External factors of motivation for innovation. Motives and tools for innovation. Special benefits and perks
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INTRODUCTION
3.2 Ways to motivate innovation at the state and regional levels
CONCLUSION
LIST LISTRATURES
INTRODUCTION
One of the priority goals of most countries in the world is to ensure long-term economic growth. Economic growth is accompanied by an increase in production efficiency, a reduction in unemployment, price stability and an expansion of foreign economic relations and other positive economic and social processes. These goals of economic growth can be achieved by using the achievements of scientific and technological innovations, called innovations, in all spheres of economic activity. Despite the fact that Russia still retains its innovative potential, the focus of this potential on the implementation of scientific achievements in production and other fields of activity is extremely small. In the Russian industry in the 90s, innovation activity sharply decreased. The share of enterprises and organizations engaged in the development and use of innovations has decreased. Thus, the activation of innovative activity in Russia is the most important prerequisite for the use of scientific and technical potential, the growth of the competitiveness of industrial products, an exit from the economic crisis, and an increase in the standard of living of the population. The development of innovative processes in Russia is influenced by various groups of factors: economic, technological, political, legal, socio-psychological and organizational and managerial.
The relevance of the topic of the course work, first of all, to show how motivation affects the development of innovations in the enterprise, which are the main prerequisites for creating competitive advantages in the market. Moreover, the faster the innovation process is carried out, the greater the likelihood of successful activity.
The purpose of this course work is to disclose the concept of "motivation of innovative activity", to identify the problems of its use and ways to solve these problems. To achieve this goal, you must complete the following tasks:
1. to determine the theoretical aspects of motivation for innovation;
2. to consider motivation as a way of developing innovative activity on the example of SGB Bank;
3. consider the motivation for innovation in Russia;
4. to identify the problems of development of motivation for innovative activity in Russia;
5. to develop measures for solving the problems of developing motivation for innovative activity in Russia.
In the introduction, the relevance of the chosen topic of the course work is argued, the goal and tasks that were solved in the course of its writing are stated. The first chapter examines the types and forms of motivation for innovation. In the second chapter, the motivation for innovative activity was considered as a process and analyzed using the example of SGB Bank. The third chapter outlines the main problems of motivating innovation in Russia and proposed measures to solve them. In conclusion, the main results of this course work are presented.
Chapter I. Theoretical aspects of motivation for innovation
1.1 Forms of motivation for innovation
In the literature on innovation management, the subjects involved in the innovation process are grouped into the category of innovators (or innovators). This category includes almost all persons related to innovation Zavlin P.N. Fundamentals of innovative management: Theory and practice: Textbook for universities / L.S. Baryutin, A.V. Valdaitsev. and etc.; Edited by P.N. Zavlin et al. - M .: Economics, 2009.S. 475 .:
1. scientists-researchers who provide theoretical development and substantiation of the problem;
2. practitioners (for example, engineering and technical personnel), bringing it to practical, material embodiment;
3. workers of the main and auxiliary industries participating in the development and release of a new product and putting forward proposals for improving it itself or technology, that is, offering secondary improving innovations;
4. All managers, from leaders of individual project teams to representatives of senior management, who are responsible for the results of the implementation of the innovation strategy.
ь the presence of high qualifications and non-standard creative thinking;
- striving for self-learning in the process of one's own activities and using the experience of others;
ь active and productive participation in the innovation process;
ь readiness for justified risk;
the ability to find and implement non-standard solutions to various problems (technical, managerial, organizational, etc.);
ь the presence of a high internal culture and communication skills.
The specific forms and means of motivating these groups of workers differ depending on the nature and characteristics of their work, as well as on the content and results of the stage of the innovation process in which they participate.
The main task of management in the field of motivation for innovative activity in world practice is the creation and development of new effective methods and means of stimulation. Therefore, the focus is on those that can really enhance the participation of workers in innovation, orienting them towards the final results of the innovation process.
The applied forms and methods of stimulating the innovative activity of workers can be divided into the following groups Trukhanovich L. V. Personnel of the enterprise. 300 samples of job descriptions. - M .: "Business and Service", 2009. S. 139. :
· Measures of material remuneration;
· Measures of moral encouragement;
· Organizational measures.
As the practice of leading manufacturers of industrialized countries shows, the most important lever in ensuring the efficiency of the innovation process is payments to innovators for submitting and implementing new ideas, bonuses and additional bonuses to managers for the successful implementation of innovations, special titles and titles with wage differentiation.
Despite the fact that one of the main trends in modern innovative management is attracting as many employees as possible to participate in the innovation process, the manager is undoubtedly the key figure in this process.
The forms and methods of material remuneration for managers depend on the nature and results of the tasks they solve.
The material remuneration of managers working in specialized innovation divisions for the creation of new products is paid in accordance with the overall end results of the entire division in the form of bonuses and various additional payments. Bonus amounts vary depending on the manager's status.
The so-called deferred bonuses are widely used in practice, when high bonuses are set for the creation of new products for managers who participated in the innovation process, but their actual payment is postponed for a certain period, for example, for one or two years.
After the expiration of the period, the pre-established amount of the premium is adjusted by a coefficient from 0 to 1.4, depending on the results of the commercialization of innovations within a specified period of time, on the “behavior” of the new product on the market and its assessment by the consumer.
When calculating the amount of additional payments for new products, it is important to take into account the opinions and recommendations of their direct consumers, which is a kind of justification for including such payments in the bonus amounts.
This approach is quite effective not only in determining the amount of remuneration for the entire set of innovators, but, in particular, for senior management.
A fairly common option for motivating managers' innovative activity is the creation of special bonus funds. They are formed depending on the amount of profit received by an independent division as a result of the implementation of the innovation and the costs of its creation. If the organization is a part of a larger association, society, corporation, then the bonus fund can be formed depending on the part of the profit attributable to its share in the total profit. As a result of using this form, managers receive a larger cumulative payment at a time (for example, over five years) compared to the current cumulative bonus funds paid out of the traditional stable production process.
An important factor in motivating the active participation of managers in innovative activities is a change in the status of a unit in the organizational structure of a company and, accordingly, an increase in its role in the innovative development of the latter. As a result, the sizes of tariff rates, official salaries, and bonuses are being adjusted.
In practice, the largest and most innovative manufacturers use the principle of a direct relationship between the career development of workers and the size of wages, on the one hand, and the results of the creation and commercialization of new products, on the other.
With a change in the status of a unit or when a manager is transferred to a specialized venture unit, the level of risk and uncertainty in his work increases significantly. Therefore, in foreign practice, examples are not uncommon when in innovative structures new for a particular manager, work is guaranteed that corresponds to the status and level of remuneration of his previous position, in the event of a major failure of the unit as a whole, after which it can be transformed or liquidated, or the failure of a separate project to which the manager was involved. In addition, additional compensation payments can be made to increase the interest of managers in projects with a high degree of risk.
In modern conditions, an important problem of increasing the activity of personnel is the search for effective means of stimulating employees who are directly involved in the innovation process. As options for its solution, long-term and one-time forms of material incentives are used for the general end results of the implementation of innovative projects and for the advancement of individual rationalization proposals for improving the technical, economic and other qualitative characteristics of a new product, invention, etc.
The fundamental point that determines the effectiveness of various incentive systems is the presence in the organization of a clear, well-established procedure for proposing and evaluating proposals and the subsequent remuneration of their authors. According to the Japanese economist Hiroshima Yasuhisa, it is especially important to do the following: G.V. Kulikov. Japanese management and international competitiveness theory. - M .: Economics, 2010, p. 188. :
1. Establish a procedure for submitting proposals throughout the organization - just calling employees to work is not enough, you need to give them a detailed explanation of the content of the procedure for proposing proposals and how they are presented;
2. increase the number of proposals put forward - it is necessary to apply such measures so that any employee can put forward proposals;
3. to announce the results of accepting proposals, to speed up the terms of consideration of proposals and to communicate the results of the assessment - a long period of consideration reduces the interest of employees;
4. Determine the procedure for remuneration - along with material incentives, moral incentives are also needed - letters and certificates, patents and announcements in intra-company bulletins, public awards, contests;
5. stimulate the advancement of group proposals; constantly argue in favor of making proposals (for example, in the form of lectures, conversations).
In practice, to stimulate the work of direct participants in the innovation process, bonus standards can be applied (payment of a certain percentage of the total amount of profit received from the introduction of an invention or other proposal); special bonus funds (funds derived from the profit from a new type of product, in which innovators participated). A significant role in ensuring the effectiveness of innovation management is played by an innovative approach to assessing the performance of marketing staff, on whom the commercial success of an innovation in the market directly depends.
The means of increasing the interest of this category of workers are special motivation programs, which reflect the procedures and schemes for making compensation payments for the implemented innovation. If a new product is not implemented for various reasons, then these workers do not receive any payments. On the other hand, if successful, marketing employees are rewarded at very high rates. In accordance with the provisions of incentive programs, they can receive the due part of the remuneration in the form of bonuses, blocks of shares, etc.
The peculiarity of incentive programs is the periodic (at least once every three months) adjustment of the rates of compensation payments for new products envisaged for implementation in a given period.
In close relationship with the methods of material incentives are various means of psychological influence and moral encouragement of personnel. Egorshin AP Personnel management. - 2nd ed. - N. Novgorod: NIMB, 2008, pp. 624 .. They are important for assessing both the individual work of an employee and a group of innovators working, for example, on the implementation of a specific innovative project. Among them are:
ь methods of rationalizing the composition of research groups (selection of personnel);
l means of activation of joint intellectual and research work, group creative generation of ideas.
Comparative evaluations of the performance of individual innovators or research groups, usually carried out in an open form, are also effective means of moral and psychological influence; the use of various symbols (medals, honorary insignia, etc.), as well as various forms of exchange of information, work experience (symposia, seminars, conferences, "round tables", etc.).
Many companies have proven schemes and mechanisms for moral reward for leading innovators, the most active participants in the innovation process, and recognition of the results of their activities. Thus, a survey of 150 scientific, technical and innovative projects in a number of corporations revealed the following popular forms:
1. Presentation of opportunities for publishing the results of the work carried out by the “best scientist of the month (quarter)”;
2. the right to represent the company at scientific seminars, conferences, etc .;
3. attraction for internship and advanced training.
The organizational basis for motivating the innovative activity of personnel is the measures to improve the organization of their work, mode and working conditions. If necessary, innovators can be granted additional rights in their area of \u200b\u200bcompetence, and additional financial resources can be allocated to solve emerging problems. To increase the labor efficiency of the participants in the innovation process, the forms of their interaction are improved in accordance with the specifics of the functions performed, methods of managing formal and informal communications are applied.
Thus, we can conclude that the main goal of forms and means of an organizational nature is to eliminate, within the possible limits, formal restrictions in the activities of innovators in a more efficient productive organization of labor and working time.
1.2 Types of motivation for innovation and their significance
motivation innovation management
Motivation for innovation activity Valdaitsev S. V. Assessment of business and innovation - M .: "Filin", 2010 - 138 p. - the category is multifaceted, its positive effect is manifested to the maximum extent only when it is considered in combination with other, no less important factors - labor incentives, pricing, planning, management, self-sufficiency of business entities in decision-making on any issues.
In the system of socio-psychological functions of innovative management, motivation performs an important task of stimulating employees to perform qualitatively delegated tasks within the limits of their powers. Delegation establishes administrative relations between the participants in the innovation process. Motivation complements them with psychological aspects, creating incentives or obstacles for the productive work of a team or an individual employee.
It is known that a positive or negative attitude of an employee to work affects the nature of the results of his work. In innovations, the personified nature of the developers' work naturally enhances the importance of psychological factors in management. When organizing innovative activities, a manager, in addition to administrative decisions, must create conditions that encourage all participants to productive cooperation and achieve the highest results. Lack of incentives for joint activities or insufficient attention to work motivation can destroy the most modern and promising organizational structures.
Motivation as a function of management means the process of stimulating all participants in innovation activity, aimed at achieving the established goals of innovation development. Individual or collective motives of participants in innovative activities in modern conditions are quite complex and are not limited to material interests. Simple pragmatic solutions in the field of motivation for innovative activities today cannot give the expected results. The manager needs to take into account the latest theoretical developments that reflect the nature of motivation in general and creative activity in particular. The specific solution to the problems of motivation in innovation management depends on the adopted concept of its construction at the enterprise, the behavior models of innovation participants in the labor process, forms of labor stimulation and a number of other factors.
A schematic diagram of the classification of types of motivation for innovative activity is shown in Table 1.1. In theory and practice, it is customary to distinguish between two fundamental concepts of motivation: substantive and procedural.
Types of motivation for innovation activity Korobeynikov OP Integration of strategic and innovation management // Management in Russia and abroad. 2010. No. 4. P.25.
Substantial concepts of motivation Fatkhutdinov R.A. Innovation management. - SPb .: Peter, 2010, p. 162., the foundations of which were developed in the works of Abraham Maslow, David McClelland, Frederick Herzberg, proceed from the classification of needs that induce people to motivate behavior, associated primarily with the volume and content of work. In accordance with the theory of Abraham Maslow, human needs can be represented in the form of a strict hierarchical structure in which primary needs (physiological and needs for safety and security) require priority satisfaction, and secondary needs (social, respect and self-expression) acquire a motivational character only as they are satisfied lower-level needs. Meaningful concepts of motivation are based on the fact that needs and related factors determine people's behavior and their attitude to work. The complexity of the implementation of the meaningful concept of motivation in innovation management is associated primarily with the specific nature of work in the innovation sphere. The interdependence of the work of various performers and teams, the importance of information communications of specialists, the personified nature of workers' work and their high intellectual level require taking into account, in addition to direct needs, a large number of subjective factors.
The procedural concepts of motivation, reflected in the works of Victor Vroom, Lyman Porter, Edward Lawler, Richard A. Henderson and others, are based on the fact that the behavior of a person is determined not only by needs, but also by the perception of the situation and expectations associated with the possible consequences of the chosen type of behavior ... Modern procedural concepts to a greater extent correspond to the specifics of the innovation sphere and use motivational mechanisms that stimulate the achievement of goals and receive satisfying rewards. In accordance with the procedural concept of motivation, people evaluate the same remuneration for equal work in different ways and purely individually, depending on their individual needs and the expected value of the remuneration. In domestic practice, the most widespread methods are motivation methods based on the differentiation of methods of influencing the personality and methods of meeting the needs of workers. The motivation system should provide each participant with the opportunity to independently choose the methods of reward in accordance with his individual scale of values. At the same time, classical material incentives in the form of wages and incentive payments narrow their impact on the developer, giving way to the expectation of remuneration from the work itself, its results and the process. Depending on the method of remuneration, there are material, labor and status motivation systems.
Material motivation Utkin E. A. Firm management. - M .: "Akalis", 2009. S. 616. based on employee remuneration through the remuneration system. Labor - focused on achieving high labor results (quality of work performance, its quantity, personal contribution, etc.). The status approach emphasizes the employee's orientation towards improving his job or qualification status (promotion, obtaining a degree, title, etc.).
Motivation, size and form of remuneration are directly related to the assessment of labor results of its results. An innovation manager, like a performer, always deals with two types of assessments on which remuneration depends: internal and external. Internal assessments come from the subject himself as his self-assessment. In this case, remuneration is provided by the work itself, its content, conditions of performance, the individual role of the subject in collective work. Internal assessments and the related remuneration of an employee in the innovation sphere largely depend on the manager's efforts to create the appropriate operating conditions, the image of the organization, and the form of division of labor during innovation. External evaluations in innovations are carried out by the manager, the remuneration for them is manifested for the employee in the form of wages, additional bonuses and social services, promotion and various distinctions and incentives.
In general, we can say that when building a system of motivation for innovative activities, it is important to ensure the compliance of external and internal assessments and rewards as a condition for harmonious and productive work of employees. To do this, it is necessary to constantly improve the forms and types of motivation, so that in order to stimulate employees, managers for the development of innovative activities also need to constantly create and develop newer and more effective personnel motivation systems.
Chapter II. Motivation as a way to develop innovative activities
2.1 The process of motivation in innovation
Motivation on the part of management is a constantly repeated process that contains three main stages: the choice and characteristics of the object of motivation, the construction of alternative options for motivation and the adoption of a motivational decision. The content of the motivation process is schematically presented in Table 2.1.
The process of motivation in innovation management Egorshin AP Human resource management. - 2nd ed. - N. Novgorod: NIMB, 2008, p. 370.
The characteristic of the object of motivation should reveal the essential aspects of the motivational mechanism associated with the definition of the value system for it. At the same time, it is necessary to highlight two aspects of activity: the individual, personal motives of the employee's work and the conditions of his work provided during the innovation. Labor aspects should reflect the nature of the assigned tasks, the subordination of the employee, the mode and spatial conditions of work. If contradictions are detected in the labor and personal aspects of the employee's activities, measures should be taken to combine them. Otherwise, in the future, it will not be possible to create a harmonious mechanism of motivation.
The formation of alternatives to labor motivation involves the identification of alternative solutions in three elements: the general concept of motivation (substantive, procedural or mixed), the composition of the criteria for external and internal assessment of the results of the object's activity and the ways of its reward. For each of the elements, management can outline several possible solutions in accordance with the identified specifics of the object of motivation. The set of particular decisions on the elements of motivation creates a matrix of feasible decisions.
Evaluation of the outlined options can be carried out only on the basis of experimental verification in the course of innovation.
A quantitative assessment of the effectiveness of the adopted system of motivation in innovative structures is manifested in the qualitative and quantitative final indicators, in the movement of personnel, in the growth of scientific and technical potential.
2.2 Analysis of motivation for innovative activity on the example of SGB Bank
Previously, the motivation for innovative activity was considered only in theory, now it is necessary to consider the application of these types and forms of motivation in practice. In order to visually see the effect of staff motivation, we will assess the personnel policy in a specific institution, SGB Bank of the Yubileiny settlement.
In order to give an economic description of the SGB Bank, let us consider some indicators of the bank's performance over several periods (Table 2.2).
Table 2.2
Key performance indicators of SGB Bank
|
Indicators, thousand rubles |
Absolute deviation (+/-) |
Growth rate % |
||||
|
Net assets |
||||||
|
incl. loan portfolio (without interbank credit) |
||||||
|
Involved funds |
||||||
|
incl. funds of individuals |
||||||
|
Share capital |
||||||
|
Own funds |
||||||
|
Net profit |
According to the results of the period under review (2010-2012), the bank received a net profit in the amount of 103 407 thousand rubles, while the amount of income amounted to 115 127 thousand rubles, expenses - 11 720 thousand rubles. Positive dynamics is observed in the following indicators:
1. net assets increased by 16,245,851 rubles;
2. the share of individuals' funds in attracted funds increased by 23% over the given period.
The organizational structure of SGB Bank is hierarchical:
1. Manager;
2. Chief accountant;
3. Senior Clerk;
4. Clerk;
5. Leading economist;
6. Senior clerk for individuals;
7. Operator for individuals;
8. Cashier.
Thus, we see that this is a small office and the staff is very small.
SGB \u200b\u200bBank provides a wide range of standardized and high-tech banking services and products to clients.
Thus, the following conclusions can be drawn:
1. SGB Bank contributes to the development of economic and social infrastructure in the territory of its presence. By creating and optimizing an extensive network of divisions, the bank systematically expands the geography of its business in accordance with the interests of its customers and shareholders;
2. SGB Bank provides its clients with equal opportunities for effective management of their funds and equally comfortable service conditions, carefully examines the needs and capabilities of each client, regardless of his status and location;
3. SGB Bank operates according to the rules of a civilized market, which builds its relationships with clients and partners on the basis of legal and ethical business standards, in accordance with professional standards of activity. One of his most valuable assets is an impeccable business reputation;
4. SGB Bank works in a dialogue mode with its employees and ensures a high level of their professionalism. The relationship between the bank and its employees is characterized by respect, trust and focus on common corporate values.
A study carried out among employees of SGB Bank showed that the material form has the greatest weight among the forms of motivation: salary (4.25 points on a five-point scale) and an individual bonus (3.82 points), and then various types of bonuses follow; medical insurance, the possibility of obtaining loans and material assistance (Table 2.3).
Table 2.3
Assessment of motivation factors according to sociological research. Compiled by the author on the basis of a sociological survey.
|
Score on a 5-point scale |
||
|
Individual allowance |
||
|
Awards based on the results of the work of the department, company |
||
|
% of sales |
||
|
Health insurance |
||
|
Quarterly |
||
|
Training |
||
|
Material help |
||
|
Paid lunches |
||
|
Payment for temporary incapacity for work |
||
|
Maternity allowance |
||
|
Childcare allowance up to 1.5 years |
||
|
Car |
||
|
Mobile phones |
The following motivational forms are noted as quite important:
1) a good moral climate in the team;
2) career;
3) good working conditions;
4) payment for vouchers;
5) social vacations.
Attracting personnel, as well as training and improving their qualifications, are only part of personnel development (Fig. 2.1).
Figure: 2.1. SGB \u200b\u200bBank personnel development scheme
The following are named as the determining reasons in situations of unfair (criminal) attitude of personnel to the property and finances of the firm (Table 2.4).
Table 2.4
The reasons for the unfair (criminal) attitude of the staff to the property and finances of the bank. Compiled by the author based on the data of a sociological study.
Sociological studies show that the greatest weight among the forms of motivation has a salary and an individual allowance, and then various types of premiums follow, health insurance, the possibility of obtaining loans and material assistance stand out against the background of others. The following motivational forms are also significant: a good moral climate in the team, a career, good working conditions, payment for vouchers, social vacations.
Personnel development begins with recruiting and recruiting them. Credit institutions are increasingly striving to attract communicative employees who enjoy communicating with clients, who are able to treat other people with openness and willingly work in a team. Since such qualities are difficult to develop, the most important part of the development of SGB Bank personnel is their correct selection.
However, a new employee will only in the very rare case fully meet the requirements of the new place of work. In addition, over time, the requirements may change, or after a while the employee may be entrusted with a different area of \u200b\u200btasks with different requirements.
Therefore, for any new appointment, careful training is carried out by the immediate supervisor and (or) other employees of the relevant department. Missing knowledge, skills or qualifications are made up for by professional experience in the workplace and through training and continuing education.
The main weaknesses of the existing system of incentives for employees are the following aspects:
1) in the main stimulation, that is, when determining the size of the salary and bonuses, attention is not paid to the additional hours worked of the personnel, which significantly reduces the interest and productivity;
2) people who do not have special education to carry out this type of activity are engaged in the operational management of the bank's division;
3) the most significant problems in personnel management include the following:
a) the formation of a unified corporate personnel space in the territory of the bank's presence has not been completed;
b) insufficient focus of personnel on the strategic goals of the bank.
The turnover of personnel in the bank occurs at the initiative of the employees themselves, who seek to increase their position and wages and, in an extremely rare case, those who are laid off or quit. In this regard, a new specialist is taken in their place and trained. The data on staff turnover at SGB Bank are shown in Fig. 2.2.
The staff turnover rate (Utek) is determined by the ratio of the total number of employees who have promoted or quit on their own initiative or at the initiative of the administration (OCHtek), with the average number of employees (HRm):
Leakage \u003d RHTEC / CHWW * 100%
Figure: 2.2. Staff turnover rate of SGB Bank Compiled by the author on the basis of staff turnover calculations.
Thus, we see that staff turnover is minimal. In other words, the change of personnel is carried out only when someone from the team has been promoted.
The main tasks and directions of action to improve the motivation system:
1) to meet the need for highly qualified specialists who are able to solve problems of the bank's development in accordance with its strategy;
2) contribute to the creation and maintenance of a positive image of the Bank in the market, attracting and retaining highly qualified employees;
3) ensure the implementation of a set of measures to optimize the number of personnel;
4) ensure the effective use of the professional potential of the bank's employees;
5) maintain the competitiveness of wages;
6) ensure social protection of bank employees through the implementation of social programs;
7) maintain partnerships with public organizations representing the interests of the bank's personnel, such as a non-state pension fund, insurance companies that provide voluntary medical insurance.
The goal of management should be, first of all, to increase the interest of staff in improving the performance of the bank in order to maximize profits during periods of significant increase in market capacity.
It is important to create an adequate system of material and non-material incentives so that bank employees can realize themselves as much as possible.
The main attention in work with personnel is paid to building an integral personnel management system to ensure the fulfillment of the tasks of the current period and to create a foundation for the implementation of the strategic goals of the Bank, determined by the shareholders and the Board of Directors of the Bank.
The personnel policy, formed in accordance with the Bank's development strategy, determines:
1) the principles of human resource management and the main tasks aimed at developing the potential of employees through improving the training system and career advancement;
2) the formation of motivational mechanisms;
3) creation of modern systems for the selection and marketing of personnel;
4) implementation of social programs;
5) increasing the efficiency of investments in personnel through the optimization of costs for human resources;
6) creation of a single corporate personnel space.
The company uses wages as the most important means of stimulating conscientious work. The individual earnings of bank employees are determined by their personal labor contribution, the quality of work, the results of the bank's activities and the maximum amount is not limited.
The compensation package provides a differentiated approach to remuneration of employees, depending on the position held, functions performed, professional competence, and fulfilled labor standards.
The principles of the motivation and incentive system include the following:
1) awareness of all personnel about the principles of compensation payments;
2) formalization, i.e. the individual amount of payments to an employee is not public information, but the principle and calculations are open.
3) constant development of the motivation system.
The system of motivation and incentives is built on the basis of the Regulations on remuneration of employees of SGB Bank, Regulations on bonuses to employees of SGB Bank, Regulations on annual material remuneration of top managers of SGB Bank, Social Policy of SGB Bank.
The following groups of methods are used in personnel management at SGB Bank (Fig. 2.3):
Figure: 2.3. Personnel management methods in SGB Bank Compiled by the author based on: V.V. Lukashevich Fundamentals of management in trade. M .: Economics, 2009.S. 40-43; Samygin S.Y., Zainalabidov M.S., Makiev Z.G., Obukhov D.V. Fundamentals of personnel management. Series "Textbooks and tutorials". Rostov. 2011.S. 480-481; Shimova V.N. Belarusian Economic Journal .. Minsk., 2008. No. 2.P.107.
The salary of employees consists of:
1) the official salary;
2) surcharges;
3) premiums;
4) Vologda coefficient.
The following additional payments are established to the official salaries of bank employees:
1) additional payment for combining professions (positions), expanding the service area, increasing the volume of work performed in the amount established by agreement between the administration and the employee;
2) additional payment for work in the evening and at night - in the amount and in the manner prescribed by labor legislation;
3) additional payment for department management;
4) additional payment for overtime work;
5) surcharge for weekends and holidays.
If any of the above conditions are not met, the employee is not paid. In order to visually trace the level of salaries of the Bank's SGB staff, it is necessary to analyze its dynamics (Figure 2.4).
Figure: 2.4. Analysis of the dynamics of salaries of employees of SGB Bank
The maximum salary of an employee is 45,000 thousand rubles, the minimum is 7,000 thousand rubles. depending on the position held.
Thus, we see that the dynamics of workers' wages
SGB \u200b\u200bBank for the period under study (2010-2012) is positive, and the reason for the growth in indicators is not high staff turnover, since it is minimal, and the development of the bank itself is favorable, which in turn indicates the presence of staff interest in the productivity of their bank. The mandatory conditions for bonuses to an employee in the aggregate are:
1) Successful work during the period of bonuses to the division in which the employee works, fulfillment of the indicators and activity plans established for the division;
2) Impeccable performance by the employee of his job duties, including:
a) timely and high-quality performance of all service tasks;
b) absence of violations of labor and executive discipline, remarks from higher managers and (or) the head of the structural unit;
c) the absence of unreleased disciplinary sanctions, strict adherence to all rules, procedures related to the work performed, standards on information confidentiality, commercial secrets;
d) compliance with the Bank's ethics standards;
e) lack of substantiated complaints about the employee's work;
f) absence of losses caused by the employee to the Bank and not fully reimbursed;
g) absence of violations of the rules for carrying out operations, including those identified by the results of inspections and audits at the Bank.
The analysis of the terms of remuneration and bonuses shows that the size of the wages of bank employees is made dependent on the results of their labor activity at the enterprise. For each violation of labor discipline and production technology, the employee is sanctioned in the form of deprivation of the bonus or part of it.
Thus, we can conclude that personnel management of the enterprise is carried out using a combination of administrative, economic and socio-psychological methods of management. The basis of the personnel incentive system is laid by the use of organizational and technical methods that optimize the construction of a labor efficiency management system. To use economic incentive methods, the enterprise has reserves for improving the management process by improving the system of material incentives for personnel, through the use of new forms of remuneration, in particular, such participatory management methods as employee participation in bank profits, employee participation in management.
Chapter III. Motivation for innovation in Russia
3.1 Problems of motivating innovation
Russia is currently experiencing a boom in innovation. Some forms and methods of economic management are replaced by others, the processes of development of new organizational forms of economic and financial activities are taking place, the securities market, the market for innovations and capital are being formed. In these conditions, many entrepreneurial structures begin to engage in innovative activities.
Entrepreneurial activity is very risky because there is a high degree of uncertainty, it is often impossible to bring design and technological developments to practical implementation and obtaining certain financial results.
The nature of Russia's entrepreneurial potential is due to the transitional state of the Russian economy. Russia has demonstrated its ability to rapidly form a class of entrepreneurs and the very entrepreneurial infrastructure.
It is known that 61% of the Russian class of entrepreneurs are cadres from the former Soviet nomenclature who have managed to adapt to market requirements, successfully master new knowledge and style of behavior I. Schumpeter The Theory of Economic Development (Study of Entrepreneurial Profit, Capital, Credit, Interest and the Market Cycle). M .: Progress. - 2008. P. 220 .. Another part is the “non-nomenclature” segment of Russian entrepreneurship, which includes ordinary citizens actively working in business, highly qualified specialists who open consulting firms. Small business in the field of maintenance, repair and construction is also expanding.
Currently, for the development of entrepreneurial activity, it is necessary to develop innovative entrepreneurship. Unfortunately, in Russia, until recently, innovative activities were carried out mainly in large state institutions, which were managed through volitional decisions of budgetary financing and planning, while the peculiarities and patterns of the innovation process itself were not taken into account.
The challenge for entrepreneurs is to reform the way of production by introducing inventions through the use of new technological advances to produce new goods. In this case, you can produce the old goods, but with new methods. But the main problem of innovative business is that it is the most vulnerable part of Russian entrepreneurial activity.
Many economists believe that earning entrepreneurial income is the motivation for all types of entrepreneurial activity. But this approach does not take into account that the most motivated activity would be in innovative entrepreneurship with the expectation of the highest income, since it is innovations that act as the main engine of economic growth. In fact, the relatively small income in the area of \u200b\u200bsmall risks is compensated by the high probability of its receipt, which is a powerful motive for participating in the innovative business of economic entities.
In innovation, there are risks that apply to all participants in this activity, with only a few gaining. It is thanks to them that the entire economy benefits, despite the fact that high risks limit the motivation to participate in innovative activities. Therefore, it is necessary to reduce the magnitude of risks by increasing motivation by distributing risks between participants in innovative activities to eliminate losses for innovators if the expected result is not achieved.
The most effective proposal for the development of innovative entrepreneurship in our country can be the creation of various off-budget and budgetary financial funds of an innovative orientation, which can be subdivided according to the sources of their replenishment, by organizing the selection of promising projects of different levels and the conditions for their financing.
At the moment, in Russia, the legal, economic and organizational basis for motivating innovation is weak, which led to the manifestation of a technological crisis in the economy. Therefore, the main problem is the motivation for innovation.
The Russian economy faces the main strategic task - to get out of the technological crisis by forming a post-industrial technological mode of production. Among these key areas are technologies and goods in the field of space, aviation, biotechnology, electronics and information, transport.
To support innovative entrepreneurship, it is necessary to develop a state policy in the field of innovation and ensure its implementation. For this, the state must stimulate the inflow of capital into the innovation sphere through state guarantees, the creation of patent funds, equity financing, project insurance, and information support systems. This is a tactical goal of state policy in the field of innovation.
The strategic goal of the state policy in the field of innovation is the implementation of a breakthrough in basic innovations that form the structure of the post-industrial technological mode of production, which should ensure sustainable economic development in Russia. The main instrument of a technological breakthrough is the turn of investments towards innovation, innovative entrepreneurship, and for this, funds should be directed and the opportunities available in the hands of the state should be used.
According to available estimates, today about 90% of the subjects of innovation are in the non-state sector F.T. Rusinov, N.I. Minaev. Selection and evaluation system for innovative projects. // Consultant to the director. - 2009, № 23. P. 22 .. In this regard, it is necessary to stimulate the development of small innovative entrepreneurship. Therefore, an urgent problem is the development of effective mechanisms for state regulation of their activities. At the same time, the state cannot shoulder the burden of investment support for innovative activities, but it can create conditions for mobilizing investment resources of non-state investment banks, which can be used to implement the most priority areas of innovation.
Unfortunately, another problem in the development of innovative activities is that a considerable part of new entrepreneurship has left the "shadow" business under the direct control of criminal structures. Criminal structures are pulling into their orbit a completely "clean" business.
Based on the foregoing, we can say that the conditions for the formation of innovative activities of Russian entrepreneurship are not the most favorable. One of the key factors, along with the continuation of liberal economic reforms, is the education system, which is capable of giving Russian entrepreneurs modern management knowledge, instilling a certain system of moral values, and developing a new entrepreneurial ethic. There are opportunities for this - a very high educational and qualification level of the Russian workforce, a developed education system. Solutions to the problem of developing innovative activities of entrepreneurial structures include:
1. introduction of a modern management system;
2. expansion of economic democracy;
3. the formation of a new culture of relations between employees, because many of them have become both owners and managers.
For the development of innovative activity, the following points should be noted:
The creation of a system of legal protection of intellectual property in Russia has not been completed;
The government decree "On the formation of the Higher Patent Chamber of the Russian Agency for Patents and Trademarks" does not ensure the implementation of the constitutional right of citizens of the Russian Federation to resolve controversial issues in court;
The lack of clear claims of the state for the ownership of intellectual property objects that are created at the expense of the federal budget, and related technologies, hinders the development of industrial innovations;
Until now, organizational and legal mechanisms have not been created to stimulate the use of advanced technologies based on inventions in business, there is almost complete absence of state policy to encourage invention and the development of creative activity of Russian citizens in relation to intellectual property;
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"Personnel officer. Personnel management", 2008, N 8
At present, the innovative activity of personnel is becoming increasingly important. In this regard, this article discusses issues related to the provision of conditions and the use of the principles of motivation for innovative activities of management personnel in relation to restructured enterprises.
A lot depends on the results of innovative activities of management personnel, this is especially important in the restructuring of enterprises and organizations (hereinafter referred to as enterprises). The management personnel of the restructured enterprises should be able to use the best qualities, knowledge, abilities, skills, intuition and all their creative arsenal of ways to ensure effective motivation (stimulation and activation) of the innovative activity of each employee. This is necessary so that all management personnel take an active part in the work on restructuring based on innovations, which is a priority task - and only if it is solved, success and an effective final result are possible.
Personnel Management Dictionary. Innovation activities are activities aimed at the commercialization of accumulated knowledge, technologies and equipment.
The result of innovation activity is new or additional goods (services) or goods (services) with new qualities.
Formation of conditions for innovation
Formation of favorable conditions for stimulating and enhancing innovation activity depends to a significant extent on the organizational forms of its use. It is especially important to provide motivation (stimulation and initiate activation) of innovative processes at all stages of the life cycle of products and services provided.
It is known that when activating any creative work of employees of an enterprise, as you know, it is necessary to take into account that any work should include: 1) work itself, 2) work of thought (creative work) and 3) satisfaction with work (social factor). It is obvious that in the work of most industrial workers, the second and third factors of labor are often absent. Consequently, in enterprises, especially those that produce complex products, all levels of management must be provided (first of all, workers) with the opportunity to use a creative approach in work and satisfaction with their work. At the same time, managers must understand that work, like the personality of the worker, is individual, requires respect, appropriate remuneration and recognition, and more attention is required to be paid to the individual activation of workers' work, developing in each a creative spirit, interest in work, personal and group responsibility for performance of work and results of work. This is required not only for managers, but also for the production personnel of teams, sections, workshops and production facilities. At the same time, it is necessary to create a competitive spirit both within the groups of workers and between different groups. The usefulness and effectiveness of such an integrative approach is largely confirmed by the positive experience of many leading foreign manufacturing enterprises.
When improving and ensuring the quality and competitiveness of the restructured enterprises, it is extremely important to initiate the activation of innovative processes at all stages of the product life cycle. Among all the conditions that ensure a positive initiation of these processes for everyone working at the enterprise, one should highlight:
The position occupied by the employee, his rights, duties and knowledge of the purpose of his work;
The level of education and culture (general, technological and industrial);
Personal properties (qualities) and goals in the current and future time periods;
Working conditions;
Property relations;
Situation and situation at the enterprise;
The state of the external environment (situation and environment outside the enterprise).
To this can be added other social and socio-psychological realities, as well as objective scientific, technical, economic and organizational conditions and factors.
The creation of favorable activation conditions depends to a significant extent on the organizational forms of their use. As the practice and experience of firms in Japan, the United States and other industrialized countries shows, one of these forms is the creation of various circles that bring together personnel to solve specific problems in both production and management (although such circles are also common at enterprises in the field services). Especially positive experience in the organization and functioning of similar circles has been accumulated in the process of ensuring the quality of products. In Japan, such circles, called quality circles, were further developed at a number of firms, and their scope of activity is expanding, which led to the transformation of such circles into quality and productivity circles.
The main provisions of motivation for innovation
based on quality and competitiveness groups
With regard to solving the problem of stimulating and enhancing the innovative activity of management personnel in the restructuring of organizations and enterprises, the concept of organizational and structural motivation for the activities of employees, regardless of the organizational and legal form of enterprises, should include the following:
1) the creation within the framework of the organizational structure of enterprise management and / or in the structures of interrelated and interacting associations of enterprises (for example, in cooperation or related to the conduct of research and development work) of quality and competitiveness groups, which are specific social organizational and structural formation of employees of one or more departments;
2) the main goal of creating quality and competitiveness groups is to intensify work to find and implement ways to improve and ensure the quality and competitiveness of the products manufactured by the enterprise in order to achieve the general goal of the entire enterprise (as a rule, this is to meet the needs of consumers on the basis of profit)
3) attracting the maximum possible number of employees in the enterprise to participate in quality and competitiveness groups;
4) quality and competitiveness groups are created and operate on the principles of:
Volunteering, when they unite to solve specific problems, as a rule, 3 - 12 people (groups with a large number of employees can most often be less effective);
Collective participation in the selection of tasks for enhancing the innovative activities of management personnel for the restructuring of organizations and enterprises that ensure an increase in the quality and competitiveness of products (at all stages of its life cycle);
Real support from the top management of the enterprise and the creation of all the necessary conditions for effective work and motivation of their activities;
Self - and mutual development;
Systematic education, training and professional development of each member of the groups;
Taking into account the results of the work of all members of the groups when setting rates, allowances and remuneration for them, as well as during job promotion;
Atmospheres of creativity and competition in groups and between groups;
The widespread use of progressive methods for enhancing the innovative activities of management personnel for the restructuring of organizations and enterprises;
Continuous functioning of groups;
A conscious understanding of the goals and the need to intensify the innovative activities of management personnel for enterprise restructuring;
Interconnection of the activities of group members with their workplaces;
Extensive coverage in the means of intra-company information of the achievements of groups;
5) the general organizational and methodological management of the quality and competitiveness groups is carried out by the managers of the enterprise and a specially created council for the specified groups or the scientific and technical council of the enterprise. For coordination, organization of work support, it is advisable to determine the head unit from among those operating at the enterprise (for example, the quality department or the department of management organization, etc.).
Ultimately, the success of the quality and competitiveness groups largely depends on the massive participation of personnel, which can be ensured by the systematic painstaking work of the entire managerial corps of the enterprise. At the same time, it is important to stimulate the work of groups "from the top", unobtrusively directing their creative potential to solving the most important tasks to achieve the goals of enterprise restructuring.
The decision on the organization of quality and competitiveness groups, as a rule, should be made by senior managers or business owners. However, this does not exclude the manifestation of initiative from middle and lower level managers, as well as directly from employees of the company's divisions.
In the process of creating and further ensuring groups of quality and competitiveness, it is advisable to highlight the stages of preparation, creation and ensuring their functioning.
In organizing and providing continuous effective assistance to quality and competitiveness groups, a significant role can be played by group curators, appointed, for example, from among the most qualified management personnel. Each curator can carry out his duties in one or simultaneously in several groups. It is advisable to form groups, as a rule, from among the employees of the division, but to solve problems of a broader nature, groups can be created on the basis of several divisions (for example, "end-to-end" quality and competitiveness groups). In some cases, the composition of the groups is required to be formed from employees of several enterprises - when solving problems of restructuring enterprises associated with improving and ensuring the quality and competitiveness of the final product.
Each group should be headed by the most proactive and qualified employee, elected by all members of the quality and competitiveness group. Its most important function may be to ensure activity and constructive discussion of existing problems by all employees in the group, and to create a respectful attitude in the group to the proposals of each member. Working meetings of the group should be held at least once a week, both during working hours (no more than one or two hours) and outside working hours. At the same time, managers need to promote the effective work of quality and competitiveness groups by all available measures. A huge role in this belongs to the top management, which determines the coordinating unit from the number of departments functioning at the enterprise. This unit is entrusted with all the operational work of organizing and coordinating the work of quality and competitiveness groups at the enterprise, as well as the responsibility for developing a list of problems to be solved by groups, maintaining registration and accounting of incoming proposals, their technical and economic expertise and ensuring the implementation of accepted proposals.
In general, the responsibility for creating the necessary conditions and ensuring the activities of the quality and competitiveness groups, along with senior managers, the coordinating unit and the curators, is at least borne by the heads of the departments where the groups operate. The organized work of groups can have a significant effect, for example, as in Japanese enterprises, if they are organically integrated into the quality management system (QMS). At the same time, as part of the documentation complex for this system, there should be an organization standard (STO) "QMS. General quality management system. Organization and procedure for the work of quality and product competitiveness groups".
Personnel Management Dictionary. A quality management system (QMS) is a system for directing and managing an organization in relation to established state quality standards. The QMS is a part of the organization's management system and is aimed at improving results with set quality objectives in order to satisfy the requirements of all parties involved in the process, primarily consumers.
A feature of these documents should be that the range of activities of quality and competitiveness groups should be defined much wider than it is regulated by traditional documents for such groups. At the same time, in the QMS of a specific type of product (in the "product" system), in addition to the above-mentioned STO, regulatory and methodological documents may be in force, taking into account the specifics of the work of groups in the conditions of the functioning of this system.
The performance of the quality and competitiveness teams largely depends on the tools used. So, for example, when analyzing and searching for the most rational ways and means of enhancing the innovative activities of management personnel to restructure enterprises to improve and ensure the quality and competitiveness of products, such groups can use a variety of methods. Among them should be named, for example, such as the method of system analysis, goal structuring, expert, calculation, comparisons, normative, modeling, functional and cost analysis, correlation and regression analysis, statistical analysis, analogies, morphological analysis, generating ideas, planning experiments, layering, graphical modeling, etc. Of the listed methods, by far the most often should be used those that are simpler and more accessible. For example, in the practice of Japanese quality and productivity circles, the following methodological tools are most used in the analysis and search for ways to improve and ensure quality:
1) method of generating ideas;
2) method of diagrams, graphs and histograms (method of graphic modeling);
3) the delamination method.
Along with the above methods, in recent years, in connection with the spread of computers, methods of planning experiments, regressive and multivariate analysis, etc., that is, methods of mathematical statistics and operations research, began to find practical application. The presence and sufficient availability of computer technology make it possible at enterprises using these methods to solve problems of various levels and complexity both in the field of quality and product competitiveness (analysis of markets, competitors, forecasting needs, etc.).
The procedure for creating quality and competitiveness groups
Regardless of the tools used in solving a particular problem of improving and ensuring both the quality and competitiveness of the products produced by the enterprise, the quality groups should adhere to a certain order, including the creative stage, the stages of consideration and implementation (diffusion) of proposals.
At domestic industrial enterprises, quality groups, specializing only in the quality of manufactured products, began to be created in accordance with directives since 1986. The formation of groups was carried out mainly in production units by teams, in a smaller part - by goals for solving individual problems in the field of quality. even smaller - by profession, and very rarely - by types of innovative products. At the same time, the most significant shortcomings in the creation and functioning of such groups during that period include the following:
Most of the quality groups (approximately 75%) did not receive training on the problems being solved;
Methods and ways of activating and stimulating their activity were not used enough;
When forming groups, the principle of voluntariness was violated;
There was practically no support from the leaders of the enterprise to ensure the work of the groups;
Normative and methodological support was extremely insufficient;
Work was not organized to record the results of the activities of each member of the groups;
There was no competition and publicity in the activities of the groups.
In the modern period, according to the results of the survey, the following conclusions can be drawn:
1. At many enterprises, where quality groups were previously created, they practically no longer exist and do not function as such. The only exceptions are a number of enterprises where QMS is being created that meet the requirements of the international standards ISO 9000 series (now GOST R ISO). Moreover, even at these enterprises, quality groups are not actively involved in the preparation of products for certification.
2. In practice, the management of enterprises did not engage in the creation of new quality groups and, moreover, groups of quality and competitiveness, and did not pay them due attention.
3. The activity of the existing quality groups at this stage is not actually increasing yet.
4. The current state of affairs in enterprises with regard to the creation and functioning of the groups under consideration does not correspond to the trends that take place in foreign enterprises with a market orientation.
With regard to market conditions, with increased competition and integration into the world economy, it is extremely important for all managers of domestic enterprises, it is just necessary to focus on enhancing the innovative activities of all personnel when solving the problems of improving and ensuring the quality and competitiveness of products, as well as the enterprise as a whole, as in preparing QMS and products for certification. This is especially true for restructured enterprises.
Awards, contests and other ways as methods of motivation
The most important role in the activation of innovative work in the field of quality and competitiveness is played by labor motivation - both for managers of all levels and for each employee. It is necessary to create such conditions so that all personnel of the enterprise and everyone working separately, regardless of who owns it, feel needed, in demand, understand that their work is honorable and that they will be respected and fairly rewarded for high-quality work. Only in this case all personnel will be demanding about the quality of their own and others' work. Approximately on this occasion, the outstanding Russian philosopher I.A. In his book "The Path of Spiritual Renewal" in the mid-thirties of the last century, Ilyin wrote that it is important "... that useful and productive work really enriches the worker, so that the masses vividly feel the encouraging influence of private property, as well as the success and honor of labor."
Abroad (in Japan, the USA and other countries), the issues of quality motivation are given quite serious attention, including creating conditions for competition between employees, collectives (including quality groups), enterprises. This determined the holding of various kinds of competitions for the quality of products and the corresponding awarding of prizes. In world practice, there are already very prestigious awards for quality, for example: the Golden Globe prize of the Foundation for Assistance to the East; "Gold Star for Quality" prize of the Trade Managers Club; the prize "For high quality at the world level" of the World Club of Entrepreneurs; European Quality Award (since 1990); Malcolm Baldridge Prize (USA), awarded since 1987; the Edwards Deming Prize (Japan), awarded to industrial enterprises for achievements in the field of quality since 1951; Swedish National Quality Award, etc.
In the USSR, the State Prize was often awarded for achievements in the field of quality. Since 1993, public competitions have been held in the Russian Federation for the title of "Best Quality Manager", for the best work in the field of quality assurance, etc. However, not only various public organizations should participate in holding such competitions and awarding prizes and prizes for high quality, but also government bodies, as this can become an effective means of activating innovative work to improve and ensure quality in the country. It should be noted that in 1996 in Russia annual RF State Prizes in the field of quality were also established for enterprises, and since 1997, RF Government Prizes have been introduced and are still awarded. Undoubtedly, this has a positive effect on the adaptation of Russian goods to the conditions of competition in the domestic and world markets.
Prizes, prizes and competitions in the field of quality and activation of innovation, including in the course of enterprise restructuring, should be differentiated according to the levels of QMS in the country:
Federal;
State;
Regional (in a constituent entity of the Russian Federation, region);
City;
District;
Enterprises, including by its levels of management.
Generally, awards criteria can be customer satisfaction with products, product safety and environmental friendliness, impact on society as a whole, etc.
Naturally, quality bonuses do not guarantee the efficiency of restructured enterprises, but, of course, they can improve their effectiveness. In addition, participation in competitions for a quality award requires self-assessment and verification by the enterprise of its QMS. The results of such an assessment make it possible to improve the QMS and intensify the innovative activity of the personnel of enterprises.
Systematic checks of the QMS and its subsequent improvement in relation to restructured enterprises should close the cycle "development - implementation of the system - increasing the innovative activity of personnel - improving the system - further increasing the innovative activity of personnel." This cycle must be implemented systematically and continuously.
One of the ways to increase innovative activity may be the one that materially stimulates the quality of the products, uses the best grateful qualities of the personnel, namely, in response to a pre-advanced salary increase - a more responsible attitude of the employee to the quality and the innovative component of his work, greater enthusiasm and, how result, higher quality of products. Otherwise, this approach to labor remuneration can be formulated as follows: "Higher wages - higher quality products and more active labor." This contradicts the now commonly used "high efficiency, high pay" approach. Nevertheless, confirmation of the usefulness and effectiveness of the proposed approach can be the results achieved, for example, by the Japanese corporation "Omron", which uses approximately this approach. At the same time, it is necessary to implement this principle in a differentiated manner, conducting a comprehensive assessment of the work of each, avoiding equalization and subjectivity.
The implementation of this innovative method on a large scale allows ultimately to increase the demand and purchasing power of the population (due to an increase in wages), which, accordingly, increases the volume of sales of products, gross income and the mass of profits of enterprises (including the enterprise where recommended approach). Sales volumes increase on the basis of greater innovative activity of the personnel and, as a consequence, due to an increase in the quality of products and a decrease in its cost (corresponding then to a decrease in prices).
Literature
1. Ilyin I.A. Collected works: in 10 volumes.Vol. 1. - M .: Russian book, 1993.
2. Mugs of quality in Japanese enterprises. Overview. - M .: Publishing house of standards, 1980.
3. Tateisi K. The eternal spirit of entrepreneurship: The practical philosophy of a businessman. Per. from English. - M .: Moscow business, 1990.
professor
department of "Innovation Management"
State University of Management
Y. Moiseeva
Manager
JSC "Engineering Center UES"
Signed to print
- Motivation, Incentives and Remuneration
Keywords:
1 -1
Movement along the innovative path of development is possible only if there are favorable conditions for the effective implementation of the country's accumulated innovative potential and its further increase, building an effective mechanism for managing innovative processes. At the same time, one should point out the important, and even to some extent decisive, importance of the psychological aspects of innovation, which play a decisive role in overcoming the innovation inertia of business entities of various forms of business, capital owners, and the state. There is an objective need to change people's attitude to the new reality, the psychology of their perception of innovations, to instill an understanding of the meaning and role of activating innovative changes. This can be achieved only on the basis of deep knowledge of the real motives of the innovative activity of various subjects. Therefore, a comprehensive study of the aspects of motivation, which is a decisive causal factor in the effectiveness of innovation, and the construction of a motivational mechanism adequate to the specifics of modern conditions is especially relevant today.
Analysis and generalization of materials from publications of domestic and foreign researchers indicates insufficient development of issues of motivation in the field of innovation. It should, of course, be noted that there is a large amount of information in the economic literature concerning the motivation of labor activity, but the specificity of innovation processes rejects the possibility of an identical interpretation of all concepts inherent in the category of "motivation" in relation to these two types of activity. Thus, currently:
· There is no theoretical substantiation of the concept of motivation and its specifics in the context of innovation;
· There is no clear distinction between motives and incentives for innovative activity of various business entities;
· The content and structure of the mechanism for managing the motivation of innovative activity have not been disclosed;
· There is no study of the economic aspect of motivating innovation, the practical applicability of the motivational mechanism, a methodology for assessing its effectiveness.
Due to the complexity, versatility and specificity of economic, psychological and ethical relations that develop between the subjects of innovation, the innovation process is carried out in accordance with its inherent stochastic laws, but this does not deny the fact that it cannot be controlled. Management of any kind of processes requires a deep understanding of their essence, an understanding of the driving forces. Therefore, knowing what is at the origins of the emergence of innovations as such, what gives rise to any idea, what prompts various business entities to be active participants in innovative activity, what motives underlie their behavior, it is possible to form an adequate system for managing innovation processes, as at the level of an individual enterprise and throughout the country. The basis of such a system should be a motivation mechanism as a source of activity of various participants in innovative activities in the direction of constant development, implementation and effective use of innovative products, but to build a model of such a mechanism, a clear definition of the conceptual apparatus and knowledge of the nature of the phenomena and processes hiding behind a particular concept are necessary ...
The first step towards solving this problem is to define the essence of the category "motivation", as well as to comprehend the basic concepts that are inextricably linked with it and necessary to understand the essence of the category itself. It should be noted that there are many points of view regarding the interpretation of the concept of "motivation", which is explained by the multidimensionality and interdisciplinary nature of this category and the relationships that it describes. Various researchers, both foreign and domestic, depending on views, beliefs, methodological approaches, describe the essence of motivation in different ways. Here are some definitions as an example:
Motivation - these are the forces that exist inside and outside a person, which arouse in him enthusiasm and perseverance in performing certain actions;
Motivation - the state of the personality, which determines the degree of activity and direction of a person's actions in a particular situation;
Motivation - a set of stimulating factors that cause an individual's activity and determine the direction of his activity;
Motivation - a set of internal and external driving forces that induce a person to act, set boundaries and forms of activity and give this activity an orientation focused on achieving certain goals;
Motivation - the process of encouraging oneself and others to take action to achieve personal goals and organizational goals.
As you can see, the mentioned researchers are unanimous in the opinion that motivation is "something" that causes the subject to be active in a certain direction to achieve specific goals. This "something" can be characterized as a set of motive-forming factors that can be set from the outside or formed subjectively by a personality in accordance with its value orientations, aspirations, interests, expectations. But most often the influence of external factors is perceived by the subject only through the prism of the inner "I", leading to modifications of the system of motive factors, which is no longer identical, neither the internal nor the external set of factors that generate certain motives. However, motivation cannot be simply considered as a set of any motivating forces, factors, a certain state of the personality, it is rather a process of the formation of the motivational structure of a person, as a set of motives, under the influence of a complex of motive-forming factors that induce the subject to purposeful behavior and obtain a certain result.
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Increasing competitiveness |
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Improving the quality of products |
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Development of new sales markets |
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Increasing share in an already developed market |
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Expanding the range of product use |
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Implementation of our own scientific developments in practice |
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Replacement of obsolete products |
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Reducing production risks |
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Reduced labor costs |
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Compliance with standards |
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Reducing material consumption |
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Reduced energy costs |
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Reducing the load on the OS |
If we analyze the motives of innovation activity at various stages of the innovation process and from the point of view of its various participants, then the desire to obtain the maximum economic effect cannot be elevated to the rank of the leading motive in the hierarchical system of motives of the subjects participating in innovation at each specific stage. Each stage of the innovation process is characterized by its own structure of motives, which is influenced by numerous factors that contribute to the creation of favorable conditions for creative activity or hinder its implementation. As a result of the constructive or destructive influence of these factors, changes occur in the aggregate of motives, both in the process of implementing a specific stage and in the transition to the next stage of the innovation process. This transition presupposes certain transformations in the priority of motives, the elimination of some and the emergence of other motives associated with a change in the conditions of the innovation process, with a change in its participants, their needs, interests, goals, etc.
For example, at the stage of the inception of an idea, considered as a stage of search, the discovery of something new that does not exist in objective (subjective) reality, or a change and further improvement of existing objects and phenomena, at the basis of the creative activity of subjects (namely, initiators of new ideas, developers of innovative products) there may be a variety of motives, such as the desire to solve a certain problem of a technical, technological, organizational nature; cognitive interest; the need for self-expression, self-affirmation, constant creative search; identification with an idol; material motives, public recognition and others. At the same time, if at the stage of the emergence of an idea the dominant motive in the system of motivating a subject to conduct research was the desire to solve a problem of a certain nature, then, say, at the stage of economic justification, the desire to obtain the maximum effect from the introduction of the most rational option for solving this problem is put forward.
If we talk about the priority in considering the problems of motivation at each of the stages of the innovation process and the formation of an effective motivational mechanism, then it should be noted that in modern conditions the main attention should be paid to the stage of the emergence of the idea, since this is a source of innovation generation based on the capabilities of the personnel component of the innovative the potential of the state as a whole or of an individual enterprise, research organization, etc. It is the human resource with its inexhaustible intellectual potential that is the main driving force of innovative transformations, therefore, the development of issues of motivation for creativity (initiation of innovation) is a key factor in overcoming the existing, today inertia of the subjects of innovation.
External and internal factors can be singled out as factors influencing the activity of innovative activity in the most enlarged form. Those factors of the external environment have an objective nature, the action of which is due to long-term tendencies and cannot be associated with one-time volitional decisions of a particular subject. Subjective nature is characteristic, on the contrary, for such components of the external environment, the action of which is a direct consequence of a deliberately made decision in relation to a given economic system.
It should be noted that in an innovative economy, these factors act in combination. Stimulating incentives - objective and subjective - are coordinated, subordinate, interpenetrate and form a system of motivation for the implementation of innovative activities, forming an innovative strategy at a specific stage of development.
The plurality of socio-economic relations connecting modern innovative structures with various counterparties in the form of consumers, intermediaries, competitors, financial institutions, public services, etc., makes these structures full-fledged subjects of market relations. This circumstance forces them to act in accordance with the objective laws of the market, the specificity of the manifestation of which is determined by the ratio of market methods for regulating the economy and the degree of state influence in a particular economic system.
External motivating factors can be conditionally divided into positive, causing a positive reaction and activating the activity of the subject in the direction of implementing innovations, and negative, forcing to participate in innovative activities (these can be various kinds of sanctions for failure to perform certain actions, failure to obtain planned results). However, one should not focus on the second group of factors, which, although they are capable of being quite effective in some cases, narrow their influence on the motivation of subjects participating in innovative processes, weaken the general level of motivation, since it is not the desire to achieve something that dominates in the structure of motives. , but the fear of punishment. In addition, the lack of negative factors is manifested in the short duration of their influence - they have a stimulating effect only during the period of their action.
The motives generated by external factors not directly related to the nature of the activity are called extrinsic motives, these include: the motive of duty and responsibility to society; self-determination motive; striving to gain the approval of others, high social status; motives for avoiding punishment. If these motives act, it is not activity in itself that is attractive, but only that which is associated with it (for example, power, material well-being, prestige), but this is often not enough to induce activity. It is important that extrinsic motives are supported by procedural-meaningful (intrinsic) motives, when the activity of the subject is caused not by the influence of specific external factors, but by the process itself and the content of the activity. The subject is interested in what he is doing, the nature of the activity, he likes to show his intellectual and physical activity. The formation of pro-procedural-meaningful motives is especially important in the process of implementing innovative activities, when it comes to the creative nature of the work of developers of innovative products. It is necessary to create conditions under which the leading motive in the motivational structure of the individual would be the process of intellectual activity itself, not forgetting, of course, the role of extrinsic factors in strengthening the general level of motivation. In our opinion, the number of economic laws that actively influence innovation activities include:
The law of obtaining and appropriating profit, which can also be called the law of movement of a market economy, since profit is the driving force of production;
The law of value, which regulates the development of the economy and determines the need for mutually beneficial exchange in all types of transactions;
The laws of supply and demand that determine the economic mechanism of the relationship between production and consumption;
The law of competition, which characterizes the economic mechanism by which objective economic laws are implemented and interact in a specific type of market;
The regularity of the cyclical development of the economy, which determines the relationship between business, including innovation, and the corresponding phase of the "cycle".
Transcript
1 96 N.V. Fedotova Motives and tools of innovation activity When studying the literature on issues related to innovation, innovation, you can find several descriptions of the motives and methods for assessing innovation. Motives are the motivating reasons for a person's behavior and actions, arising under the influence of his needs and interests, which are an image of the good desired by a person. Innovative activity must be considered as an object of innovation management. As a result, the result of innovation activities are innovations and innovations, which, in turn, help to improve the base of the enterprise and increase its profitability. Innovation activity is considered as a type of activity associated with the transformation of ideas into technological innovation, new or improved products or services introduced on the market, new and improved technological processes or methods of production of services used in practice. In turn, innovation is a process aimed at implementing the results of completed research and development or other scientific and technological achievements into a new or improved product sold on the market, into a new or improved technological process used in practice, as well as related to this additional research and development. Organization of innovation activity is carried out according to the following principles: readiness for changes;
2 willingness to take risks; the presence of a favorable environment for the emergence of ideas and a resource base for their implementation; the psychological climate of the team; the degree of perception of the external environment and the speed of reaction to its change; the state of external and internal communications. In innovation, a set of methods is considered for the direction of action of incentive forces (that is, motives) to achieve a set goal. In turn, the motivation for innovation is a set of needs and motives that induce the producer and manager to actively work towards the innovation process of scientific and technological progress and the sale of innovation, or, conversely, by buying it and using it in the business process. The main tool for implementing the priorities of scientific and technical development is the program-targeted method. Its core is research and development work carried out within the framework of targeted programs. As you know, innovative activity involves the execution of works and stages that have not yet taken place at the enterprise. The scope and content of work, in turn, depend on the type of innovation and the existing potential of the enterprise. Therefore, innovative activity must be considered as a process of making and implementing decisions in all phases (Fig. 1). The presented process is coordinated using such tools and means as organizational structure, distribution of responsibilities, delegation of authority, control, centralization in decision-making, groups, components, commissions, communication links, project progress plan, integrated plan, network
3 fics, formalized documentation, sanctions, incentive systems, traditions, style, mission of the enterprise. There are numerous studies on the motives of innovation. At the same time, the conclusions of the studies do not always agree well with each other, and sometimes they are simply diametrically opposite. Factorial cluster analysis was used as research. The results of ranking the identified factors are that such a factor as an active policy of mastering new technologies occupies the first rank, and the financial orientation is the fourth. Factors such as protecting our own market positions and focusing on new strategic units and market segments are respectively assigned the second and third rank. According to the ranking of factors, the main motives are presented in table. 1 . Motivation for innovations can be considered in two aspects: motivation for the creation and sale of innovations (Fig. 2); motivation to buy innovations (Fig. 3); Any motivation consists of four elements, which include: goal; motives; factors; striving to achieve the goal. The main motives for creating and selling innovations are usually: increasing the competitiveness of their new products; improving your image in the market; capture of new markets; increase in the amount of cash flow; reducing the resource intensity of the product. 98
4 Table 1 Motives for acquiring innovative enterprises Factors Main motives Conducting an active policy access to new technologies for mastering new technologies - Using the opportunities for production growth - Bilateral exchange of know-how on the efficiency of researchers' work Expansion of the product program Long-term growth of the global market share Better capacity sharing for the production and promotion of goods on the market Protecting our own positions in the market Orientation to new strategic units and market segments Financial orientation Protecting our own interests in the market as a reaction to direct investments of foreign partners Transfer of our own technologies Improving the ability to protect our own technologies Reaction to import restrictions Regional opportunity diversification Protection of market positions Expansion of our own network Long-term growth of market share Short-term growth of turnover Profitable financial investment 99
5 Innovation activities and marketing Scientific and scientific and technical activities Implementation Growth Slowdown of growth Recession Creation of innovations Stage 1 Stage 2 Stage 3 Profit Volume of sales R&D fundamental R&D applied R&D Innovation lag Moment of return on investment Commercialization of innovation (stage 4) Budget financing Risk investment Investment in production Life time cycle of innovation Fig. 1. The main stages of the innovation process 100
6 Purpose of creating and selling financial innovations Getting money today Factors Increasing competition Changes in the business process Desire to meet the needs of buyers Improving the technology of operations Buyer's behavior Selling innovations Changes in the taxation system Achievements in the international market Fig. 2. The process of motivating the creation and sale of innovations When selling innovations, the seller proceeds from the desire to satisfy the needs of the buyer and from his behavior in the market. The purpose of creating and buying financial innovations getting money today Factors Desire to meet the needs of buyers Desire to increase their competitiveness Changes in the tax system Changes in the regulatory production and trade process Achievements in the international market Purchase of innovations Fig. 3. The process of motivating the purchase of innovations The main motives for buying innovations are: 1) increasing the competitiveness and image of the business entity; 2) obtaining in the long term income on capital invested today. 101
7 The motives for buying innovations are determined by a number of factors, both objective and subjective. Subjective factors include factors that reflect the interests of a particular buyer, plans and programs of his investment and financial activities, psychological abilities, professionalism of managers, etc. The main objective factors are: 1. Changes in the regulatory production and trade process; 2. Changes in the taxation system; 3. Achievements in the international market. When assessing innovative activity, it is necessary to take into account the above factors. Evaluation of innovation activity is carried out according to two categories of methods: 1. Forecasting and analytical methods. In general, a forecast is a prediction of future phenomena and events based on existing ones. However, it should be remembered that the main condition for the practical use of predictive methods is the continuity of the processes being evaluated in a certain period of time. As a result of the analysis of the state and possible changes in the external environment and special opportunities, the foundations of future strategies are laid. Thus, using these methods it is possible to carry out: forecasting and development, and changes in the external environment of the enterprise; identification of external and internal factors and conditions that can have a tangible impact on the position of the enterprise in the innovation sphere; development of strategies for long-term development; assessment of the possible consequences and results of the implementation of the chosen strategy. These methods are used in the development and implementation of strategic programs that are used in the preparation of individual innovative projects when a choice arises. 102
8 2. The method of expert assessments. Expert assessments are used practically at all stages of the innovation cycle: the preliminary stage is the moment of the emergence of a new idea (based on the conclusions of authoritative experts, the fundamental possibility of its practical implementation is revealed); the current stage is the promotion of a new task, ideas by stages of the innovation cycle, changing the form of its expression; the final stage at this stage the results form the basis of the conclusion on the project, which reflects the main results of the study and draws conclusions about the possibilities and scope of their use. These methods are used when it is necessary to evaluate a new product and processes created as a result of innovation. General economic analysis is used to evaluate innovation activity in practice. This analysis is systematized into three groups: expected economic results from the implementation of innovation; expected innovation and investment costs associated with creating innovation; efficiency of innovation. Evaluation and selection for the implementation of innovative projects can be based on the use of various evaluation methods and, accordingly, different performance criteria. At the same time, the choice of methodology and specific criteria depends on the specifics of the innovation object, the type of industry and a number of other factors. Quite often, the concepts of a project assessment criterion and indicators of the project's compliance with its innovative purpose are confused, which makes it necessary to systematize and separate the concepts of groups and indicators of the project's compliance with an innovative purpose, as well as criteria for the economic and financial assessment of a specific project. 103
9 3. Method of determining the payback period. This method is one of the simplest and most widespread in world practice, as a rule, it does not imply a temporary ordering of cash receipts. The algorithm for calculating the payback period (РР) depends on the uniformity of the distribution of the projected income from investments. In the event that the income is evenly distributed over the years, the payback period is calculated by dividing the one-time costs by the amount of the annual income due to them. Otherwise, it is calculated by direct calculation of the number of years during which the investment will be repaid with cumulative income. 4. Features of the calculation of capital investments of innovative projects. A distinctive feature of the structure of capital investments of an innovative project is the mandatory presence in their composition of costs for R&D, which are calculated, as a rule, on the basis of R&D multiplier (NM). To determine the feasibility of innovative activities, it is necessary to assess both the economic efficiency and the social efficiency of this activity. The economic efficiency of innovations is determined by the growth of profitability, the expansion of the scale of the business and the opportunities for accumulation for the subsequent reinvestment of capital. Comparison of innovation options is carried out using two types of innovation efficiency indicators: the cost-type efficiency indicator (the ratio of the innovation result to the amount of total living and materialized labor that was consumed) and the resource-type innovation efficiency indicator (represents the ratio of the result to the value of the applied production resources in value expression). A generalizing characteristic of the economic efficiency of innovations is presented by the indicator of absolute efficiency: 104
10 E \u003d L / I, where L is an increase in economic result; I investment. The social efficiency of innovations can be considered in two dimensions: 1. On the scale of social significance, the expected socio-economic results are assessed as an increase in national wealth due to an increase in the technical level of production assets, which determine the growth opportunities of the social product. Innovation fosters intensive growth in stocks and reserves. 2. On the scale of a specific production, its technical and social factors are realized. The human factor can act both as a border and as a stimulus for technical efficiency. The system of social assessments can be presented as a vector reflecting all indicators of the standard of living, its quality and well-being, or as a hierarchical structure. Recently, the method of positional analysis has begun to be applied in practice, which makes it possible to sufficiently comprehensively justify the development project before the population. Management of innovative activities requires taking into account the inherent property of the innovation process of a large number of uncertainties caused by the search, research, experiments, development, testing, etc., the need for repeated returns to previous stages and stages. Effective management of innovation, ensuring success in the global competition of Russian companies, requires the use of modern heuristic adaptive approaches, methods and algorithms, research and generalization of the experience of companies successfully operating on the global market. 105
11 Development of innovation activity depends on the general innovation climate, which is influenced by: political stability and predictability of the economy; macroeconomic activity of the state; corporate level and transparency of the rules of the game; the quality and stability of the tax system; developed market infrastructure; staff competence. When analyzing the above factors and the reliability of information flows, it is possible to assess the profitability and degree of risk of one or another innovation activity and determine where it is safer to invest investment capital. Improving information support for participants in innovative activities implies obtaining reliable, timely and publicly available information about the state of the economy as a whole; stepping up the work of government agencies to build investor confidence in stable positive assessments of the innovation climate in Russia. References 1. Goldstein G.Ya. Strategic innovation management. TRTU. Tagonrog, Grachev M.V. Industrial innovation. M., Popov V.D. Innovative activity of enterprises: problems and prospects. Krasnoyar. State agrarian Univ. Krasnoyarsk, Falko S.G. Organization and management of innovative activities at the enterprise. M .: Iz-in MGTU im. N.E. Bauman, Tychinsky A.V. Management of the company's innovative activities. TRTU. Tagonrog,
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"Head of an Autonomous Institution", 2011, N 10
Today, changes are taking place in the education system that enable the teacher to reveal his creative potential. Moreover, the course for the innovative development of the state initially presupposes the advancement of the teacher with his culture, physical, mental, and moral health. However, any progressive undertakings will be blocked if the teacher does not see the benefits of introducing any innovations into his work.
External and internal motives
One of the serious problems of the domestic education system at present can be considered emotional burnout of teachers... This danger primarily affects people over 40, although at this age many of them already have sufficient professional experience and, it would seem, it is from these specialists that one should expect a significant rise in professional terms. The urgency of this problem is explained by the fact that the average age of teachers in Russian educational institutions is exactly 42 - 45 years. Therefore, the heads of such institutions need to pay special attention to the potential danger for employees and provide them with emotional and psychological support in time, to form motivation - as the basis for the teacher's self-development, his desire to achieve new heights in the profession.
Note that in most cases, motivation is interpreted as an incentive that causes a person's activity and determines its direction. However, it should be remembered: in order to induce a person to act in some way, you need to do so that he himself wants it.
Psychologists traditionally divide the factors influencing the innovative activity of teachers into two groups:
- external in relation to the subject of the innovation process;
- internal, associated with the individual psychological and personal characteristics of innovators (value orientation, level of anxiety, self-actualization, control).
Internal readiness to accept a systemic innovation is considered to be the most important condition for the implementation of innovation.
As practice shows, a person cannot but depend in his decisions and actions on the influence of the environment. However, introducing external stimuli, it must be remembered that the circumstances and conditions of the environment affect motivation only if they become significant for a person, begin to satisfy his needs or desires. In this way, external factors in the process of motivation should be transformed into internal ones.
We form motivation
Here is an example of how intrinsic motivation factors can affect the performance of employees and their degree of susceptibility to innovation. Psychological and pedagogical trainings on the formation of motivational readiness of teachers for innovative activities, held at the MBOU DOD "Center for extracurricular work" Istoki "(Yamalo-Nenets Autonomous Okrug, Novy Urengoy), gave interesting results. work in three main areas:
- Problem identification (observations, diagnostics, data analysis).
- Practical exercises (trainings, consultations).
- Feedback. Reflection.
Topics for trainings were determined on the basis of the problems identified during the diagnosis, as well as taking into account the recommendations of the methodologists of the city education department. The result was a lesson plan has been drawn up, which provided for the development of such important topics as:
- Psychological portrait of a specialist.
- The reasons for professional burnout.
- Stress and stress resistance (health-saving technologies).
- Self-management of the teacher, the development of pedagogical reflection.
- Basic needs of the individual and their hierarchy.
- The main stages of motivation.
Based on the results of the lessons, the teachers revealed positive and negative motivation.
When positive motivation the employee had a desire to directly realize the need to achieve success, develop their abilities, learn new things, as well as an incentive to feel their own worth.
When negative motivation a kind of self-prohibition arose, inhibiting the urge to realize the need. for instance, teachers often said: "I don't need innovations, I have been working on the program for twenty years, I feel like a fish in water, and I am offered to go to refresher courses." Or: "And without that there is enough work, and then there are contests like" Teacher - researcher - innovator ".
Research has also revealed a lack of clarity in employee priorities. For 65% of teachers, the native educational institution is not the only "light in the window". Only 47% of specialists are close to the interests of students and their problems, and the support and recognition of colleagues is important for 29%.
As for the psychoemotional state, 88% of teachers noted that the increased sensitivity of the nervous system and an unfavorable combination of circumstances can unsettle them, and working with students takes a lot of physical and mental strength. Moreover, 18% of teachers often experience a feeling of anxiety and powerlessness, and only 6% of employees have a favorable psycho-emotional state that determines the effectiveness of their work.
In addition, self-esteem problems were found. For 65% of teachers, it significantly depended on external circumstances, the opinions of others, mood, 23% of teachers tended to belittle the importance of their personality, it was difficult for them to enter into free communication with others. And only 29% of specialists had a positive self-perception, that is, creative thinking prevailed, they were able to create an atmosphere of live communication.
Self-burning
Currently, it is customary to distinguish three main symptoms of professional self-burnout.
- Decreased self-esteem. Employees feel helpless and apathetic. Over time, this can turn into aggression and despair, lead to a change in job.
- Loneliness. People prone to emotional burnout are not able to establish normal contact either with the parents of the students, or with the children, or with other teachers and the management of the institution. They will even take any advice with hostility, not to mention the remarks about their teaching activities.
- Emotional exhaustion, somatization. The fatigue, apathy, and depression that accompany burnout can lead to severe physical ailments.
Workload, dissatisfaction with the quality of activities and, as a result, emotional breakdowns affect not only the health of the employee, but also the well-being of the children with whom he works, as well as those around him.
What to do?
Of no small importance for the development of motivation are forms of influence on the employee, which are combined into three groups.
The first group includes request, offer and persuasion... Experience confirms that all three of these forms of influence on motivation are effective if they have clear and polite formulations, imply the right to refuse, as well as a respectful attitude towards refusal.
The second group includes orders, demands, compulsion. These forms of influence are perceived as a manifestation of power over others, which, as practice shows, leads to the subject's internal resistance. It is possible to remove the negative reaction by means of a well-thought-out reasoning of the put forward requirement - then it will turn from an external stimulus into an internal one. The positive side of coercion is that it can contribute to the removal of a conflict situation at a certain period of time and the implementation of the necessary actions by the employee. It is also one way of fostering a sense of duty.
The third group of forms of exposure - emotional contamination and imitation (it most often manifests itself in young professionals). "Infection" with an emotion transmitted from a person or group to another (others) is especially clearly manifested in labor enthusiasm. The participation of teachers in the "Teacher of the Year" competition, in competitions for grants for the mayor of the city, the governor of the region, the President of the country also illustrates this form of influence.
Among ways to stimulate teachers to innovateused in educational institutions, the following can be distinguished:
- certain types of material incentives - additional payments, bonuses;
- improvement of the material and technical base required for work;
- raising the category, giving the teacher free time and reducing external interference;
- conducting competitions, seminars, open lessons.
An important role in the development of teachers' motivation is played by the stage-by-stage work of the institution's leadership to introduce innovative technologies into the educational process. Thus, in order for the introduction of innovations to really contribute to finding new ways of solving pedagogical problems, professional interaction of all participants in the educational process and purposeful work on the motivation of employees are necessary.
V.G. Shpakovsky
Journal Expert
"Leader
autonomous institution "