Social motivation of staff. C. Social motivation and rational behavior. The motive is

Economic motivation is, of course, not the only type of motivation. People may be motivated by a desire to win prestige, respect, friendship and other social and psychological goals. Although the phrase "socioeconomic status", which is often used in discussions about status, suggests a correlation between the economic and social status of an individual, the two differ significantly from each other. In the absence of any economic motivation to participate in the achievement of the group goal, the individual may develop some social motivation, and such a case should also be considered. If, for example, a small group of people interested in receiving a collective good turns out to be a group of friends or belongs to a social club, and one of them has shifted the burden of obtaining the good to others, then the group may lose sociallyby winning economically; and social losses in this case may exceed economic ones. Friends may use social pressure to influence individuals who avoid cooperative action, or they may be expelled from the community club for doing so; such steps can be quite effective, since in real life most people value friendship, social status, personal prestige, and self-respect.

The existence of this kind of social motivation for group action does not contradict or diminish the value of the analysis presented here, because social status and social recognition are individual, non-collective goods. Social sanctions and public awards are "selective motives"; that is, they are part of the kind of motivation that can be used to mobilize the latent group. The nature of social motives suggests that they affect different individuals in different ways: a rebellious individual can be expelled, and an individual participating in cooperation can be introduced into higher circles. Some researchers of the theory of organizations emphasize that social motivation should be considered in general as well as monetary motivation. In general, all types of motives should be viewed from the same position.

Usually social pressures and social motives operate in smaller groups, such that individuals face each other face to face. While an oligopolistic industry with a small handful of firms may experience a wave of resentment against the "cheater" who cuts prices to boost his own sales, this does not occur in an industry with free competition. Indeed, competitors admire and cite the example of a businessman who has managed to increase the sales of his products. Anyone who has studied farming communities and, for example, knows that the farmer on the most productive farm, selling the most and thus lowering the price, has the highest status. There are at least two reasons for this difference between large and small groups. First, in a large latent group, each individual is so small in relation to the whole group that his action will not have any effect on it; therefore, an attempt by one of the industry's competitors to siege or insult another for anti-group actions will be completely groundless, since the actions of the violator will not have a decisive impact on the industry. Secondly, in a large group, all people cannot know each other, that is, such a group cannot be a friendly group; therefore, there will be no social pressure on the individual if he refuses to donate to the group. Returning to the case of the farmer, we note that he may not know all the farmers selling this item; he will not feel that social group, within which his status is measured, is closely related to the group with which he shares an interest in the collective good. Accordingly, it cannot be said in advance that social motives will lead group members to achieve the collective good.

However, there is a situation in which social motives are likely to lead to concerted action by members of the latent group. This is the so-called case of a "federal" group - a group subdivided into several small groups, each of which has reasons to reunite with the others to create a federation representing the larger group as a whole. If a central (or federal) organization provides a service to a small group within a federation, it is likely that small groups use social motivation to get individuals from each of the small groups to contribute to the collective goals of the group as a whole. ... Thus, organizations using selective social motivations to mobilize the latent group must be federations of small groups. It is even more important to note that social motives play a significant role only in small groups; in large groups, they become-important only when that large group is a federation

Erotic and physiological motives, especially important in family groups and friendly companies, can be analyzed within the framework of this theory. On the other hand, such groups are best explored from the standpoint of a different kind of theory. For a more specific analysis of affective groups, see Verba (footnote 12), p. 6 and pp. 142-184.

small groups.

Groups small enough to qualify here as "privileged" and "intermediate" are doubly attractive because they have more than just economic motivationbut perhaps also social. This creates the necessary conditions for individuals of such groups to contribute to the achievement of general group goals. A latent group, on the other hand, always consists of so many individuals that each of them cannot know all the others, and thus cannot, except in the case of federated groups, use social motivation to induce individuals to act in the interests of the group. Obviously, there is enough reason for such skepticism about large groups; this can be illustrated by the history of industries with perfect competition in the United States. Thus, the apparent difference between large and small groups, in terms of the strength and the possibility of applying social pressure, further challenges the traditional theory of voluntary organizations.

Some critics may resent this statement; after all, in their opinion, even if social pressure in the latent group does not take place, then it does not necessarily follow from this the need for absolute selfishness and profit-maximizing behavior in order to achieve the collective good, because even in the absence of social pressure, people can act not in their own interests. But such a criticism of the latent group concept is untenable because it does not imply the obligatory selfish, profit-maximizing behavior that is commonly found in the marketplace. The concept of a large latent group proposed here turns out to be valid regardless of whether the behavior of individuals is selfish or unselfish, it is rational. Even if the individual in the group has to sacrifice his own interests, he will not contribute to the collective good if his contribution is not noticed by all. A farmer who puts his own interests in the background after the interests of other farmers does not necessarily reduce output to raise prices, since he will know that his action will not entail significant benefits to anyone. Such a "rational" farmer, no matter how unselfish he may be, will not make such a useless sacrifice, but will try to find a way out of his philanthropy in something really significant for someone. Altruistic behavior that hasn't had any significant effect is sometimes not even considered rewarding. A person who tried to cope with a flood, black water in a bucket, would be considered rather eccentric even by those whom he tried to help. Of course, it is possible to slightly lower the water level with the help of a bucket, to the same extent it is possible to lower the price level if one farmer cuts production, however, in both cases, the effect of such an action is completely insignificant. Individuals making such a sacrifice cannot even count on the reward due to them for such altruistic behavior.

It is not at all necessary to consider latent groups in terms of the selfish behavior of their individuals, although such behavior is quite consistent with such groups. The only imperative requirement for individuals in a large group or organization is their rationality; that is, their goals, selfish or unselfish, must be achieved by means that are effective in each case.

The company's social package includes both motivators that require company investment (benefits) and motivators that do not require such. Depending on the company, the distribution of certain social payments and benefits are made both targeted, depending on the labor contribution or the level of the position, and without address, regardless of the contribution and position.
A benefit system is one that requires investment from the company. It distinguishes motivators, which are distributed, as a rule, regardless of the labor contribution or grade of the position - group A and those dependent on them - group B.
"If positive energy comes from a person, then this is an absolute plus, and vice versa." A. Chub. ShchRAvlshnishch magazine * №1 / 2002. www.TOP-PERSONAL.ru

Additional incentives for personnel in companies

List of benefits provided in Russia to employees of foreign and Russian companies in 2001 (in% of the total number of companies participating in the survey)

List of benefits	Foreign company	/\u003e Russian company
Medical insurance for family members	31	29
Providing additional vacation pay	33	7
Life insurance	45	14
Family member life insurance	3	-
100% payment sick leave	48	14
Relocation / transfer compensation	54	4
Payment for use mobile phone	58	76
Payment for meals (lunches)	67	57
Training and career development opportunities	74	88
Medical insurance	80	57
Car provision	100	71
Provision of loans, loans	20	100
Discounts on company goods / services	26	43
Delivery to the office and home by company transport	9	-
Membership in sports and social clubs	28	18

Benefits and payments in the United States
Payment of benefits is an indirect form of remuneration that contributes to improving the quality of work and raising the standard of living of employees. In addition, the availability of benefits ensured
"One of these myths was and, unfortunately, remains the postulate that money is everything." A. Chub.

the growth of motivation and improvement of the moral climate in the team. Some types of benefits are guaranteed by law. They usually account for 25% of the total. The employer is obliged to ensure that these benefits are paid to their employees. Employee benefits are generally a cost to the organization that pays them. It is calculated that different kinds benefits (including those not guaranteed by law) make up approximately 40% of the total wages. The impact of benefits on employers' costs is sometimes so significant that often the costs associated with these payments are passed on to employees. Employee benefits are more expensive for employers in industrial sectors economy versus non-manufacturing industries. Macroeconomic conditions also have a significant impact on the amount of benefits paid to employees.
	BENEFITS GUARANTEED BY LEGISLATION
	Social insurance Social and Health Insurance are two government programs that are funded by workers and employers. This manualLike other types of insurance, it is paid from the corresponding tax deductions. The implementation of the social security program is controlled by the government. Social insurance is carried out both at the expense of the employer and at the expense of employees. The employer is obliged to contribute to social insurance the amounts equivalent to the contributions of his employees. Employees receive social security assistance in the event of retirement or disability. The main purpose of social insurance is to provide a minimum guaranteed income for workers in industrial and government agencies... Recently, the scope of the social insurance program has expanded significantly. Now social insurance includes payments for temporary disability due to work injuries, compensation to relatives of those killed at work, as well as other types of compensation. Since a significant portion of each worker's salary is withdrawn to pay these benefits, most people perceive them as taxes, not payments at all. The size of the amounts that the employer is obliged to pay to employees allows us to conclude that these are indeed payments. People who own their own businesses are obliged not only to pay the workers' wages, but also to allocate amounts that would be sufficient to care for the workers. Workers pay approximately 7.65% of their income to receive these benefits, 6.2% of the first $ 61,200 goes to social security and 1.45% to health insurance. Social insurance and health insurance provide four types of benefits to the employee. Retirement Benefit - Monthly payments to retirees from the date of retirement until death, usually equivalent to 1/3 of the income before retirement. Disability Benefit - People who are found to be completely incapacitated may receive Social Security benefits even before reaching retirement age... Survivor's benefit - payments to the family of a worker if he / she died. Health Insurance Benefit - After age 65 or two years after the incapacity for work, a retired worker may receive health insurance benefits.
	Unemployment insurance This is another type - insurance, payments for which are made to a person who has lost his job. To be eligible for payments under this type of insurance, a person must be dismissed from an organization covered by this program. Unemployment benefits are paid within 26 weeks from the date of termination. A prerequisite for the payment of benefits is the willingness of an unemployed person to enter the job offered to him at any time. The amount of unemployment benefits varies from state to state and is usually calculated based on the last wage of the unemployed. Employers are not required to pay unemployment benefits to those who were fired for being inadequate or voluntarily quit.
	disability compensation Under federal and state law, every employer is required to provide this type of insurance for their employees. This compensation is paid for the income lost by an employee due to work-related injuries and is a form of social insurance program.

86 “Another misconception is that
that an adult can be re-educated, changed. " A. Chub. Journal "ШШШЖТ №1 / 2002. Www.TOP-PERSONAL.ru

GUARANTEES THAT LEADING COMPANIES GUARANTEE THEIR EMPLOYEES
Compensation medical expenses
Employers pay great attention to this type of benefit, which is explained by the constant increase in medical costs. One way or another, but life forces employers to provide certain types of compensation for their employees for these types of expenses. The price of health insurance is currently growing, which is caused by: 1) the cyclical nature of demand for insurance services, 2) fluctuations in the total volume of medical expenses subject to compensation.
The above two factors contribute to the growth of compensation costs to values \u200b\u200bthat are often unacceptable for employers. An alternative option for the organization to avoid the increased costs of reimbursement is a “list of programs of varying cost”. The provision of this list of programs is a new trend. In this case, compensation for medical expenses is carried out as follows: the employer provides employees with a number of different programs, each of which has a certain cost for the employees who choose it. Accordingly, programs that provide more complete compensation for medical expenses are expensive, which forces employees to make a choice based on a certain amount of money limited by the employer or pay extra on their own. According to forecasts, in the future, such a method of insurance for medical expenses may become the most widespread, since its use allows the employer to shift some of the additional costs of reimbursing medical expenses onto the shoulders of his employees.
An increasing number of employers are abandoning programs offered by medical organizations in favor of programs provided by preferential service organizations. Medical organizations - in this context, these are organizations or individualsproviding a wide range of services for subscribers to the program. Services are provided on a prepayment basis.
Preferential service organizations are organizations that guarantee the employer a lower preferential cost medical services for his employees.
Pension plans
The provision of these benefits is at the discretion of each individual employer.
Typically, the guarantee of the above benefits is an incentive to increase employee motivation. As the baby boomer ages, retirement plans are becoming more important than other types of insurance. However, research shows that only 44% of small businesses have health insurance programs for their employees. According to surveys conducted, 85% of small businesses' management notes that the use of pension insurance programs increases employee motivation and dedication. These programs also help with the recruitment of new personnel. However, most small businesses do not provide such programs as they are too expensive. They often don't even study such programs. At the same time, a significant part of the costs of pension insurance can be carried out at the expense of employees. Some programs do not require any expenses from the employer at all.
Uncertain deferred payment plans
Trust management of money - "rabbi-trust" - is created by employers in order to withhold a certain part of the employee's salary until the moment when certain conditions of the agreement are not met; such performance gives the employee the right to receive money... The employer does not pay tax on the amounts sent as compensation to trusts, but the trusts are taxed at the time the money is paid to the employee. The employer pays taxes on the income earned by the trust, the trusts are the subject of the employer's creditors. The employee has no proprietary interest in the trust until the money is paid. A standing trust (long-term money management) is essentially similar to a “rabbi trust”, except that the employer pays tax on the money sent as compensation to the trust. This trust is not a subject of the attention of creditors; employees pay taxes on the income of the trust. Employees have property interests in this trust. Senior plan. This plan allows you to pay deferred compensation to a selected group of workers. It does not have to comply with property, stock, trust rules. You only need to fill out the registration form once. "Golden Parachute" is an agreement whereby the employer undertakes to pay the employee a certain amount as compensation for the entire period labor relations... This agreement will continue to operate even if the owners of the company change. Excess reserves plan. This plan is designed to provide benefits that exceed the limits specified for retirement benefit and benefit plans. Under this plan, a person can save additional funds, for example, when another plan allows 10% to be saved. This is useful if the employee can afford it, because such plans usually involve higher interest rates than bank plans. Supplementary retirement benefit plan. This plan was created in order to provide additional payments to retired, beyond those guaranteed by the state. It can be different depending on whether the employer or the employee contributes to it.
? is a company with a fuzzy direction: employees do not understand why the company exists, in which direction it is moving, what it is striving for. " G. Camp.

Plan 401 K
This plan contains some of the most used retirement insurance programs. Targeted payment plan. This is a cash “buyback” plan for pensions, which involves payments made annually on a specific schedule. Its goal is to provide workers with certain amounts after retirement. A cash “buyback” pension plan is a defined contribution plan that requires the employer to establish a fixed contribution for each active year (15% compensation). Contributions exceeding 25% are tax deductible. These plans may not provide benefits until retirement or until retirement age. Shared profit plan. This plan has certain contributions that can change from year to year. It allows workers to selectively reduce their wages in order to contribute more money to the retirement insurance plan. The maximum reduced wage is calculated based on the subsistence minimum. High-paid workers are limited in their ability to reduce wages as a percentage to more than the average percentage reduction in wages of lower-paid workers to two percent. Contributions over 15% of the payroll are not tax deductible. This plan can provide an employee with additional benefits prior to retirement; workers can receive money for schools and other expenses. However, this income is taxed. "Bonus Reserve" plan. This is a kind of profit sharing plan that requires the amounts to be contributed from funds and reserves of the employer. This plan is less popular than the previous ones. The reason is that if the funds of the company are not in perfect condition, then the workers will not be able to receive enough pension payments.
Compulsory social insurance in Russia
Regulated Federal law dated July 16, 1999 No. 165-FZ "On the basics of compulsory social insurance".

Social insurance risks	Insurance coverage
The need to obtain medical care	Payment of medical expensesgt; medical institution
Temporary disability	Temporary disability allowance
Employment injury and occupational disease	Employment injury and occupational disease benefit
Motherhood	Allowance for pregnancy and childbirth, for caring for a child until he reaches one and a half years, at the birth of a child
Disability	Disability pension
The onset of old age	Old age pension
Loss of breadwinner	Survivor's pension
Recognition as unemployed	Unemployment benefit
Death of the insured person or disabled members of his family	Social allowance for burial

Satisfaction with moral incentives

"People need to know what they are getting paid for." G. Camp. ChVtyazhm magazine №1 / 2002. www.TOP-PERSONAL.ru

Assessment of personnel performance in companies

Employee career planning

Making responsible decisions in companies

"The main motivation for employees is the ability to move up the career ladder." G. Camp. Journal №1 / 2002. www.TOP-PERSONAL.ru

Attitude towards employee initiative

Attitude towards criticism in companies

Mutual assistance in companies

Attitude towards a new employee

“The main thing is not to interfere with work good people". P. Ivanushko. Magazine Ch * 7RAVLI "ge No. 1/2002. Www.TOP-PERSONAL.ru

Team conflicts

Attitude towards colleagues

Benefit system of the company
Group A includes: catering for employees at the expense of the company; health insurance and medical care, dental boards; payment of sick leave, vacations, social insurance vouchers (in accordance with the Russian law on the date); payment of travel expenses for employees whose work is related to traveling; payment of uniform tickets or compensation for gasoline with your own car; provision of work clothes at workplaces; measures to improve work culture, modernize fixed assets, improve working conditions, aesthetics of the workplace, the quality of computer and office equipment, etc .; flexible work programs (flexible working day, week, year, flexible workplace); programs of sports, cultural, tourist events, banquets on the company's birthday, corporate New Year etc.; programs of career development, professional and qualification growth of personnel based on the principle of "equal chances" (training, mentoring, consulting); pension corporate programs.
« An important qualitywhich we strongly encourage in managers is the desire to act. " P. Ivanushko. Journal №1 / 2002. www.TOP-PERSONALru

Group B: programs of lending, subsidies, discounts, flexible social payments and benefits; provision of personal: office, mobile phone, car, secretary, security, etc .; study at the expense of the company (second higher education, MBA); sale of depreciated valuable equipment at discounted prices (computer, car, yacht); individual insurance programs for the employee and his family members; training related professions; options on the company's shares; programs to help workers who consume alcohol, carriers of the AIDS virus, become disabled or acquire an occupational disease at work, veterans; Success Participation Programs; for top managers a system of three to five-year contracts with the payment of significant bonuses at the end of the term ("Alfa-Bank").
Intangible motivators that do not require investment by the company, but have a huge impact on the social and psychological climate in the team: recognition of the employee's merits in the form of praise, gratitude, announced publicly; congratulations on significant dates - anniversaries, birthdays, wedding days, birth of a child, retirement, etc. Corporate events and parties contribute to team cohesion and strengthening organizational culture; organization of a solemn procedure for getting to know the company and employees of the newly hired employee; showcase of successes - showcase of honor, on which the results of work and the names of the best workers are posted; assignment of internal knowledge: "The best company manager", "The best seller", "The best boss", "The best in the profession."
Effective form of use social package the company has a “social cafeteria #” system, in which the employee chooses (within certain limits) the set of programs that is most relevant to him at the moment, that is, motivates him to the greatest extent. This system was first proposed by Professor Rainer Marr from the University of Munich. He called this system the "cafeteria system" and proposed the following set of motivators for the system. Cash payment (monthly / annually). Reward by providing free time: type \u003d "disc"\u003e early retirement; extended vacation / long-term vacation; shortened duration working week; shortened working year. Insurance services: in case of illness / disability; life insurance. Higher retirement benefits. Services in real form: factory apartments; houses;
"The human factor and a certain amount of randomness can play a cruel joke even with the most experienced recruiter." M. Krainova.
sports opportunities; company car (including leasing). Profit sharing. Participation in property. Concessional loans to employees.
Situation for discussion
Edwards Deming is an American scientist who started his career as an extra and has become one of the three most influential business philosophers of the past 100 years, along with Frederick Taylor and Peter Drucker. In the postwar years, his ideas were successfully applied in practice by Japanese industrialists; in honor of him, Japan established the annual Deming Prize. Central to his philosophy is the theory of motivation. Deming believed that motivation and a sense of ownership of the organization plays a key role in ensuring sustainable high Quality production and service, and for their formation managers need to deal with the fear arising in the workplace. This approach contradicted the ideas of G. Ford, who argued that people work for two reasons - for a salary and for fear of losing their job. Deming formulated his management theory in the form of 14 principles, a number of which directly relate to motivation. Eliminate your dependency on inspection by eliminating bulk inspections as a way to achieve quality. Implement leadership. The purpose of the manual should be to help people get the job done and troubleshoot problems. Remove fear from people: All employees must work effectively out of the desire to ensure the company's success. Discard slogans, admonitions, and calls for zero marriage and high productivity. Such calls have no effective force, since low quality and non-fulfillment of plans are caused by the existing outdated system of the organization and do not depend on the final executor. Eliminate the factor that robs employees of pride in craftsmanship by abolishing the system of annual qualifications and ratings. Remove barriers between departments. Employees must work as a team to realize the idea of \u200b\u200btotal quality.
Control tasks
How do these principles apply to modern russian companies? Do you agree with all the principles?

Motivation is one of the main functions of people management. The means external to the "working person", which in one way or another stimulate him in the labor process, are called incentives. Any stimulus is perceived in a certain way by a specific person, "passes through his consciousness" and may or may not prompt him to activity. Internal motivators are defined as motives. The process of applying a system of incentives and, accordingly, the emergence of motives that induce a person to achieve personal or group (collective) goals, tasks is stimulation. IN modern science and management practice is more often used the concept of "motivation", since it is necessary to take into account the individual and group (collective) needs of people.

In management science, theories of motivation are divided into two types - substantive and procedural.

The hierarchical model of motivation was created by an American psychologist (1906-1970). In accordance with this model, the higher ones can direct the behavior of a person to the extent that his lower needs are satisfied ("Motivation and Personality", 1984).

Leaders are forced to reckon with workers, "catching" their motives and anti-motives. Anti-motives are of considerable interest primarily from a practical point of view, since knowing them, it is possible to determine which needs of the "working person" are not satisfied or are satisfied to an insignificant extent. In essence, the "improvement of motivation" of labor comes down to the following: identifying motives and anti-motives; development of measures aimed at reducing the "role" and the number of anti-motives, practical implementation of measures to help overcome anti-motives, anti-motivation.

IN scientific research, in practice, the methodology of identifying both individual and generalized (average) motives is used, using which they study the motivation of the head of a particular level of the social protection (assistance) system, a specialist in social work, a “field” social worker.

Material motivation... Motives: stable wages and timeliness of their payment; pay monthly premium at the rate of 100%; payment of an allowance monthly for work experience; payment of material assistance in the amount of two salaries for leave and based on the results of work for the year; free travel on public transport; stability of the workplace. Anti-motives: low salary; remuneration does not take into account personal labor input and competence; no additional payment is made for the performance of functions that are not characteristic of the position held; there are no material incentives to raise the level of education.

Organizational motivation... Motives: it is convenient to get to the place of work; the proximity of home to the place of work allows more fully to fulfill the function of motherhood. Anti-motives: bad job urban transport; severe sanctions for the slightest violation labor discipline; the need to do work outside the circle job duties; incorrect organization of work, which does not allow meeting the standards for the reception of the population; lack of normal provision of the workplace with stationery.

Social motivation ... Motives: sufficiently large social significance of the work performed; I often feel satisfaction from the work I do; possibility of getting a second higher education; provision of additional 12-day leave for total work experience over 15 years; good relationships with individual team members. Anti-motives: not very favorable socio-psychological climate in the team; undemocratic, incorrectness of the superior leader; rare use of collegial decision-making; lack of incentives to improve their qualifications; impossibility of promotion; conflicts with a superior leader.

Information motivation... Motives: availability of necessary information; the ability to provide the necessary information to people who have a corresponding need for it. Anti-motives: search required documents using personal connections; lack of various literature on the theory and practice of social work with different groups of the population; poor use computer technology in daily work.

To always achieve excellent results in production, the leader needs to be able to manage the behavior of subordinates. In each specific current production situation, the manager must be sure that his orders will be the correct reaction of the work collective. And for this, along with a clear understanding production process the leader must have an idea of \u200b\u200bwhat drives the people working for him and why they behave this way and not otherwise in a particular situation.

“The work of a manager is also the ability to properly motivate staff. A motive is a kind of stimulus for a person, prompting him to concrete action... It is exactly how a person reacts to these stimuli and forms his behavior model. This means that they also influence the social role of a person in a team and in society as a whole. ”Bychkova A.V. Personnel management: Textbook. allowance. - Penza: Publishing house of Penz. state University, 2008.- S.- 111 ..

“Understanding the motives of a person, the leader can select the necessary social and psychological stimuli for the necessary organization of human activities” Durakova OA Personnel management theory: Textbook. Method. / I.B. Durakova, O.A. Rodin, S.M. Taltynov, - 2010.- S.- 322 ..

Motivation is a person's interest, the reason for his desires and aspirations. “In the case of the labor collective, a similar definition of this term is given. Motivation is a process of motivation and stimulation of a person or a group of people to activity, to activity and to initiative ”Shibalkin Yu.A. HR basics: Tutorial for distance learning students. - M .: MGIU, Ed. Polytech. dep. VSU, 2010.-S.- 260 ..

Motivation is essential to get the job done effectively.

“The primary motive for action is need. That is, a person realizes the absence of something, and this causes him to have an inner urge to various forms of activity. Effective management is possible only with full awareness of the needs and interests of subordinates. If needs are capable of causing a person to strive for their satisfaction, then the boss should be able to create situations that allow his servants to feel that they can satisfy their needs with the kind of behavior that is necessary for the head of the enterprise ”Bychkova A.V. Personnel management: Textbook. allowance. - Penza: Publishing house of Penz. state University, 2008.- S.- 112 ..

It is necessary to create a whole system of motivation and incentives for employees, realizing that it is created for employees to want to work for a long time and fruitfully in this organization. When creating a model for effectively motivating subordinates, the head must:

• 1. Choose the basic model of the motivation process: need - goal - action and influence of experience and expectations.
• 2. Identify factors that can affect motivation.

The main idea of \u200b\u200bmotivation is a reward that is able to satisfy the needs of a person to consider himself a necessary and valuable member of the team. The reward is internal and external. Internal reward includes a sense of the importance of a person in the work done, his need and, as a result, the achievement of a result. Also, the feeling of friendship and communication that arises between employees in the process of work can be attributed to internal rewards. In order to competently provide internal remuneration, appropriate working conditions and an accurate statement of the task are created.

External remuneration must be provided by the organization. These include salary, promotion, additional incentives.

“There are three main subsystems for motivating the effectiveness of personnel:

• 1. Wage and material reward.
• 2. Human relationships.
• 3. Increase of status characteristics and a measure of responsibility ”Nikiforov GS. Psychology of Management: Textbook for Universities / Ed. G.S. Nikiforov. - 2nd ed., Add. and revised - SPb .: Peter, 2009 .-- S. - 639 ..

But there is no perfect recipe, and a leader's literacy lies in the ability to combine all variants of this system in different proportions.

In our time, society has changed a lot, the education and well-being of citizens has increased, and this leads to the fact that non-material incentives lead to faster results than material ones. To carry out non-material incentives for personnel at the enterprise, the manager must also be a good psychologist. The effectiveness of the use of non-financial incentives depends on the individual approach to each employee. “Let's consider the elements of moral and psychological ways to motivate employees.

• 1. It is necessary to create conditions under which people begin to feel their professional suitability, the knowledge that they can do the assigned work more correctly and better than others.
• 2. Provide "presence of a call", give each employee at his workplace the opportunity to express himself, to show what he is capable of in a professional sense.
• 3. Express universal recognition both personally and publicly "in the presence of the whole team."
• 4. Formulating tasks, the leader should leave for subordinates the right to self-expression, for their moral and psychological stimulation and achievement of high goals in work.
• 5. In working with employees, it is necessary to provide everyone with equal opportunities, regardless of their position, contribution or personal merit to the company.
• 6. Actively promote an atmosphere of mutual respect, trust, tolerance for mistakes and failures of other employees. " Vesnin V.R. Management: textbook. - 3rd ed., Rev. and add. - M .: TK Welby, Publishing house Prospect, 2011.- S.-504 ..

It should be noted that it is necessary to stimulate not only a specific employee, but also the entire team, and for this it is necessary that any encouragement is perceived by everyone as fair.

There are many methods of personnel motivation, with the correct selection of which, by increasing the dedication of employees, it will be able to get more profit and significantly improve the atmosphere in the team. The main thing is that the management of the organization clearly understands the tasks that arise before it and adheres to the sequence in their actions aimed at correcting the situation.

SOCIAL MOTIVE - a conscious, which is a property of a person, an incentive to activity, arising from the highest form of reflection of needs (their awareness). M.S. arises on the basis of the highest, conditioned by the development of production, the needs of the individual as a product of historical. development. Wide social societies are the basis of motives. relations that act as their system-forming factor. M.S. have a class nature, in them the needs of society, nation, class, collective, individual are "transformed". On the basis of one need, their combination usually arises. One and the same can meet different needs. In addition to simple ones, there are complex (collective) MS, for example, interests. Interest in a profession is often the result of motives such as its societies. significance, prestige, prospects for professional growth, salary, etc. MS "fulfills the functions: motivating (expressing aspiration for activity), directing (expressing the definiteness of aspiration), regulating (associated with the dominance of certain motives in the regulation of behavior). exist as a potential (formed before the start of an activity, behavior or persisting after their completion) and as a really acting (manifested in the process of activity and behavior) .It is always one-mode, that is, it acts only in a positive meaning. the needs of the individual are stimuli as a kind of additional links between the need and the motive in the form of an established material or moral encouragement. To influence the activity, the stimulus must be "realized" or "appropriated" by the individual. MS are not reducible to other psychological phenomena, entities (needs, attitudes, emotions, goals, feelings), did not identify we are with them. The main characteristics of M. with. there is strength (as an irresistible striving) and stability (duration of existence and manifestation in various. types of activity and behavior). Knowledge of M.S. is essential for the formation of personality and increasing the efficiency of activities Lit .: Yakobson P.M. Psychological problems of human behavior motivation. M., 1969; Leontiev A.N. Needs, motives and emotions. M., 1971; Aseev V.G. Motivation of behavior and personality formation. M., 1976; Kovalev V.I. Motives of behavior and activity. M., 1988; Madsen K.V. Modern theories of motivation. Copenhagen, 1974. V.I. Kovalev

Russian Sociological Encyclopedia. - M .: NORMA-INFRA-M... G.V. Osipov. 1999.

See what "SOCIAL MOTIV" is in other dictionaries:

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Books

• Inexhaustible Chalice, Ivan Sergeevich Shmelev. The Inexhaustible Chalice is a story about spiritual joy, about overcoming sin with light. External, social motive of Russian serf talent in the spirit of the Levsha and the Dumb Artist N. S. Leskova ...