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The essence of the business: People, products, benefits. “People come first. Unless you have a good team, you can't get very far on the next two points." Lee Yokokka. Motivation
MOTIVATION is… the process of motivating oneself and others to act in order to achieve personal or organizational goals
High motivation of the staff is the most important condition for the success of the organization. Initial concepts Carrot and stick policy Attempts to use the methods of psychology in management
intrinsic motivation- Motivation that a person possesses independently when performing tasks. “Someone does something because he wants to do it himself” External motivation- motivation added "from the outside", due to "external" incentives. Example: salary, percentage, company car or mobile phone, preferential leave, recognition, praise, promotion ...
Key Principles Governing Communication work motivation and working behavior of a person labor behavior Hierarchical organization of motives Compensatory relations between motives. Principle of Justice Principle of Reinforcement Dynamism of Mitivation
Reward is ... in everything that a person considers valuable for himself Internal - a sense of achieving a result, meaningfulness and significance of the work performed, self-respect, etc. (motive) External - does not arise from the work itself, but is given by the organization ( wage, promotion…) (incentives) Remuneration may be
List of incentive systems in the organization Form of incentives Main content Salary (nominal) Remuneration of an employee, including basic and additional wages. Wages (real) Ensuring real wages through: tariff rates in accordance with the minimum established by the state; Introduction compensation payments; Indexation of wages in accordance with inflation. Bonuses One-time payments from the company's profit. Types: for the absence of absenteeism, export, for merit, for length of service, target.
List of incentive systems in the organization Profit sharing The share of profit from which the incentive fund is formed Participation in equity capital Purchase of company shares and receiving dividends: purchase of shares at preferential prices or gratuitous receipt of shares. Additional payment plans Most often associated with employees of sales organizations and stimulate the search for new markets: company gifts, covering personal expenses indirectly related to work, paying business expenses. Labor or organizational stimulation Regulates a person's behavior based on measuring his sense of job satisfaction and implies the presence of creative elements in his work, the possibility of participating in management, promotion within the same position, creative business trips
List of incentive systems in the organization Incentives that regulate employee behavior based on the expression of public recognition Presentation of diplomas, placement of photos on the honor roll, honorary titles and awards, public incentives Payment of transport costs or maintenance of own transport Allocation of funds for: Payment of transport costs Purchase of transport: - from full service - with partial service for persons associated with private travel Savings funds Organization of savings funds for employees with a percentage payment not lower than that established by Sberbank. Preferential mode of accumulation of funds. Catering Allocation of funds for food, catering at the enterprise
List of incentive systems in the organization Sale of goods produced by the organization or obtained by barter Allocation of funds for a discount on the sale of these goods Scholarship programs Allocation of funds for education (covering the costs of education on the side) Staff training programs Covering the costs of organizing training (retraining) Medical care programs Organizing medical care or concluding contracts with medical organizations. Allocation of funds for these purposes.
Leisure time The leader can encourage subordinates for Good work an increase in the duration of the vacation, give the employee a task for the day and release him from work if it is completed earlier.
Better working conditions The color of the walls of the room where people work, how the furniture is arranged, whether there are flowers on the windows, their mood depends.
Recognition No matter how strong material incentives are, moral ones can be even stronger. There is no person who would remain indifferent to the recognition of his abilities and the high appreciation of his work.
Interesting work It is intended for the best workers. If a person performs well, the manager can reward him by giving him interesting tasks and allowing him not to do what he does not like.
Modern theories of motivation Substantive are based on the identification of those internal motives (called needs) that make people act in this way and not otherwise Processual are based primarily on how people behave, taking into account their perception and cognition
A simplified model of behavior motivation through needs Needs (lack of something) Motives or motives Behavior (actions) Goal Result of meeting needs Satisfaction Partial satisfaction Lack of satisfaction
Maslow's hierarchy of needs
McClelland's Needs Theory People have three needs: power, success, and belonging.
Herzberg's two-factor theory Questions: "When, after official duties felt especially good? “When did you feel especially bad after performing your official duties?” The answers are divided into two categories: HYGIENIC FACTORS are related to environment in which the work is carried out MOTIVATIONS are related to the very nature and essence of the work
Process theories of motivation
Expectancy Theory Having an active need is not the only necessary condition motivation of a person to achieve a certain goal Expectations for labor costs - results (R-R) - this is the ratio between the efforts expended and the results obtained Expectations for results - rewards (R-R) are expectations of a certain reward or encouragement in response to the level of results achieved . Valence is the perceived degree of relative satisfaction or dissatisfaction arising from the receipt of a certain reward Motivation \u003d Z-R x P-B x Valence
Equity Theory People subjectively determine the ratio of reward received to effort expended and then correlate it with the reward of other people doing similar work.
Money is…the most obvious way an organization can reward employees
Theories of motivation. Essence. Practical application Motivation theory Essence Possibilities of practical application F.U. Taylor Give the opportunity to earn more by producing more. Timing and bonus payment system If Ivanov falls into the category of "loafers", pay one rate for each part of the work up to the standard limit (but no less than that Ivanov could travel to work by metro, and no more than that he could come by taxi once a month). If Ivanov is a "worker", he has a chance to get rich. Hierarchy of needs A. Maslow Basic and higher needs. If one need is satisfied, another unmet need appears. Hierarchy. Feed Ivanov in a corporate canteen, put him in a warm place, making him a boss. You look, there it self-actualizes!
D. McClelland's theory of acquired needs Needs of achievement, complicity and domination. Needs are acquired under the influence of life circumstances, experience and training. Interdependence of achievement, complicity, power. Conduct an analysis of Ivanov's life, identifying what needs had a noticeable impact on his behavior. Then determine: Ivanov - Ivanov's prize - to the working committee of Ivanov - to the bosses. Two-phase theory of motivation by F. Herzberg Hygienic factors (salary, working conditions, social status, job security, technical management, company policy, relationship with the manager) and motivators (personal success, recognition, promotion, work, growth opportunity, responsibility The process of satisfaction and dissatisfaction are different processes, but not opposite, between them - "lack of interest in work" If Ivanov is full - do not feed anymore! workplace to the street, to award with a diploma, not to raise wages, to promise a bonus at the end of the year as a% of the number of satisfied customers. And remember: salary is not a motivating factor.
The theory of justice by S. Adams Equality of comparison of one's own efforts: Reward with effort Reward with other people Conduct a study of envy in Ivanov and his popular colleagues. To convince everyone else of the fairness of remuneration for their hard managerial work. E. Lok's theory Setting a difficult but achievable goal To be always smarter and more educated than Ivanov, otherwise how to choose the correct difficulty of tasks for him? The theory of reinforcement (behavior modification) by V. Skinner Almost according to Pavlov: positive behavior is reinforced and raised to the level of a reflex Ivanov should be assigned a specially trained leader who will strictly monitor every action performed by Ivanov. If Ivanov, in the opinion of the head, performs right action- immediately reinforce with a positive reward, if not correct - beat on the hands
V. Vroom's theory of expectations Interaction of efforts, performance and results Since the result of the 1st level is own result, that is, the product, and the result of the 2nd level - the consequences that are caused by the 1st level after the assessment, it is necessary to suggest that: The result of the 1st level depends on his efforts; Consequences flow from results; The results obtained are of value to a person. Theory X, Y, Z by D. McGregor (modified by V. Ouchi) Division of employees into X, Y, Z, where X are lazy and slobs forced to work using the carrot and stick method; Y - enterprising workaholics, forced to complete work by all means; Z - collectivists revealing their potential Find out who Ivanov is. After - to force him to work empirically, establishing a positive feedback, and assign him to a group that will outshine him with his collective potential.
Theory E. Mayo "Theory human relations» Creation of informal groups at the enterprise - as an incentive to motivate the employee. encouragement to the whole group. Not an individual worker. If Ivanov is introduced into an informal group, if interpersonal relationships are established with the members of the group, then Ivanov will work with full dedication. K. Alderfer's theory of motivation Needs of existence, connection and growth. The same hierarchy, but with the scheme of ascent and return Do not feed Ivanov, put him in a warm place, let them get him food
Essay topics: What types of needs exist? What mechanism operates between needs and labor activity? What is motive and what is motivation? What is meant by extrinsic and intrinsic motivation? Can extrinsic motivation weaken intrinsic? How are motives related to needs? What are the human needs? List the main theories of motivation, describe them. Describe the situations in which the motivation of subordinates is necessary. What forms of incentives do you know? What is the difference between encouragement and motivation?
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Motivation is an internal property of a person, an integral part of his character, associated with his interests and determining his behavior in the organization. An incentive is some kind of influence on a person, the purpose of which is to direct his activity, to correct behavior in the organization. There are several motivational types, each of which describes the characteristic behavior of a person in an organization. Motivational types can be divided into two classes: 1) the class of avoidant motivation (avoidant motivation - a person seeks to avoid undesirable consequences of his behavior); 2) a class of achievement motivation (achievement motivation - a person behaves in such a way as to achieve certain milestones that he aspires to).
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No. Need - there is a state of need for certain conditions life, activity, material objects, people or certain social factors, without which this individual experiences a state of discomfort.
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Need is a state of need in certain conditions of life, activity, material objects, people or certain social factors, without which this individual experiences a state of discomfort.
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Level of needs Content Physiological (biological) needs Human need for food, drink, oxygen, optimal temperature regime and humidity, rest. The need for security and stability The need for stability in the existence of the current order of things. Confidence in the future, the feeling that nothing threatens you, and old age will be secure. The need for acquisition, accumulation and capture The need for not always motivated acquisition of material values. Excessive manifestation of this need leads to greed, greed, stinginess. The need for love and belonging to a group. The need to love and be loved. The need to communicate with other people, to be involved in a group. The need for respect and recognition a) the desire for freedom and independence; desire to be strong, competent and self-confident. b) the desire to have a high reputation, the desire for prestige, a high social position and power. The need to overcome difficulties The need for risk, adventure and overcoming difficulties. The need for self-realization The desire to realize your uniqueness, the need to do what you like, what you have the ability and talents for.
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Incentives as the basis of motivation Labor stimulation is, first of all, an external motivation, an element of the labor situation that affects a person's behavior in the sphere of work, the material shell of personnel motivation. At the same time, it also carries an intangible burden that allows the employee to realize himself as a person and an employee at the same time. It performs a number of functions: The economic function is expressed primarily in the fact that the stimulation of labor contributes to an increase in the efficiency of production, which is expressed in an increase in labor productivity and product quality. The moral function is determined by the fact that incentives to work form an active life position, highly moral public climate in society. At the same time, it is important to provide a correct and justified system of incentives, taking into account tradition and historical experience. social function provided by the formation social structure society through different level income, which to a large extent depends on the impact of incentives on different people. In addition, the formation of needs, and ultimately the development of the individual, are also predetermined by the organization and stimulation of labor in society.
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The main forms of incentives for the company's personnel: Material remuneration: Salary; Bonuses; Profit sharing; Additional payments; Payment of transport costs; Additional Incentives: Food subsidies; Discounts on the purchase of company goods; Assistance in paying the cost of education; Assistance in learning; Club membership; Country trips and picnics; Life insurance; Life insurance for dependents; Accident insurance; Medical and dental care.
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Theory of Motivation A. Maslow's Theory of Hierarchy of Needs Its essence is reduced to the study of human needs. This is an older theory. Its supporters, including Abraham Maslow, believed that the subject of psychology is behavior, not human consciousness. Behavior is based on human needs, which can be divided into five groups: * physiological needs necessary for human survival: food, water, rest, etc.; * needs for security and confidence in the future - protection from physical and other dangers from the outside world and confidence that physiological needs will be met in the future; * social needs - the need for a social environment, in communicating with people, a sense of "elbow" and support; * the need for respect, recognition of others and the pursuit of personal achievements; * the need for self-expression, i.e. the need for one's own growth and the realization of one's potential. The first two groups of needs are primary, and the next three are secondary.
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McClelland's theory of acquired needs A widespread concept of needs that determines a person's motivation for activity is McClelland's concept, which is associated with the study and description of the impact of the needs of achievement, complicity and domination. These needs are acquired during life, and if they are strong enough in a person, they have a noticeable effect on his behavior, forcing him to make efforts to take actions that should lead to the satisfaction of these needs. Achievement needs - are manifested in the desire of a person to achieve the goals facing him more effectively than before. Needs of complicity - are manifested in the form of a desire for friendly relations with others. People with a high need for participation try to establish and maintain good relationships, they need approval, support from others, they worry about what others think of them. The need to rule is the desire to control the actions of people, to influence their behavior, to take responsibility for the actions and behavior of other people. People with a high need for power can be divided into 2 groups: 1st group - those who seek power for the sake of domination. They are attracted by the possibility of commanding others. The interests of the organization in this case fade into the background, because. they focus only on their position in the organization. Group 2 - those who strive for power in order to solve group problems, these people satisfy their needs of ruling by setting goals, setting tasks for the team and participating in the process of solving these problems.
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Motivation is a set of internal and external driving forces that induce a person to activity, set the boundaries and forms of activity and give this activity an orientation focused on achieving certain goals. The influence of motivation on human behavior depends on many factors, largely individually and can change under the influence of feedback from human activity.
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The process of motivation Needs (lack) Motivation (motives) Behavior (action) Goal Evaluation of the result: 1. Full satisfaction 2. Partial satisfaction 3. Lack of satisfaction
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There are two main approaches (classes) of the theory of motivation: substantive and procedural.
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Maslow is one of the leading scientists in the field of motivation and psychology. His theory of personnel motivation includes the following main ideas: unmet needs induce action; if one need is satisfied, then another takes its place; needs closer to the base of the pyramid require priority satisfaction.
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Hierarchy of human needs according to A. Maslow respect Social needs Safety and security Physiological needs Self-actualization
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The meaning of such a hierarchical construction lies in the fact that the needs of lower levels are priority for a person, and this affects his motivation. In other words, in human behavior, the satisfaction of needs at first low levels is more decisive, and then, as these needs are satisfied, the needs of higher levels become a stimulating factor. The highest need - the need for self-expression and growth of a person as a person - can never be fully satisfied, so the process of motivating a person through needs is endless. The duty of the manager is to carefully observe his subordinates, find out in a timely manner what active needs drive each of them, and make decisions on their implementation in order to increase the efficiency of employees.
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David McClelland's Theory of Motivation. With the development of economic relations and the improvement of management, a significant role in the theory of motivation is given to the needs of higher levels. The representative of this theory is David McClelland. According to his statement, the structure of the highest level needs is reduced to three factors: the desire for success - the desire to take personal responsibility in solving problems, to stand out from others; the desire for power - the desire to exert a controlling influence on events; the desire for involvement (participation) - the desire to establish connections with surrounding people, to be part of a team
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With such a statement, success is regarded not as praise or recognition from colleagues, but as personal achievements as a result of vigorous activity, as a willingness to participate in making difficult decisions and bear personal responsibility for them. The desire for power should not only speak of ambition, but also show the ability of a person to work successfully for different levels management in organizations, and the desire for recognition is its ability to be informal leader, have their own opinion and be able to convince others of its correctness. According to McClelland's theory, people seeking power must satisfy this need of theirs and can do this when they occupy certain positions in the organization. You can manage such needs by preparing employees to move up the hierarchy to new positions with the help of their certification, referral to advanced training courses, etc. Such people have a wide circle of contacts and seek to expand it. Their leaders should encourage this.
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The theory of two factors by Frederick Herzberg This theory appeared in connection with the growing need to find out the influence of material and non-material factors on human motivation. The theory is represented by two factors: working conditions and motivating factors. Factors of working conditions (hygienic factors): working conditions; company policy; wage; interpersonal relationships in the team; the degree of direct control over the work. Motivating factors (motivators): success; career advancement; recognition and approval of the results of work; high degree of responsibility; opportunities for creative and business growth. Factors of working conditions are associated with the environment in which the work is carried out, and motivation - with the very nature and essence of the work.
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The process approach determines not only the needs, but is also a function of the person's perceptions and expectations associated with a given situation and possible consequences selected type of behavior. It refers to the distribution of the efforts of workers and the choice of a certain type of behavior to achieve specific goals. There are three main procedural theories of motivation: 1. Vroom's expectation theory 2. Adams' theory of justice 3. Porter-Lawler's model of motivation
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Vroom's theory of expectations. According to the theory of expectations, not only the need is a necessary condition for motivating a person to achieve the goal, but also the chosen type of behavior. Expectancy theory is based on the fact that an active need is not the only necessary condition for motivating a person to achieve a certain goal. A person must hope that the type of behavior he has chosen will lead to the satisfaction or acquisition of the desired. The procedural theories of expectations establish that the behavior of employees is determined by the behavior of: * a manager who, under certain conditions, stimulates the work of an employee; * an employee who is confident that, under certain conditions, he will be given a reward; * an employee and a manager who assume that with a certain improvement in the quality of work, he will be given a certain remuneration; * an employee who compares the amount of remuneration with the amount that he needs to meet a specific need.
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What has been said means that expectation theory emphasizes the need for a predominance of improving the quality of work and confidence that this will be noted by the manager, which allows him to really satisfy his need. Based on the theory of expectations, we can conclude that the employee should have such needs that can be largely satisfied as a result of the expected rewards. And the manager should give such encouragement that can satisfy the expected need of the employee. For example, in a number commercial structures remuneration is allocated in the form of certain goods, knowing in advance that the employee needs them.
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Adams' theory of justice. According to this theory, the effectiveness of motivation is assessed by an employee not by a certain group of factors, but systematically, taking into account the assessment of rewards given to other employees working in a similar system environment. The employee evaluates his own reward size in comparison with the rewards of other employees. At the same time, he takes into account the conditions in which he and other employees work. The main conclusion of the theory is that until people begin to believe that they receive a fair remuneration, they will reduce the intensity of labor. For example, one works on new equipment and the other on old equipment, one had one quality of workpieces, and the other - another. Or, for example, the manager does not provide the employee with the work that corresponds to his qualifications. Or there was no access to the information necessary to perform the work, etc.
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The Porter-Lawler Motivation Model L. Porter and E. Lawler developed a complex procedural theory of motivation, including elements of the theory of expectations and the theory of justice. Elements of the theory of expectation here are manifested in the fact that the employee evaluates the reward in accordance with the efforts expended and believes that this reward will be adequate to the efforts expended by him. Elements of the theory of justice are manifested in the fact that people have their own judgment about the correctness or incorrectness of remuneration in comparison with other employees and, accordingly, the degree of satisfaction. Hence the important conclusion that it is the results of labor that are the cause of employee satisfaction, and not vice versa. According to this theory, performance should steadily increase
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Five variables appear in their work: - effort expended, - perception, - results obtained, - reward, - degree of satisfaction. According to the theory, the results achieved depend on the efforts made by the employee, his abilities and character, as well as their creation of their role. The level of effort expended will be determined by the value of the reward and the degree of confidence that a given level of effort will in fact entail a well-defined level of reward. In theory, a relationship is established between reward and results, i.e. a person satisfies his needs through rewards for the results achieved.
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The theories outlined allow us to conclude that there is no canonized doctrine explaining what underlies a person's motivation and how motivation is determined.
2 is the desire of the employee to satisfy his needs through labor activity Motivation is a set of motivating forces, both conscious and not conscious by the person himself, this is the process of influencing a person, with the aim of inducing him to certain actions by awakening certain motives in him Motivation -
3 CONCEPT OF NEEDS AND MOTIVATION OF ACTIVITY AND MOTIVATION OF ACTIVITY Motive Motive - an internal motive cause, a reason for some action, an argument in favor of something to a certain result Motivation – Motivation is the process of motivating oneself and others to act in order to achieve the personal goals of the organization. Motives to work appear when society (or the subject of management) has at its disposal the necessary set of benefits that meets the needs of a person.
5 EXTERNAL AND INTERNAL MOTIVATION External motivation External motivation is a means to an end. Figure - External motivation External motivation must perform on initial stage the role of a support for the creation of an effective labor system. It can also be seen as an additional supportive stimulus during the period of consolidation. However, long-term motivation and effective changes in the behavior of employees are achieved only if internal motivation is created.
6 Intrinsic motivation Intrinsic motivation is the understanding of meaning, conviction. Intrinsic motivation in the modern world of production is becoming more and more important. It is important because of its long-term impact on performance and attitudes towards work. Its influence is the stronger, the higher and more diverse the requirements for the content of the work, the more it corresponds to the internal state of a person.
7 CONTENT THEORIES OF MOTIVATION MASLOW THEORY Human behavior is determined by the lowest unsatisfied need of the hierarchical structure Needs are divided into primary and secondary and represent a five-level hierarchical structure in which they are arranged in accordance with priority After the need is satisfied, its motivating effect ceases HERZBERG THEORY Motivation, which roughly correspond to the needs of the highest levels of Maslow and McClelland, actively influence human behavior In order to effectively motivate subordinates, the leader must delve into the essence of the work himself Needs are divided into motivating and hygienic The presence of hygienic factors only prevents the development of dissatisfaction with work McClelland's THEORY Three needs that motivate a person - the need for power, success and belonging (social) Today, these higher-order needs are especially important, since the needs of lower levels, like usually already satisfied
8 PROCESSIVE THEORIES OF MOTIVATION Expectancy theory Based on the fact that the presence of an active need is not the only necessary condition for motivating a person to achieve a certain goal. A person must also hope that the chosen type of behavior will actually lead to the satisfaction or acquisition of the desired. Equity theory It postulates that people subjectively determine the ratio of reward received to effort expended and then relate it to the reward of other people doing similar work. If the comparison shows imbalance and injustice, i.e. a person believes that his colleague received a greater reward for the same work, then he experiences psychological stress. As a result, it is necessary to motivate this employee, relieve tension and correct the imbalance in order to restore justice. The Porter-Lawler model The Porter-Lawler model Includes elements of expectation theory and equity theory. Five variables appear in this model: effort expended, perceptions, results obtained, reward, degree of satisfaction. At the same time, the results achieved depend on the efforts, abilities and characteristic features, as well as from the employee's awareness of his role. The level of effort expended will be determined by the value of the reward and the degree of confidence that a given level of effort will actually a certain level rewards.
10 STRUCTURE OF WORK BEHAVIOR MOTIVATIONS Cash reward Approval Action Reward free time Mutual understanding and showing interest in the employee Promotion and personal growth Granting independence and favorite work Prizes Figure - The structure of motives of labor behavior
11 Place of material incentives in the complex system of motivation of employees Goals of the integrated system of motivation of personnel: Goals of the integrated system of motivation of personnel: Retention of employees (especially the best), ensuring loyalty and commitment of employees; Retaining employees (especially the best), ensuring employee loyalty and commitment; Stimulation of correct production behavior; Stimulation of correct production behavior; attraction the right employees from the "outside" market. Attracting the right employees from the "external" market.
12 Effective motivation system Increases efficiency Promotes value creation at each workplace Motivates Inefficient motivation system DOES NOT increase efficiency DOES NOT contribute to value creation at each workplace Does not motivate Harmful motivation system Hinders efficiency, reduces efficiency Prevents value creation at each workplace DEmotivates Motivation system
13 Loyalty Initiative Creativity Good discipline High efficiency High performance Responsibility Growth of added value at each workplace Fluidity Inertia Passivity Poor discipline Low efficiency Low productivity Irresponsibility Motivation system Indicators of an effective motivation system: Indicators of an inefficient and harmful motivation system:
14 Financial incentive structure Financial incentive structure Economic incentives Financial incentive Permanent payments Variable payments Lump sum payments Indirect financial incentives Labor and social benefits for all employees Privileges for certain employee categories Permanent payments – generate confidence in the future, create a sense of stability and reliability; Bonuses - maintain the tone and the necessary focus and are a form of gratitude to the Company for high results or selfless work; Benefits and privileges - emphasize the care and love of the Company for employees and, ideally, are designed to evoke love in return.
15 Financial Incentives and Organization Development Cycle Start Flexible remuneration Non-monetary forms of remuneration are used; Salaries are low; Premiums are high. Growth Competitive base salaries; Increasing the share of incentive payments; Availability of long-term bonus systems. Maturity Salaries are often above market rates; Seniority allowances; Introduction of incentive systems to cut costs. Recession Salaries are reduced or frozen; Premiums are not paid; Reduced or eliminated benefit systems and additional services companies.
16 Sequence of work on building a system of grading and salaries Analysis of the pros and cons of the existing system of remuneration of personnel Analysis of the optimality of personnel costs (dynamics of the company's indicators and payments per 1 employee) Ensuring the availability of job descriptions Development of factors, their weights. Approval by management Formation of an expert committee (involving 1st person) Conduct brainstorm. Determine the integral assessment of each position Build a graph: Determine Overpaid and underpaid Positions. Corridors. Highlight 5-10 key positions. Carry out an analysis of market wages for them Determine the Company's capabilities in terms of pay limits Set salary brackets and levels
17 Construction of the salary structure Construction of the salary structure of the number of grades Determination of the number of grades. fork overlap Determine fork overlap. The overlap is considered correct when the maximum of one fork is at the level of the midpoint of the fork of the next step in career ladder. fork spread Determine the fork spread. May be different for different grades. Large spreads are used where they want to emphasize increased pay for experience, length of service and work in conditions of high uncertainty.
18 Factors influencing the setting of salaries Current practice – current company rates and salaries adjusted for inflation forecasts. The company's capabilities - in terms of the planned payroll volumes and the growth or reduction ratios of the average wage in the company. o Prices of regional and sectoral labor markets, claims of candidates for company vacancies.
19 Features of individual motivation of personnel. Model V.I. Gerchikov: Types of Motivations: Instrumental (I) Instrumental (I) Avoidance (FROM) Avoidance (FROM) Patriotic (PA) Patriotic (PA) Professional (PR) Professional (PR) Economic (X) Economic (X)
20 Instrumental (I) Prefer specific pay arrangements; Prefer specific pay arrangements; Money is much more important to them than praise, gratitude, honor roll; Money is much more important to them than praise, gratitude, honor roll; They prefer money earned by their own labor, on the basis of agreed rules; They prefer money earned by their own labor, on the basis of agreed rules; Knowing this, it can be argued that employees with this type of work motivation are best affected by a clear, understandable incentive system, moreover, focused on such criteria that depend directly on this person. Knowing this, it can be argued that employees with this type of work motivation are best affected by a clear, understandable incentive system, moreover, focused on such criteria that depend directly on this person.
21 Avoidance (ID) Employees with this type of work motivation are not the best option for commercial structures focused on achieving results. Employees with this type of work motivation are not the best option for results-oriented commercial structures. Very often they serve as a brake on the development of business, carrying the remnants of the "soviet, totalitarian" thinking. Very often they serve as a brake on the development of business, carrying the remnants of the "soviet, totalitarian" thinking. They fear a lot, do not take on unnecessary work, responsibility, both for their words and for their own, and even more so, other people's deeds. They fear a lot, do not take on unnecessary work, responsibility, both for their words and for their own, and even more so, other people's deeds. Often they internally envy those who do better, including managers, and those who earn more. Often they internally envy those who do better, including managers, and those who earn more. Among them, depending on the type of personality, may be criticized. But, understanding internally their complexes, these people are afraid, as a rule, to lose their place. Among them, depending on the type of personality, may be criticized. But, understanding internally their complexes, these people are afraid, as a rule, to lose their place. As a rule, they are bad workers with low price work force who do not want to improve their skills, avoid responsibility, strive to minimize efforts. As a rule, they are poor workers with low labor costs, who do not want to improve their skills, avoid responsibility, strive to minimize effort. They themselves do not show activity and do not allow others to "stick out", often suppressing them with their confident, "holistic", "reasoned" position on any issue. They themselves do not show activity and do not allow others to "stick out", often suppressing them with their confident, "holistic", "reasoned" position on any issue. One of the ways to influence people of this type can be the clarity of instructions and the firmness of demand. Those. they are afraid of the "stick" and are very fond of gratuitous "gingerbread". One of the ways to influence people of this type can be the clarity of instructions and the firmness of demand. Those. they are afraid of the "stick" and are very fond of gratuitous "gingerbread".
22 Patriotic (PA) Employees with this type of work motivation are extremely loyal to the organization, very often cement corporate culture organizations. Employees with this type of work motivation are exceptionally loyal to the organization, very often they cement the corporate culture of the organization. Usually they are less efficient and productive than employees with instrumental, professional or economic motivation. Usually they are less efficient and productive than employees with instrumental, professional or economic motivation. At the same time, such employees are also important in any organization, since any organization needs people who diligently and efficiently perform their duties. At the same time, such employees are also important in any organization, since any organization needs people who diligently and efficiently perform their duties. Such employees are less picky about their remuneration, which in a number of cases is important for the company. For them, an idea is important at the level of belief in a leader and / or in success, as well as public recognition of their merits. Such employees are less picky about their remuneration, which in a number of cases is important for the company. For them, an idea is important at the level of belief in a leader and / or in success, as well as public recognition of their merits.
23 Professional (PR) Strive to become professionals, to become better than others in a professional sense. They strive to become professionals, to become better than others in a professional sense. People of this type are interested in new and new tasks. Routine, just functioning in the process is not their element. People of this type are interested in new and new tasks. Routine, just functioning in the process is not their element. The manager can set more and more complex tasks for such employees and, as a rule, will find an understanding of the need and expediency of solving these problems. These employees thus satisfy their need for their own development. The manager can set more and more complex tasks for such employees and, as a rule, will find an understanding of the need and expediency of solving these problems. These employees thus satisfy their need for their own development. Appreciate the freedom to choose how the work is done. Appreciate the freedom to choose how the work is done. Such employees want to earn more for honestly done work. At the same time, in a number of cases, such employees, instead of money, will be grateful that the management publicly evaluates them as the best of the best. Such employees want to earn more for honestly done work. At the same time, in a number of cases, such employees, instead of money, will be grateful that the management publicly evaluates them as the best of the best.
24 Economic (X) Employees with this type are sometimes called internal entrepreneurs (entrepreneurs). Employees with this type are sometimes called internal entrepreneurs (entrepreneurs). They are proactive, not because they will get more money, - no, this is just their normal state, they thus realize their essence, their potential. They are proactive, not because they will get more money for it - no, it's just their normal state, they thus realize their essence, their potential. In key areas that require an independent, creative and motivated approach, such employees are preferred. In key areas that require an independent, creative and motivated approach, such employees are preferred. They are characterized by voluntary responsibility, sovereignty (a heightened sense of freedom, a desire for lack of control). They are characterized by voluntary responsibility, sovereignty (a heightened sense of freedom, a desire for lack of control). They are stimulated by a sense of freedom, the provision of complex and responsible tasks in which they can show their personal and managerial potential, participation in decision-making regarding the key points of the enterprise's activities They are stimulated by a sense of freedom, the provision of complex and responsible tasks in which they can show their personal and managerial potential, participation in decision-making related to the key points of the enterprise
25 Forms of incentives used in the model of V.I. Gerchikova Negative displeasure, punishment, threat Negative displeasure, punishment, threat of job loss. job loss. Cash salary, bonuses, bonuses. Cash salary, bonuses, bonuses. In-kind purchase or rental of housing, In-kind purchase or rental of housing, provision of a car, etc. provision of a car, etc. Moral gratitude, etc. Moral gratitude, etc. Paternalism concern for the worker. Paternalism concern for the worker. Working conditions, its content and organization. Working conditions, its content and organization. Involvement in co-ownership and participation in Involvement in co-ownership and participation in management. management.
28 Example: Calculation of bonus payments for the Commercial Director The salary of the Commercial Director with bonuses is RUR/month. The salary of the Commercial Director with allowances is RUR/month. The maximum bonus is 50% of salary = RUB/month. The maximum bonus is 50% of salary = RUB/month. Maximum possible income at the end of the month: = rub. The maximum possible income at the end of the month: = rub. Results of the evaluation of the Commercial Director's activities: Results of the evaluation of the Commercial Director's activities: К.1. "+" - planned sales figures were achieved - 50% К.1. "+" - planned sales figures were achieved - 50% К.2. «+» - no complaints or complaints from customers were received - 20% К.2. «+» - no complaints or complaints from customers have been received - 20% К.3. "-" - in reporting period no innovations were offered or implemented - 0% К.3. «-» - no innovations were offered or implemented in the reporting period - 0% К.4. «-» - a violation of discipline was recorded in the sales department - 0% К.4. «-» - a violation of discipline was recorded in the sales department - 0% К.5. "+" - claims of the Manager to the activities of Kom. No service - 10% K.5. "+" - claims of the Manager to the activities of Kom. No service - 10% Total for 5 evaluation criteria, performance indicator - 80% Total for 5 evaluation criteria, performance indicator - 80% Accrual of bonus payments: Х 0.8= rub. Accrual of bonus payments: Х 0.8= rub. Total monthly income: = rub. Total monthly income: = rub.
29 Implementation of the new incentive system Formalization of the new compensation policy; Formalization of the new compensation policy; Training of managers at all levels on the new compensation policy; Training of managers at all levels on the new compensation policy; Conducting a "pilot" project for 3 months (1 month - in the old way, 1 month - the largest, 1 month - in a new way); Conducting a "pilot" project for 3 months (1 month - in the old way, 1 month - the largest, 1 month - in a new way); Procedures for current consultations of managers on remuneration issues; Procedures for current consultations of managers on remuneration issues; Satisfaction monitoring new system compensation; Monitoring the level of satisfaction with the new compensation system; Procedures for possible correction of compensation policy. Procedures for possible correction of compensation policy.
TYPES OF WORK MOTIVATION OF EMPLOYEES INSTRUMENTAL PROFESSIONAL PATRIOTIC The work itself is not a significant value for the employee, but is considered by him only as a source of income The employee appreciates its content in the work The employee most of all appreciates the effectiveness of the common cause in which he participates, and the public recognition of his participation
FACTORS OF DETERMINING THE OFFICIAL SALARY Qualification Complexity of the work performed Degree of work independence Degree of responsibility for managing the work of other employees Intensity, harmfulness (danger) of labor Cost of living in the region (settlement) Natural and climatic features Industry specifics
FACTOR-CRITERIA EVALUATION METHOD Work complexity factor Weight of the factor Criteria of the factor Significance of criteria Degree of specialization 0.10 under the supervision of the chief in accordance with the instructions independent 0.2 0.6 1.0 Degree of responsibility 0.20 Only for their own work For the work of the group For the work of the entire unit 0.3 0.6 1.0
TARIFF GRID Tariff category Tariff coefficient Base salary, rub. ten,
EXAMPLES OF CORRELATION OF COMPONENTS OF CASH REMUNERATION trading floor Chief Accountant Deputy gene. directors
ADDITIONAL SOCIAL BENEFITS USED BY RUSSIAN COMPANIES (according to a survey of company executives) public transport Food Loans Medical service Insurance Tourist vouchers, holidays Accommodation payment
CAFETERIA SYSTEM Each employee gets the opportunity to choose from the general list those benefits and services that make him prefer Actively used in the incentive system for managers It spreads rather slowly to other categories of personnel, which is associated with a great need for information and uncertainty about the correct choice
