A person's needs change with age and with the satisfaction of one need another arises, and the needs also depend on family upbringing, the psychotype of a person, the scenario of behavior he has learned, on achievements, failures and emotional trauma received in life.
The need to maintain life and health. The needs for food, sleep, shelter and health are vital for all people. But there are employees for whom these needs are paramount. They usually lead a healthy lifestyle, follow a diet, have regular check-ups, do fitness, etc. The need for housing is especially typical for young employees, so this need must be clarified. If an employee says that he has a housing problem, you need to find out if he can solve it himself. And if he expresses hope that the company will help him buy an apartment, it is necessary to assess the financial possibilities and set the terms for issuing a loan.
Organize hot meals for staff;
Express a negative assessment if employees neglect lunch;
Set a personal example, regularly and fully dine;
Discuss principles at informal events healthy lifestyle life;
As an incentive, issue subscriptions for successful employees to gyms, swimming pools or sports clubs;
Organize sports activities.
Publicly express a positive assessment of an employee who has successfully solved a difficult task;
Express gratitude for Good work in a timely manner;
Develop and implement a system of titles for successful employees in the company;
Develop and implement in the company a stand with information and photos of successful employees;
Organize an exhibition of achievements.
Need for communication. Depends on the nature and age of the person. Recommendations for motivation:
It is necessary to allocate special time for informal events;
It is necessary to introduce a coffee break so that employees can communicate for 10-15 minutes;
Organization of corporate holidays or field trips together with family members.
The need for belonging to a reference group and teamwork. In any company, except for the official one, there is an informal structure of relations between employees, arising on the basis of mutual assessments and sympathy. The need is expressed in the desire to become an accepted member of the team, to have a positive relationship with colleagues and employees who cause sympathy. The desire to belong to the reference group is present in all employees. Motivators:
Delegate important professional tasks to informal leaders;
Direct informal leaders to regulate conflicts between employees;
Allocate separate rooms for team work;
Express satisfaction with the successful work of the team at official meetings;
Send the whole team to training, exhibitions, conferences for successful work.
The need for reliability and security. Usually these are cautious people who prefer order and comfort. As a rule, such people value their word, show commitment, responsibility, do not like to be late and are often pedantic. Physical security is ensured by working conditions that have minimal risk or complete lack of risk to life. The need for emotional security is manifested in the fact that employees are sensitive to the accepted in the company or division. The need for economic security is expressed in the desire of people to have the reward promised by the contract. Motivators:
Ensure safety in the workplace;
Organize a good ecology of the room;
Need for prestige. If an employee dresses fashionably, has a new model car, works in famous company, and on his desk is a computer of the latest generation, then you have in front of you the one for whom the need for prestige prevails. Motivators:
Create stylish corporate symbols;
Give employees diaries, pens, calendars, etc. with corporate symbols;
Choose prestigious restaurants and boarding houses for corporate events;
Stimulate such employees with the help of image conditions: updating the office environment, replacing the company car with a more prestigious one.
The need for stability. Motivators:
Say more often that your company is reliable and stable;
Always keep your promises;
Do not allow the threat of unmotivated dismissal or reduction of staff;
Strive in the company to implement a clear work planning;
The introduction of the necessary changes must be preceded by careful preparatory work;
Clarification of the need for changes;
When introducing an innovation, always also talk about what has remained stable and unchanged in the company.
The need for novelty. Motivation:
Formulate new tasks;
Send such employees on frequent business trips;
As a reward, release such employees for training;
Create conditions for new professional experience.
The need for creativity. The solution of new non-standard problems, the development of creative projects, the birth of new ideas - all these conditions stimulate employees who have this need. Such employees very often refuse promotion. Such employees need a free schedule, the opportunity to receive up-to-date information and work in a team, performing creative tasks. Motivators:
Formulate creative non-standard tasks;
Create conditions for a free work schedule;
Listen to creative projects regularly in the meeting.
The need for emotional stress and risk. Such people choose extreme professions. Motivators:
Formulate complex tasks for them, set goals that will make them work with tension and effort;
Give employees assignments in which you need to show endurance;
Organize extreme recreation for employees;
Record the extreme rest of employees on video and distribute them in the company;
Thematic corporate evenings.
The need for social status. This need is manifested in the desire to exercise influence, control and control over the situation and other people. This need is associated with the presence of leadership potential and organizational skills. Motivators:
When applying for a job, show the prospect of career growth;
Delegate complex tasks with personal responsibility to an employee;
Create the necessary conditions to implement the organizational skills of the employee;
Be interested in new ideas and initiatives of employees.
The need for competition. The engine of development in many Russian companies. Motivators:
Highlight active employees who get outstanding results;
Develop objective criteria for evaluating the performance of competing employees and compare their success;
Take into account the factor of fairness in evaluating the work of competing employees, back up your assessment with facts and figures;
Ask career prospect for these employees;
Be objective and fair and reduce the level of conflict between competing employees.
The need for submission. Motivators:
Praise the employee for professional achievements, build his self-confidence in his abilities and try to scold him less;
Send such an employee into submission to a strong and decisive leader;
If the opinion of this employee is required, call him and ask, since he himself very rarely takes the initiative;
Tell how you need to perform a certain task and how you will evaluate and control the work;
The need for achievement. Associated with the need for self-affirmation by obtaining a high result in work. The manifestation of this need depends on the psychological type of the employee. When getting a high result, it is important for introverted people to feel inner satisfaction. For extroverted employees, recognition of success from management and colleagues is significant. Motivators:
At reporting meetings, announce the list of successful employees and list their achievements;
Encourage everyone who takes responsibility for doing production tasks;
Regularly conduct motivational trainings for employees of your company;
Food;
housing;
Dream;
Health.
The need for housing must be clarified when a new employee is hired by the company. Especially if the employee is young.
Where do you live?
Do you have a well-appointed apartment?
Do you need to improve your living conditions?
If possible, the financial assistance of the company should be evaluated. For example, issuing a loan.
To meet the most important needs:
Organize hot meals for staff;
Set fixed lunch time for the whole company or a separate time for each department;
Express a negative assessment if employees neglect lunch;
Set a personal example regularly and fully dine;
Discuss the principles of a healthy lifestyle at informal events;
Take care of your own health, go in for sports, be fit and cheerful;
express a positive assessment employees involved in sports;
As an incentive, issue subscriptions for successful employees to swimming pools, gyms and sports clubs;
Organize sports activities;
Equip a gym in the company’s premises so that you can exercise after work;
Find out the vital needs at the stage of admission to the company;
Provide access to loans for valuable employees for vital purchases.
Need for recognition
As a rule, these are emotional and open people. Usually expressed in diligent employees, so encouraging recognition is beneficial to the company.
The vertical plane is a positive assessment and recognition of a job well done by management.
Horizontal - recognition from colleagues, respect for the professionalism and experience of the employee, turning to him for advice, advice or professional help.
Publicly, at a meeting or meeting, express a positive assessment of an employee who has successfully solved a difficult task;
Remember that verbal gratitude is just as motivating as a monetary reward;
Express gratitude for good work in a timely manner, immediately after the employee receives a good result;
Develop and implement a title system for successful employees;
Reinforce the rank system with symbolic insignia (badges, name cards);
Develop and implement a modern stand with information and photos of successful employees in the company;
Give a successful employee the right to independently design his office or workplace;
Reward the employee for the length of service in the company;
Develop and implement a personal brand of a successful and highly skilled worker;
Organize an exhibition of achievements in a successful division (For example, exhibits from the goods that your company produces, a card with the names of manufacturers).
The need for communication
Depends on the nature and age of the person. Open, mobile and sociable people are more inclined to contacts with colleagues, clients and partners than closed people. The latter gravitate towards work where contacts with people are limited and show such traits as a desire for concentration, depth, thoroughness and pedantry.
The first need common premises, the second - separate workplaces. Young, non-family people are more prone to active contacts than those burdened with family responsibilities.
If a group of sociable employees is forbidden to communicate, then they will still talk, only hiding from management. So the question comes down to the amount of time that can be devoted to informal communication. For example, 10-15 minutes during a coffee-break.
For a group of family employees, the motivating factor will be the organization of corporate holidays or field trips together with family members.
Motivators for outgoing employees
Formulate tasks for active and sociable employees related to intensive contacts;
Direct outgoing employees to manage conflict in a department or company;
Periodically have lunch with sociable and successful employees, have informal conversations with them during lunch;
Remember: the desire of employees to communicate informally cannot be completely prohibited, but with reasonable encouragement of this need, people can be stimulated;
Allocate special time for informal communication, announce to the staff about your decision and justify its necessity;
Organize a coffee-break in a corporate cafe or canteen on Friday, by the end working week for debriefing and communication of employees;
Organize regular vacations for the company or individual departments;
invite to corporate holiday family members of employees.
Organize corporate events;
Create corporate traditions: visiting cultural centers, sailing on a ship, spring picnic.
The need for belonging to a reference group and teamwork
There is always an informal structure of relations that arises on the basis of mutual assessments and sympathies. The need to be with everyone.
The desire to belong to the reference group is present in all employees, both sociable and reserved. If this need is not met, the person becomes an outsider.
Motivators
Know the informal structure of your unit;
Maintain good relationships with opinion leaders who have positive values;
Delegate important professional tasks to informal leaders;
Send informal peacemakers to regulate conflicts between employees;
Select a mentor from experienced employees.
Create permanent working groups;
Allocate separate rooms for team work;
Maintain command symbols and insignia;
Encourage operational meetings to exchange information and opinions within the team;
Express satisfaction with the successful work of the team at official meetings;
Introduce corporate requirements for a formal suit for all employees and the same uniform for workers;
Send the whole team to training, exhibitions, conferences as a reward for successful work;
Encourage team sports and competition between teams, Team Building training;
Create conditions so that employees can “swap words” during work;
Arrange breaks for work groups so they can talk.
The need for reliability and security
Physical security is provided by working conditions that have minimal or no risk to life.
The need for emotional security is manifested in the fact that employees are sensitive to the management style adopted in the company or division of the immediate superior.
The need for economic security manifests itself in the expectation of working people to receive the remuneration promised by the contract. For example, if the company regularly delays wages or there are cases of payment of smaller amounts than promised.
Organize a good ecology of the workplace (air conditioning, lighting, noiselessness);
Equip warm change houses for workers so that they can change clothes and clean themselves up after the shift;
Develop a confident but restrained style in communicating with subordinates;
Do not use profanity at work;
Appreciate the human dignity of employees, do not humiliate or insult your subordinates;
Stick to your economic promises to pay salaries and bonuses;
Don't threaten a decline wages unless absolutely necessary;
Explain and justify the distribution of bonuses between employees, talk about the criteria for evaluating work.
The need for cooperation with company management
They show initiative and set new tasks for management, and they expect management to provide resources to solve them.
Show your attitude towards loyal employees as business partners;
Speak like this: “We work together for the good of the company”
Specify publicly at the meeting: “I.I. decided…"
Attract loyal employees to common decision company problems (invite to meetings, ask for their expert opinion)
Speak like this: “I would like to consult with you about solving an important problem”
If necessary, organize a brainstorming session on the solution actual problems in a company with the invitation of competent employees
Know about important dates in the life of valuable employees and congratulate them
Shake hands with employees, ask about family matters
Invite successful and loyal employees of the company to informal events held "in a narrow circle"
Invite diligent employees after work for a friendly conversation in your office
The need for emotional stress and risk
Often such people choose extreme professions. Or, working in a “peaceful” profession, they “break away” during off-hours.
Formulate complex tasks for such employees, set goals that will make them work with tension and effort;
Emphasize personal responsibility for completing complex tasks;
Say this: “Only you, A.I., with your activity and passion, can solve such a laborious task!”
Give employees assignments in which they need to show endurance (frequent business trips, setting up new production, ...)
Talk about the risks associated with the new project and your confidence in the employee's ability to take reasonable risks
Send employees to presentations and tenders
Organize extreme recreation for employees with a need for risk
Make a stand with photos (rafting down a mountain river, ...)
Record extreme recreation of employees on video
Organize themed corporate evenings
The need for social status and power
Manifested in the desire to exercise influence, management and control over the situation and other people. Associated with the presence of leadership potential and organizational skills.
Motivators:
When applying for a job, show the prospect of career growth
Include an employee in the reserve for a managerial position, look for a specialist to fill a vacancy in your company
Keep your promotion promises
Delegate complex tasks with personal responsibility to an employee
Create conditions for the implementation of the organizational skills of the employee
Create new directions and pass them on to employee leaders
Support the development of new projects in the company
Remember that employees with leadership potential are able to make long-term plans and successfully execute them.
Organize and maintain a corporate institution in the company, in which ambitious and competent employees can be internal teachers
Be interested in new ideas and initiatives of employees
The need for obedience
Send a subordinate employee to a strong and decisive leader who will control him
Tell him how to complete the task that you entrust him with, explain how you will evaluate and control the work
Keep in mind that often such workers show diligence and meticulousness, entrust them with tasks that require attention, concentration and thoroughness in their work.
If you need the opinion of this employee, call him and ask, he rarely takes the initiative himself
A follower is good at supporting other people when they have problems. Praise him for it.
The need for independence and freedom
They do not like to rule or obey. They choose independent areas of work, do not tolerate interference and control.
Often they choose the professions of experts and consultants in order to work freely and independently.
Invite him to act as an expert when evaluating new projects.
Remember that an independent person will be interested in the company's internal audit tasks
If your company has a production, an independent employee - good worker in OTK.
He may be attracted to mentoring.
Will not work with a tough and directive leader
Control should be minimal.
Create conditions for the employee to make independent decisions, let's express our position at meetings
Will work well in a separate room or office
Delegate trusted assignments from management to him
The need for competition
Engine of development in many companies. It is especially active at the level of line management, where interaction with management, colleagues, subordinates and service personnel takes up to 80% of the time. It is political ability that provides a middle manager with a successful career.
Power is based on rights, authority and the ability to influence subordinates.
Power is always connected with interests, and political interests - to survive and win in the competition. Professional competition - improving the work of the unit, developing new services, developing a new direction, expanding the staff.
The leader evaluates the alignment of forces, singles out like-minded people and opponents, based on the coincidence of business interests.
business policy senior management consists in managing competition between groups.
Motivation is based on the management of business competition
Highlight active employees who get outstanding results
Formulate in front of them ambitious goals that stimulate their ambition
Develop objective criteria for evaluating the performance of competing employees and compare their success: praise for success, criticize for mistakes
Consider fairness in assessing the work of competing employees, back up your assessment with facts and figures
Set a career perspective for competing employees (expanding powers, increasing the staff of their departments, increasing bonuses)
Go to a meeting if competing employees offer new projects
Send ambitious employees to elite forms of training
Create an opportunity for a successful and competitive employee to perform representative functions at a conference, forum, presentation
Involve in decision making that affects their work
Regularly hold corporate holidays and Team building trainings to consolidate informal relationships in the company between competing employees
Be objective and fair, reduce the level of conflict
The need for self-assertion
The leading need for gifted and ambitious people is professional and personal development. They have an internal type of character, activity and energy. Optimistic, have a positive self-esteem. Self-confident, able to take responsibility for successes and failures.
They make a career in the form of setting and achieving goals that are currently too high and inaccessible. Their career is climbing the ladder up and on. To do something important and significant in your life, to leave behind a major result, to become strong, educated, successful, rich and influential.
Motivators:
When hiring a new employee to the company, pay attention if he calls the desire to realize himself as a specialist as his leading motive in his work;
Pay attention if an employee says that the main thing for him is an interesting job that creates conditions for self-expression;
Create conditions for creative, meaningful work of such an employee. Remember that he will work "slipshod" if the work turns out to be monotonous and routine;
Do not compare self-actualizing employees with each other, each of them is an individuality;
Create conditions for professional growth for an employee: send them to training seminars, formulate tasks for them in the zone of immediate professional development;
Encourage the initiative of such an employee;
Be interested in his new ideas;
Create conditions for independent work
Demonstrate confidence in such an employee, remember that he himself is interested in working highly professionally;
Exercise minimal control over his work.
The Need for Achievement
People of the process and people of the result. The first get satisfaction from the process, the second - from the concrete result.
The need for a result is associated with the need for self-affirmation by obtaining a high result in work.
For introverts to get a high result, it is important to feel: “I did it!” For extroverts, it is important to get approval from colleagues and management.
But everyone needs to be encouraged.
Tasks should be set from the near zone of development, so that the employee is pulled up to the level of the task being solved.
At the reporting meetings, show the dynamics of the company's development, compare the achievements of different years, draw a vector of progressive movement forward,
Start the final meeting by voicing a list of successful employees and listing their achievements,
Appreciate the work of active employees who show initiative,
Encourage everyone who takes responsibility for a production task,
Regularly conduct motivational trainings for employees of your company,
sincerely praise
Keep employees confident in their own abilities, inspire them to high achievements and overcoming difficulties
Tell them: “I know you can solve this difficult problem. I'm confident in your abilities."
To build confidence, remind such employees of their past accomplishments,
Set a successful, achievement-oriented employee as an example for young workers.
Need for prestige
This reflects the attitude of a person towards himself, his life and work, his success and well-being. Often acts as a strong motivator.
A lot of money is spent on the image, and it justifies itself. By external signs, business people evaluate the success and reliability of the company. In private life - belonging to one's own circle.
Maintain a business culture in the company, formulate requirements for the official suit of employees, order in their workplaces.
Remember that a beautiful office is an important factor in motivating employees, take care of the design of workspaces, furniture, office flowers.
Create stylish corporate symbols, work on a logo, a website on the Internet, issue diaries to employees, ... with corporate symbols.
Incentivize ambitious employees with branding conditions: updating their office environment, changing car brand,
Choose prestigious restaurants and boarding houses for corporate events;
Invite fashionable and famous artists to corporate events,
Once a year, take successful employees to prestigious boarding houses for seminars or trainings,
Dress in fashionable suits, watch your hair, glasses,
Evaluate positively in an informal setting appearance an employee with a need for prestige.
Need for stability
Many choose stable companies and are willing to work for a small but regular salary.
They are not always satisfied with the working conditions, but they do not make efforts to find a new company. By nature, they are calm people who respect management and do not show much initiative at work. They can be slow, cautious and have difficulty getting used to new conditions.
Fear of change.
Say more often that your company is reliable and stable,
Accurately and on time pay salaries and bonuses,
Always keep your promises
Do not allow the threat of unmotivated dismissal or reduction of staff, do not change middle managers more often than is objectively necessary,
Try to reduce the "business fever" in the company: rush jobs, stress, excessive haste,
Strive for clear work planning to be implemented,
Conduct a seminar on time management and self-management,
There must be corporate traditions and rituals that are strictly repeated and create a sense of confidence in the future,
Be sure to remember that the introduction of the necessary changes must be preceded by careful preparatory work: explaining the need for changes and confirming the guarantees of professional, job and economic security for employees,
When innovating, always also talk about what has remained stable and unchanged in the company.
Need for novelty
It manifests itself in the desire of employees to receive new information, new impressions, and have active contacts with new people.
The company must have both stable employees and innovators. The predominance of one or the other depends on the stage of development of the company and corporate goals.
Employee motivation:
Remember that these employees welcome innovations in the company and will support you,
Formulate new challenges
Engage employees in brainstorming» to develop new ideas in solving production problems,
Need for creativity
Solving new, non-standard problems, developing creative projects, generating new ideas.
They need a free schedule, the availability of technical means, the opportunity to receive fresh information, work in a team that performs creative tasks. They can work in a small and non-prestigious room, they do not like official clothes, they can sit for days, arguing.
The main thing for them is not to interfere with doing interesting work.
Motivation:
Formulate creative, non-standard tasks;
Say it like this: “Nobody has done this yet.” We will be the first to do it!”
Create conditions for a free work schedule;
Organize on New Year's Eve corporate holiday expression of spontaneous creativity.
The need for meaningful work
Meaningfulness is driven by leadership and leading leaders. An effective manager with charisma always strives to inspire employees for active, joyful and high-quality work.
Inspiration is conveyed by vision, business philosophy, business credo.
The vision of the company's strategic direction should be formulated taking into account the principles of achievability and reality, should reflect the stages of the company's movement towards success. When one meaning is reached, it is necessary to develop a new semantic landmark.
The vision is usually formed in the corporate code. However, all this must be supported by the actions and decisions of the leadership.
Repeat the mission statement of the company at important meetings and conferences, talk about the vision in different words, but always with sincere enthusiasm;
Show with your work and life that the vision of the company's mission is a real guideline for you, strive so that words do not diverge from deeds.
Avoid formalism. When addressing staff, be sincere, speak to people in “your own words”;
Address them openly, with trust and confidence in mutual understanding.
The need for joy and pleasure
If the company creates conditions for work that brings pleasure, many employees will be motivated to work with dedication and striving for high results. Happy are those employees who work in their favorite profession.
Say it like this: “No problem! There is just work!”
Support and encourage joyful and energetic employees;
Create conditions in the company for employees to find a job they like;
When organizing recreation for employees, ask what types of corporate events will be interesting to them and bring joy and pleasure.
The division of labor is one of the main directions of the organization of labor. It is the basis of the organization of production. The division of labor is the separation of various kinds labor activity, differentiation of activities of people in the process of joint labor. The correct division of labor contributes to the specialization of workers and the acquisition of the necessary production skills and knowledge, the establishment of the responsibility of each worker for the work entrusted to him, the rational use of the total fund of working time and production assets, the development of the interchangeability of workers in the process of work and the increase in the content of their work.
The forms of division of labor in an enterprise are determined by a number of factors: the technological homogeneity of work, complexity and responsibility, the content of labor and the intended purpose of the work performed. There are the following forms of division of labor: technological, functional, professional and qualification.
Technological division of labor - this dismemberment production process for individual phases, technological complexes, types of work and operations. Determining factor - character technological process. The technological division of labor is the basis for the specialization of sections, conveyor and production lines or individual jobs within subject areas.
Technological division of labor can be substantive (detailed) and operational.
In the substantive division of labor, one or another worker specializes in the performance of a relatively finished type of work, in the manufacture of a particular product (detail). With the operational division of labor, a given amount of work (production of a part) is divided into more fractional stages (operations) performed by various workers.
Advantages of the operational division of labor over the subject:
a) the specialization of workers in the performance of a relatively narrow range of work significantly reduces the time for training personnel, contributes to the development of a clear rhythm of work, the growth of skill, and the automatism of labor movements;
b) the operational division of labor creates the preconditions for the mechanization and automation of production, for the introduction of specialized equipment and the creation of specialized jobs; allows the wide use of specialized tools, fixtures and equipment, which saves labor costs.
The operational division of labor is expedient in conditions of mass and large-scale production. At the same time, it should be borne in mind that the excessive fragmentation of the work performed leads to the professional limitation of the operational worker, a decrease in the possibilities of creativity, an increase in the monotony of labor, the appearance of premature fatigue of the worker and a decrease in his labor productivity.
Tasks of improving the technological division of labor:
1) the choice of the optimal variant of the division of the production process, the choice of the variant of the operational or detailed division of labor, the assignment of work to equipment and jobs. This problem is solved at the stage of development of the technological process. The determining factor is the type of production;
2) reducing the monotony of labor for operational division.
This problem is being investigated by physiologists and psychologists around the world. Scientists have developed practical advice, the implementation of which makes it possible to avoid the harmful consequences of an excessively fractional division of labor. For example, the maximum permissible limits for the duration of the operation (at least 30 s) and the repetition of monotonous techniques and actions within an hour (normal monotony - up to 180, especially large - more than 600 repetitions per hour). Other means of reducing monotony: periodically changing the speed of the conveyor, changing the type of work, alternating operations performed throughout the work shift; broadcasting industrial functional music (selection of works, schedule of broadcasts, etc.); organization of intra-shift rest (the nature of rest, the use of tonic drinks, etc.) and other means.
To assess the optimality of the technological division of labor, the following criteria can be used as criteria: production cycle and the level of labor productivity, the use of equipment in time and in terms of power.
Functional division of labor - division of labor depending on the content of labor and the intended purpose of the work performed. In other words, this is the division of labor in accordance with the functions performed by the employees of the enterprise.
In this regard, the entire staff of the enterprise is divided into the following functional groups (categories of employees):
The main workers directly involved in the manufacture of the main products;
Auxiliary workers who do not directly produce products, but ensure the normal functioning of the main production with their labor (workers of repair, adjustment, control, instrumental, transport and other services);
Managers, specialists and employees performing the functions of general (board and technical management);
security, junior service staff, pupils.
Thus, within each functional group going on professional division of labor, i.e., division of labor between workers, depending on their profession (specialty), on the nature of the technology of the work performed.
Within each professional group, there is a further division of labor between workers depending on their level of qualification. This kind of division of labor is called qualifying . This is the separation of individual groups of workers depending on their skills, skill, level of professional knowledge, ability to perform work of a certain complexity.
One of the ways to solve this problem is development. Organizational and technical prerequisites for the development of such forms of labor organization as the combination of professions and multi-machine maintenance - increasing the level of mechanization and automation of production, increasing the share of machine-automatic time , a decrease in the employment of a worker in the maintenance of machinery and equipment.
The combination of professions and functions is understood as the performance, during the normal duration of a work shift, along with work in the main profession, of works classified by the tariff-qualification guide to other professions.
The effectiveness of combining professions (functions) is manifested in economic (improving the use of working time, personnel and equipment, reducing the number of employees and increasing labor productivity, saving wages), psychophysiological (reducing the monotony of labor, redistributing the burden on various systems organism, which has a beneficial effect on a person’s working capacity, etc.) and social (the qualification of personnel, the content of work and job satisfaction are increasing) results.
Multi-machine (multi-aggregate) maintenance is a form of labor organization in which one worker or a group of workers work simultaneously on several machines (aggregates), performing manual techniques on some machines during the machine-automatic time of other machines.
The possibility of multi-machine maintenance of machine tools (aggregates) is due to the fact that with an increase in the level of mechanization of labor, the share of machine-automatic time increases and significantly exceeds the share of time for performing manual techniques.
In practice, various options for multi-machine maintenance are used: the combination of machines of the same type (backup machines) and operations and machines of different types loaded with different detail operations; association of autonomous machines and machines connected by a common rhythm of work (the connection can be rigid and elastic); the operations performed can be of equal duration, multiple or unequal and non-multiple in duration. Other options are also possible.
Preferred form of organization collective labor is a brigade.
The production team is the primary link in the workforce of the enterprise. The team brings together workers to jointly and most effectively fulfill the production task based on a common interest and responsibility for the results of the work. Brigades differ in various ways.
According to the professional composition, specialized and complex teams are distinguished.
Specialized workers unite workers of the same profession and specialty (for example, fitters, painters, etc.). Members of such a brigade can differ only in the level of qualification (qualification category).
Integrated teams bring workers together different professions and specialties. Members of such teams, as a rule, can perform work not in one, but in related specialties. This ensures interchangeability in work, significantly reduces the loss of working time, leads to an increase in the qualifications of workers, an increase in the content of labor, and, as a result, to an increase in its productivity.
2. Motivation is one of important functions management, which is understood as a set of internal incentives for an individual or a group of people to activities aimed at achieving the goals of the organization.
In management, there are several theories of motivation, which can be divided into two groups: content and process. Content theories of motivation are based on the similarity of people's internal motivations (needs) that make them act in such a way; and not otherwise. Procedural are based on how people behave, taking into account education and knowledge. These theories do not exclude, but complement each other.
The listed theories also suggest the motivating role of needs, but motivation itself is considered in them from the point of view of what makes a person direct efforts towards achieving the goal.
The theory of justice states that the motivation of a person in to a large extent the fairness of the assessment of its current activities and its results affects. Each person always mentally correlates his income and labor costs with the income and costs of other people. The basic premise of this theory is this: until workers begin to believe that they are getting a fair remuneration, they will tend to work less.
According to the theory of expectations , people's behavior is determined not only by needs, but also by a person's expectations of the consequences of the results of his work. Expectations can be viewed as an assessment by a given person of the likelihood of a certain event. This theory analyzes the relationship between labor costs, its results, expectations and remuneration for labor. Motivation is at a high level when employees believe that their efforts will achieve the goal and lead to a particularly valuable reward. Motivation is weak when the likelihood of success or the value of the reward is not highly valued by them.
The meaning of the Porter-Lawler theory is that motivation depends on the needs, expectations and perceptions of the employee's fairness of remuneration; productive work leads to the satisfaction of the individual. The results of labor are influenced by efforts, abilities, character, understanding by the employee of his role. The level of effort is determined by the value of the reward and the confidence that it is worth the effort. Achieving results determines internal (satisfaction, self-respect) and external (praise, bonus, promotion) reward.
The main provisions of these theories have found application in the practice of management. So, it is considered generally accepted that one of the main tasks of the manager is to motivate employees to work, to interest them in obtaining high results. All employees, among other needs, have certain needs, desires, preferences regarding their work. The leader must offer everyone something that will be a worthy goal of his activity and even require additional efforts. In other words, both the need for work itself and the expected satisfaction from it must be strong enough to be an incentive to work.
Let's name the most effective means motivation of employees, which can be used by the manager.
1. Encouraging a sense of belonging. Man is a social being, and therefore the psychological satisfaction that work brings him is the feeling of belonging to a common cause. Some people also believe that work allows them to realize themselves as a person. Whatever the strength of these needs, they can best be met in an atmosphere of cooperation created in the team by a democratic leadership style. However, the manager should be careful not to rely too heavily on the potential psychological needs of his employees when making decisions.
2. Selection of work for performers. When determining the tasks of each employee, the manager must take into account the inherent strengths and weak sides. In other words, we must try to lay the formula for success in the very setting of the task and make it so that the employee simply cannot fail.
3. Economic motivation. There is a widespread view that the majority of people work primarily to meet their economic needs. Indeed, in certain situations, economic motivation leads to success. In the UK, for example, about a thousand companies operate under a profit sharing scheme, and their financial position is much better than that of other firms that do not use such a scheme.
Of course, the situation in every business (manufacturing, service or trade) is unique. Therefore, the use of any performance bonus scheme, piecework or labor agreements will also be unique for each business. For example, in manufacturing and in some service firms, premiums may depend on the volume of output and its quality; at firms of a different premium profile, for example, sales staff, usually take the form of a commission on sales volume or on the total order value. In trading and purchasing operations, an agent who has successfully bought a consignment of goods may also receive a commission.
The awards do not have to be in the form of cash payments. This may be a promotion, the opportunity to represent the company at various receptions, free membership in any clubs or associations, medical or insurance programs, use company car, free or discounted vacation. All of these options, and many others, can act as incentives, but they are not acceptable for every business and not for every employee at any level.
4. Motivation of lagging workers. Removing a failing employee means that the manager will have to deal with serious disruptions in the rhythm of work caused by the fact that people will have to work first with an understaff, and then with a new inexperienced employee who will take some time to get used to the peculiarities of the business. Thus, before deciding to fire someone, the manager needs to think about whether it would be better to find a way to increase the productivity of the lagging worker. It is necessary to find out the reasons for the poor performance of the subordinate.
If the problem lies in the lack of knowledge and experience of the worker, then it can be solved by providing appropriate education and training. If this is an emotional problem, then various advice and consultations are more suitable for solving it. If the difficulties are related to relationships in the team or working conditions, then this means that you need to reconsider the very organization of work. The problem may not lie with the lagging one, but with some other worker, a group of workers, or even in the way work is organized. The presence of subordinates lagging behind can serve as a symptom of more serious problems in the firm.
5. Education. The learning objectives are:
Increasing the level of technical skill;
Increasing the productivity of workers;
Reducing to a minimum the adaptation time of newly hired workers;
Prepare all employees for their new responsibilities in the future by increasing their capabilities and self-confidence.
The choice of ways and sources of satisfaction of the need for personnel is realized through the system of recruitment and selection of personnel in the organization. Thus, the task facing any enterprise is solved - to satisfy the demand for the necessary labor force in quantitative and qualitative terms.
At the same time, the question always arises, where to look for candidates who satisfy necessary requirements and having the qualities necessary to achieve the goals of the organization.
There are two possible sources for attracting potential candidates: external and internal, depending on what type personnel policy(open or closed) accepted by the organization.
Internal sources for replacement vacancies are the people who work in the organization. Innovate experience foreign countries, for example, Japanese, shows that in firms, the internal competition to fill vacancies and only in case of a negative result, specialists from external environment. Such methods strengthen the moral and psychological climate in the team.
Internal competition is one of the recruitment methods from an internal source. Personnel service sends information to departments about available vacancies, notifies all employees about this and invites them to take part in the competition or invite their friends or relatives to take part in the competition.
Another method is the combination of professions. This method is advisable when combining the positions of employees of the organization, especially if the amount of work is small or the contractor is required for a short time, for example, during the vacation of another employee. In Russian production organizations in recent times quite often there is a combination of professions and positions. So master of one production site simultaneously performs the duties of another master. This allows him to receive additional earnings in the face of low wage rates.
A very effective and common method, both in Russia and abroad, is the rotation of personnel.
Rotation is the movement of specialists or executives from one position to another within the same organization. Rotation is used mainly for management staff and, in addition to filling vacant positions, helps managers acquire knowledge and skills about the specifics of activities in various divisions of the company.
Personnel rotation provides for: promotion with expansion of powers and scope official duties; raising the level of qualifications, accompanied by an assignment to a manager or specialist of more complex tasks, without promotion, but with an increase in wages; change of tasks and responsibilities in connection with the transfer to an equivalent position without promotion and salary.
The rotation of personnel contributes to an increase in horizons, managerial qualifications and, as a result, has a positive effect on the promotion of employees through the ranks.
External sources of attracting candidates are all potential employees who, due to their professional and business qualities, could work in the organization, but do not work in it at the present time.
Consider external sources.
Employment centers (services) - provide staff not too highly qualified to perform simple tasks or tasks that do not require full time. As a rule, these are state organizations that keep records of people who have lost their jobs, pay state unemployment benefits and carry out retraining (retraining) of registered people for mastering a new specialty. Workers that organizations can acquire in employment centers are, as a rule, drivers, computer operators, social workers, accountants for government organizations etc.
Personnel (recruiting) agencies - many organizations turn to such agencies with applications for the search for specialists indicating the required position, salary, functions performed, criteria for searching and selecting candidates. Thus, HR managers of companies avoid difficulties in finding new personnel. An agency that receives remuneration for its services often provides a "guarantee" for the selected specialists and, if they leave the company prematurely or do not meet the required qualifications, provide new employees free of charge. But, as a rule, such cases are rare, since agencies involve highly qualified specialists with a psychological education in the search and selection of personnel.
Do-it-yourself job search is the most common way for small and medium businesses that need qualified personnel and at the same time, there are no financial resources for recruitment through recruitment agencies.
This search is carried out through mass media, specialized newspapers and magazines, such as: "From Hand to Hand", "Work for You" and many others, as well as placing ads in magazines read by potential candidates.
Recently, the search for employees through specialized sites on the Internet has been actively developed, on which organizations post ads about available vacancies, as well as viewing resumes sent to the site by applicants for vacant positions. The announcement is usually conditional, but at the same time, it must be designed in such a way as to have a certain attractiveness. It announces that there is a vacancy for a certain position, and indicates the selection criteria for candidates: gender, age, education, etc. It is undesirable to indicate the amount of wages, as this may serve to the advantage of competitors. Usually, it is written that compensation is determined by the results of the interview.
To date, there are many specialized sites on the Internet that are used to search for personnel in Russia.
Both external and internal sources of attracting candidates have their advantages and disadvantages.
We present some of them as a summary table (Table 3.2).
Table 3.2
Advantages and disadvantages of external and internal sources of recruitment
|
Sources |
Advantages |
Flaws |
|
Opportunities for career advancement for employees |
Limited opportunities in recruitment |
|
|
Increasing the motive of involvement in the organization |
Possibility of occurrence conflict situations in the process of competitive selection between employees of the company |
|
|
Internal |
Improving the socio-psychological climate in the team |
The possibility of the emergence of informal relations - "nepotism", when deciding business matters between former colleagues, one of which became the leader |
|
Keeping wage levels in line with the demands of a labor market that is subject to change |
Decreased productivity of workers who have not taken a vacant position |
|
Sources |
Advantages |
Flaws |
|
Reducing the cost of recruiting, hiring and training staff, as well as in connection with a decrease in staff turnover |
Failure to fully satisfy the need for personnel only through transfer or rotation |
|
|
Internal |
Does not require long-term adaptation of personnel |
Retraining or advanced training of personnel for a new position requires additional time and financial costs |
|
Increasing work motivation and job satisfaction |
subjective approach to professional qualities some employees when occupying a vacant position due to their loyalty to the company (for example, long work experience in this organization) |
|
|
Greater opportunity to choose from as many candidates as possible |
Increasing recruitment costs |
|
|
The emergence of new ideas, with the advent of new people, contributing to the development of the organization |
Increasing the process of adaptation of new employees with a possible increase in conflict situations |
|
|
Satisfying the absolute need for personnel, both in qualitative and quantitative terms |
Deterioration of the socio-psychological climate in the organization among the “old-timers” of the company |
|
|
Reducing the risk of intrigue among the team, as with the arrival of new employees it becomes less cohesive |
Reduced opportunities for professional and job growth of employees |
|
|
New hires quickly gain recognition for their abilities and work methods |
Decreased effectiveness of interpersonal communications due to the fact that new employees are not well known in the organization |
|
|
Insufficient knowledge of the specifics of the work of the organization among new employees |
The table shows that the use of internal sources of attracting candidates to fill vacant positions increases the motivation of the staff, provides opportunities for promotion, improves the moral and psychological climate in the team, but does not fully satisfy the needs for personnel and does not contribute to the intensity of production. In turn, external sources fully satisfy the need for personnel, give new impetus to the development of the organization, but do not contribute to the social cohesion of the team members.
It is obvious that the recruitment of personnel from various sources in the first place should be determined by the goals and objectives facing the organization.
There are also alternatives to hiring new workers. These include measures such as working overtime when an organization needs to increase output. The advantage of working overtime is that it does not require the cost of recruiting and finding new staff. However, overtime work is limited by the requirements of the Labor Code of the Russian Federation (Article 99). Overtime must not exceed for each employee four hours for two consecutive days and 120 hours per year.
Other alternative way is a temporary recruitment of personnel, for example, in connection with seasonal work, when, with an increase in the volume of work, personnel are temporarily recruited as the volume of the company's activities increases, in addition, temporary recruitment is a way to check business qualities workers, with the best of whom it is possible to extend the contract on a permanent basis.
Specialized firms may also be involved in the implementation certain types activities, for example, audit companies to conduct accounting or legal - for advice on various issues of economic law, as well as the already mentioned recruitment agencies for recruitment. Such activity is called outsourcing, the advantages and disadvantages of which were mentioned above. At the same time, not only organizations, but also individual employees, who are highly qualified specialists, can act on an outsourcing basis. Such activities can be considered innovative. At the same time, a very important aspect of this problem is motivational.
Under innovative activities in this context, we understand new types of labor organization, which make it possible, with proper stimulation, to ensure high labor efficiency, including labor productivity, job satisfaction, and the quality of working life. The types of such activities, in our opinion, are essentially outsourcing projects carried out by specialists of various profiles on behalf of companies. These workers include specialists in the field information technologies involved in the development software, marketers, tutors implementing programs distance learning on various types activities, specialists in the field of /^-technologies, advertising, text editors and many others.
The innovativeness of such activities lies in the fact that an employee can fulfill several orders at the same time, being in a place convenient for him, for example, at home, or even abroad, and communicate with the customer using electronic means of communication. This is permitted by chapter 49.1 of the Labor Code of the Russian Federation, which is called “Features of labor regulation remote workers» and establishes the specifics of labor regulation for employees of organizations working remotely. Of course, not all activities can be carried out remotely, but where possible, both the enterprise and the employee receive tangible benefits. The company reduces its costs for organizing a workplace, renting premises, Internet traffic, and many other aspects that accompany the process of personnel management.
The motivation of an employee with such a system of labor organization depends on two main factors: 1) decent wages, corresponding to the market conditions for these types of work; 2) the availability of free time, allowing him to carry out both the task of a specific organization and the orders of any other organizations, according to the profile of his activity. Thus, the employee is essentially an unlimited part-time worker.
The solution to the problem of the quality of work performance is determined very simply: if such a specialist, in pursuit of increasing his income, has received too many orders and the quality of some of them does not meet the requirements of the customer, then when handing over the work, it makes sense not to accept it until correcting all the shortcomings, and then terminate the contract with the negligent employee. At the same time, all requirements for work and the conditions for its delivery must be specified in the employment contract.
It should be noted that not everyone will agree to such types of work, since for many workers the motive of collectivism plays an important role, corporate culture, the opportunity to make a business (vertical) career and a number of other social factors.
But many of the professionals listed above who prefer individual work schedules will be happy if the organization provides them with such an opportunity. Often this is due to the introverted personality type of the worker.
Therefore, when implementing the policy of motivating the innovative labor activity of employees, the method of economic incentives comes first, which consists, on the one hand, in organizing decent and, most importantly, timely remuneration of specialists, and on the other hand, providing free time, allowing to implement all of the above aspects. At the same time, a company that works with such a specialist on a long-term partnership basis, trusting him in the timely and high-quality execution of orders, can also conduct non-monetary (functional) incentives in order to optimize the communication process with him, providing him necessary equipment(laptop, modem, mobile phone etc.), or, by agreement of the parties, separately pay the costs of the employee for equipment and communication when performing the task. This type of incentive increases social significance work for the performer and at the same time gives him the opportunity to satisfy motivational need in respect and recognition of merit.
The model of motivation for innovative labor activity is shown in fig. 3.1.
Thus, the realities of socio-economic life in the country set the task of reducing personnel costs and at the same time increasing the efficiency of workers' labor in order to obtain competitive advantage. In this regard, it is necessary, where it is possible from a production point of view, to introduce innovative types labor activity and organization of personnel work in order to cover the need for personnel, increase the motivation of employees and the efficiency of human resources.
Workshop
test questions
- 1. What is the essence of the definition and description of the workplace (position)?
- 2. What are the tasks of defining and describing the workplace (position)?
- 3. What methods of conducting job analysis do you know? How can they be characterized?
Rice. 3.1. Motivation model for innovative labor activity 1
- 4. What is a job description, and what sections does it include?
- 5. What information should the requirements for a vacant position contain?
- 6. What are the standard requirements for a candidate for a vacant position?
- 7. What information should be included in the terms of employment?
- 8. What are the main methods for determining the need for personnel do you know?
- 9. What are the main components of costs and personnel costs?
- 10. What sources of recruitment do you know? What are these sources?
Practical tasks
Note: For full-time students who are not working and have not had an internship, tasks should be performed based on the above theory, a review of materials from Internet resources devoted to the problems of personnel development and independent thinking.
- 1. Compile a job description for one of the administrative positions in the company (you can choose one when completing the task in the previous chapter).
- 2. Based on the data of the enterprise where you work or had an internship, fill in the table given in this chapter. 3.2, adding real data to it - personnel costs, and analyze the indicators in accordance with the methodology given in the text, giving their characteristics.
Control tests
Choose the answers that you think are correct.
- 1. Job description does not include:
- a) rights;
- b) responsibility;
- c) salary information;
- d) functions.
- 2. Methods for analyzing jobs do not include:
- a) questioning;
- b) sociometric procedure;
- c) an interview
- d) observation.
- 3. Methods for determining the need for personnel are:
- a) stochastic;
- b) regulatory;
- c) heuristic;
- d) expert assessments.
- 4. Indicators of personnel costs are divided into:
- a) economic;
- b) legal;
- c) psychological;
- d) personnel.
- 5. Internal sources of recruitment include:
- a) combination of professions;
- b) overtime work;
- c) personnel rotation;
- d) outsourcing.
- 6. K external sources recruitment include:
- a) recruitment agencies;
- b) internal competition;
- c) specialized Internet sites;
- d) relatives and friends of the company's employees;
- Shapiro S.A. Theoretical and methodological foundations of human resource management in the Russian economy. S. 142.
What is the key for a leader to be able to manage labor behavior employee, direct the employee to perform the most important tasks?
In conditions when employees are not the property of each individual manager, when employees can choose the place of application of their labor, change enterprises and organizations in which they work, the result obtained from an employee depends on whether his needs are met.
If an employee has the opportunity to satisfy his needs precisely through work at a particular enterprise, then his labor potential can be realized here with maximum efficiency.
The work of the manager is connected with motivating the employee to achieve the results that the organization faces.
In management, two groups of theories of motivation are distinguished: content and process. Content theories of motivation are primarily focused on identifying the needs that motivate people to act, especially when determining the scope and content of work.
Process theories of motivation imply that employee behavior is determined and shaped not only under the influence of needs, but also strongly depends on perceptions and expectations.
Since both of these groups of theories are based on the concept of need, we will briefly dwell on it.
The Qur'an and the hadiths of the Prophet (S.G.V.) mention a number of needs, as well as the conditions for their occurrence. And the important point here is that the needs of employees are constantly changing and any leader must constantly monitor whether the incentives of the leader affect the motivation and realization of the labor potential of the employee.
The Qur'an (2:58) gives an example of the fact that human needs are growing: And then you said: “O Musa! We cannot tolerate the same food. Call on your Lord for us, let him bring out to us what the earth grows from its vegetables, marrows, garlic, lentils and onions.
Those. here is an example of the fact that people, even having the best food from Allah, begin to want other food, even worse, but if only not the same.
In hadith No. 1717, Bukhari mentions that the Prophet (pbuh) said: “If the son of Adam had two wadis full of money, he would certainly wish to have a third ...”. Here, as we see, the Prophet (peace be upon him) links the appearance of a person's need for something with what he already has and what becomes habitual for him (it is after the second wadi of gold that desire becomes indispensable).
Many hadiths say that with the development of each person, his love for this world and its benefits increases. In hadith 425, Bukhari gives an example that the essence of a person is such that his needs are growing. This hadith describes a man who, having been in hell, only asks to be taken out of hell, promising not to claim anything more.
But after a while, this person asks: "O my Lord, bring me closer to the gates of Paradise." Then Allah will say to him: “Have you not taken oaths and promises that you will not ask for anything except what you have already asked.” And after a while, the same person will ask: “My Lord! Take me to Heaven!" Then Allah will say: “Woe to you, O son of Adam, how treacherous you are! Didn't you take an oath and promise not to ask for anything other than what was given to you? …
But also in the hadiths it is explained that the satisfaction of the needs of one person should not be accompanied by infringement of the interests of other people, and this is the guarantee of the safety of life and property of other members of society (hadith No. 1360 Bukhari): “The Messenger of Allah (peace and blessings of Allah be upon him) said: “If people were given (what they claim) on the basis of (only) their claims, then the lives and property of (many other) people would be lost.”
Since the needs of each person are constantly changing, and the manager (leader), in order to effectively manage, must know the most urgent needs of each member of the workforce, management distinguishes such a concept as the rule of manageability. It implies the number of employees who directly report to this manager. Depending on the purpose and scope of the organization and the type of organizational structure organization, the manageability rate can be from 5 to 17 people.
It depends on how correctly the rule of manageability is established in each division of an enterprise or organization, whether each manager will have enough time to study the needs of each of his subordinate employees and effectively stimulate their labor activity.