemes imply the dependence of the salary of employees on the total profit of the enterprise. There is also a “fluctuating” wage scheme, which fluctuates in proportion to the company's income. Collective agreements between UK workers and employers contain a rule that requires employees to pay a share of the company's profits.

Some companies practice equity participation of employees, when employees buy back part of the company's shares and receive either a part of the profit or income in the form of interest on shares. The total income of an employee with labor share participation consists of a salary (official salary), a bonus depending on labor efficiency and a part of the company's profit depending on the invested capital.

The introduction of a profit-sharing motivation model helped increase the number of jobs in the UK by 13%. Moreover, the income of employees from part of the company's profits is from three to ten percent of the salary, and the salary is four percent lower than in similar positions in companies with a different approach to remuneration.

Shared participation of personnel in the company's profits perfectly motivates employees of any rank to improve performance, show genuine interest in business processes and create a friendly, favorable atmosphere in the team.

German model of staff motivation

The employee motivation scheme in Germany is based on the ideological conviction that an employee is a free person with his own interests, who bears personal responsibility to society. The concept of economic freedom for Germans includes taking into account public interests and determining the place of the individual in the market system.

The modern German economic model is based on the idea that not every German is able to “fit in” and survive in a free market. Therefore, the state creates a social market economy, its goal is to create equal living conditions for all residents of the country.

A combination of corporate incentive systems and state system social justice leads to a compromise that allows the employee to exercise more freely in professional field without fear of being left without permanent income.

Researchers consider the German model of labor incentives and the availability of state social guarantees as an excellent example of a harmonious, optimal way to translate economic theories.

Dutch model of staff motivation

The basis of material motivation in the Netherlands is benefits and compensation. For example, if an employee needs to visit a doctor or go to the bank, the employer will provide a couple of hours of working time to resolve personal issues - and will pay for this time in full. And if an employee stays on sick leave for more than three months, he is entitled to compensation in the form of an additional day to paid leave.

Swedish model of staff motivation

According to surveys, in the ranking of priorities of the inhabitants of Sweden, the first place is taken by friendship, partnership and friendly colleagues. The second is interesting work. But the Swedes pushed the size of wages to the seventh position.

Trade unions in Sweden are seriously concerned with the issue of decent pay. During the renegotiation of collective labor agreements, trade unions insist on introducing a solidarity wage policy, which is based on two principles: equality of wages in similar positions and reducing the gap between the maximum and minimum wages.

The solidary wage system is designed to solve a set of target tasks:

  • Encourage equipment upgrades and the introduction of technological know-how in production.
  • Provide social support to vulnerable people.
  • Maintain the spirit of healthy market competition.
  • Respect the principle of equal pay for equal work. This principle means that employees in similar positions in different firms with the same qualifications receive the same salary, regardless of the profitability of the enterprise in which they work. The size of official salaries is prescribed in the industry collective agreement and does not depend on the size of the company's profit.

Swedish union activism prevents owners of low-income companies from lowering employee wages. Employers are required to pay for labor at the level fixed in the industry-level collective bargaining agreements. The tough stance of the Swedish trade unions on solidarity wages helps to increase the profitability of enterprises. After all, in order not to go bankrupt, business owners are forced to modernize production.

The principle of reducing the gap between high-paid and low-paid specialists is implemented in the form of a system of one-tier increase in wages. This contributes to the averaging of salaries when minimum wages are increasing, and the maximum are being held back. When renegotiating collective bargaining agreements, unions are trying to include a clause on accelerating wage growth for low-paid workers. This policy is aimed at developing highly qualified specialists in all spheres of the economy.

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It is necessary to adopt foreign experience of motivation taking into account the peculiarities of culture and mentality. Thoughtless copying of other people's ideas will not bring the desired result. It is important to remember that non-material methods of motivation only work when employees have satisfied material needs.

AT western countries it is believed that the company gains a competitive advantage, including through personnel interested in the result of the work. Looking at companies like Google, you really believe: Western firms compete with each other not only on consumer market, but primarily in the labor market. Therefore, the means of motivation, known in Russia only in theory, are actually used in the West.

In this article, I will try to talk about these tools based on my experience gained in the USA, Australia and Thailand. But first I want to clarify the question of why it is needed. After all, the answer to it depends on what means to use. In my opinion, the motivation system solves at least four tasks.

1. The company is able to achieve the desired results (for example, a certain amount of profit).

2. Employees behave in a way that is beneficial to the firm, providing it good reputation on the market.

3. Team members effectively interact with each other, thus achieving better results.

4. Specialists work in the company for a long time (thus the company manages to save on hiring new employees, as well as to preserve the accumulated experience and knowledge).

What, on the contrary, can never be the task of the motivation system? In my opinion, none of these systems will make an employee, for example, love the company or his colleagues. Therefore, there is no point in even thinking about such goals.

So, I'll tell you how foreign companies stimulate personnel, thereby achieving the listed goals.

Goal 1. Achievement of the planned results by the company The best way to achieve this goal - to create such working conditions under which the employee himself wants to carry out the plans. This method, by the way, is not always available: Western anti-discrimination laws prohibit changing the conditions at the enterprise so that one group of workers (selected based on gender, age, marital status, etc.) is in a more advantageous position than another.

Our company, wishing to create the best working conditions for its employees, transported them from Russia to Thailand. Here people hardly get colds, don't get stuck in traffic jams, they don't even need to cook food (in Thailand, ready-made food is very cheap), etc. As a result, they have more time to work and play.

In relation to workers who have recently arrived in the country, this method of motivation is especially good: instead of raising their wages, the company offers to financially support his family, which remained in another country. Than better man works, the less he worries about his family. I have seen this approach in American firms (the so-called bodyshops) that offer labor to immigrants from third world countries.

Another way to motivate (used mainly in countries with high unemployment) involves wages overtime work... An employee is assigned a working day of 8-10 hours. During this time, he must manage to complete everything planned, otherwise he will be fired. At the same time, plans can be completed in at least 10 hours, and only 8 hours of work are paid. The processing fee is charged only from the 10th hour.

Goal 2. Profitable behavior of employees for the company. In a number of European and practically all Asian countries, the method of successive small rewards is used. Put forward and implemented a useful proposal - get a small reward. In Anglo-Saxon countries, it is customary to celebrate distinguished employees publicly. In other countries, you can publicly reward only the entire team, but praising a particular employee is customary in a one-on-one conversation. In any case, awards are given only for results that required additional efforts from the person.

The type of promotion depends on the budget of the company. Here are some examples.

Interesting experience. The author of the best proposal for optimizing the process can be presented with a paid ticket to Las Vegas, where a Ferrari rented for two days will wait for him. For example, an American firm I once worked for rewarded salespeople who brought in more than $ 1 million a week for the company.

Publication in the media. A distinguished employee can write an article for a reputable publication (if the employer maintains a column in it), and it will be published along with the author's photo.

Cash bonus. When a project is launched, a team bonus ($ 25,000– $ 100,000) is often set, which must be paid if the implementation is successful. And in one company I know, they didn’t confine themselves to naming the amount, but posted photographs of wads of money in offices, corridors and meeting rooms. This approach works well for a short time - but only if used to motivate the newly formed team. It is inapplicable to a team that worked well.

Several years ago, in our company, a new Product, and in the course of preparing it, two programmers quit. I promised that I would share the salaries of those who left among the remaining specialists as a reward for working on the weekend. The project was completed on time, but the quality was low. Therefore, I did not act in this way again.

When things are going badly for a company, but employees need to not only keep on working, but perhaps agree to lower income, a personal example can be a good incentive. General Director... If he publicly announces that he is cutting salaries for himself (and by a greater percentage than for others), the team is more willing to tighten their belts. This is an effective way for small and medium-sized companies. In large ones, the mistrust of the leadership is so great that such a gesture will be simply ignored at best.

Goal 3. Team building

A team works more efficiently if its members trust each other and they do not need to choose their own victims to blame them for their shortcomings.

People are best united by common experiences and achievements. Therefore, in large companies, getting a really interesting project (one of the few that is certainly not a failure) is a great success for the team.

Many resort to special team building techniques, such as traveling together or building a corporate sports team. Note that in the West, additional complexity in personnel management is introduced by cultural and even linguistic differences between colleagues. To choose the right methods of motivation, you have to delve into the cultural characteristics of different peoples.

The world experience of motivation and stimulation of labor distinguishes three models - American, Japanese and Western European.

American model... In the United States and Canada, employee benefits are based on performance.

The flexible wage system in the United States is built in such a way that the fixed wage can only increase, while part of the earnings is made directly dependent on the results of the overall work. The main types of additional wages in the United States: management personnel bonuses; compensation payments upon retirement; special awards for managers not related to their success; bonuses depending on the amount of profit, with a constant value of the base salary; additional payments for professional development and work experience, sale of company shares to employees.

Stimulation of promising specialists is carried out through not only monetary remuneration, but also benefits and free services from social consumption funds. Large companies pay their employees bonuses for the holidays in the amount of 25-50% of the monthly salary, the 13th salary; make payments for the next vacations; provide vehicles for personal use with payment for gasoline; fully or partially compensate for the cost of housing; cover the cost of family vacations; establish flexible working hours. To stimulate talented specialists, a system of "two directions in a career" is used: either administrative and official growth, or work in the same quality with a gradual increase in salary to the level of remuneration of managers.

In American corporations, there are two main employee incentive programs - compensation (in the form of a permanent salary) and bonus payments. Reward bonuses and the right to income in the form of shares are used as additional incentives. Bonuses are not a fixed amount (unlike salary) and can vary significantly. They are considered as a reward accrued as a reward for services rendered to the company during the year.

Japanese model... Japanese corporations prioritize the loyalty of their employees to the companies. In Japan, every worker is convinced that he is an important and necessary person for his company and that its fate rests on his shoulders. Japanese corporations guarantee these employees a job and use a seniority-based compensation system. The longer a person works in a company, the higher his salary and position. It consists of a monthly salary and bonus payments twice a year. The amount of the bonus is determined by the employment contract, and Japanese workers treat the bonus as part of their wages. Large Japanese corporations provide employees with funded benefits.

The Japanese believe that a manager should be a specialist competent in matters resolved by any division of the company (when he undergoes advanced training, he chooses a new area of \u200b\u200bwork for development each time). At the heart of the personnel policy are systems of lifelong recruitment, personnel rotation, reputation, and on-the-job training, which form a powerful motivational environment that allows us to train highly qualified personnel and effectively realize their creative and intellectual potential. Labor motivation is promoted by a special type of material incentives, known as "life wages". Its meaning lies in the fact that not only labor is stimulated, but, first of all, the employee of the company. The level of remuneration is not determined by performance, but by the cost of living of the employee.

Western European model. For Western European companies, three models of labor stimulation are characteristic: non-premium (the functions of labor stimulation are performed by wages); bonus, including payments, the amount of which is related to the size of the income or profit of the enterprise; bonus, providing for payments, the amount of which is set taking into account individual results of work.

Bonus payment models are implemented by attracting employees to participate in profits (annual remuneration from the company's profit), in income (each employee is paid a remuneration, the amount of which is determined based on the results of an assessment of his performance of a production task and does not depend on the company's profit), in capital (in the form of shares at their par value).

In some industrial enterprises in Germany, contracts are concluded under which the employee undertakes to use his potential to the maximum, by setting certain performance indicators. Moreover, he has the right to dispose of his working time at his own discretion. As a result, labor motivation increases - a person not only fulfills the tasks assigned to him, but is also involved in the management of his activities.

In England, France and a number of other countries, the so-called flexible payment system has become widespread, based on the consideration of the individual qualities of an employee, his merits and work results using special rating scales for a number of factors.

The tendency to abandon not only individual piecework, but also from time wages is becoming more and more common. At the same time, the system of material incentives is guided by the actual qualifications of the employee, and not by the one indicated in the diploma. At the same time, the acquisition of new knowledge and professional development are encouraged. An employee's earnings do not depend on the work entrusted to him, but on the level of his skill, that is, the higher the qualification level, the higher the employee's earnings.