When Petr Romanov became the director and main co-owner of the privatized Podmoskovny Meat-Packing Plant three years ago, it was in a good financial position. The plant sold its products to all nearby regions and regions, and the volume of these sales grew by 20% per year. People bought the plant's products for their quality. However, Romanov soon noticed that the workers of the plant did not pay enough attention to the level of performance of their work. They made major mistakes: they confused, for example, packaging and stickers for different product samples; the wrong additives were added to the original products; poorly mixed composition of sausages and sausages. There have been cases of workers unintentionally spoiling finished products with workplace cleaners. In general, people did only what they were told for eight hours and then went home.
In order to increase the motivation and commitment of the workers of the plant, Romanov and other managers of the enterprise decided to introduce a system of participation of workers in decision-making into the board. To begin with, they entrusted workers with checking the quality of products. As a result, no top management determined the "taste" of products, and the workers themselves did it on their sites. This state of affairs soon prompted the latter to produce products of higher quality. Employees began to be interested in how much their products cost the enterprise and what buyers think about various varieties of meat and sausage products.
One of the teams even developed a technology for introducing special plastic vacuum packaging for perishable products at its site. To do this, the members of the brigade had to collect necessary information, formulate a problem, establish working contacts with suppliers and other workers in the meat processing plant, and survey supermarkets and butcher shops to learn how to improve packaging. The team took responsibility for defining quality and subsequently for improving manufacturing process. As a result, all this led to the fact that workers began to complain about those whose level of performance was low and whose indifference prevented improvement of work. Later, complaints began to spread to the management staff and were accompanied by demands for their retraining or dismissal. It was decided that instead of being fired, they would be retrained directly at the enterprise with the participation of all interested parties.
Romanov, other senior managers of the enterprise and representatives of the workers developed a new system of payment, called "shared participation in the results of the meat processing plant." Under this system, a fixed percentage of "pre-tax" profits was divided every six months among all employees of the enterprise. Individual participation in shared profits was based on the results of an assessment of the level of performance of each of the participants in this process. The evaluation system itself was developed and implemented by a group of workers of the meat processing plant, representing its individual divisions. So, the employees of the enterprise were evaluated: by their contribution to group work; how they communicate with group members; in their attitude to group work as such; on the discipline of visiting work and on compliance with safety regulations.
In addition, groups or brigades were responsible for selecting, training and evaluating their employees, and if necessary, for dismissing their work colleagues. They also made decisions on the work schedule, required budget, quality measurement, and equipment upgrades. Much that used to be the job of a team leader in such an enterprise is now part of the job of every member of the team.
Peter Romanov believed that the success of his business was determined by the following:
People want to be important. And if this is not implemented, the reason is in the leadership.
People perform at a level that meets their expectations. If you tell people what you expect from them, you can influence the level of performance of their work and thus motivate them.
The expectations of employees themselves are determined by the goals they set for themselves and the reward system.
Any actions of the management and managers of the enterprise to a large extent influence the formation of expectations among employees.
Any employee is able to learn how to perform many new and diverse tasks within their work.
The results of the company's activities show who I am and what my work represents. My job is to create conditions in which the highest level of work performance by each serves both his individual interests and the interests of the enterprise as a whole.
Questions
How and to what extent does Romanov's motivational policy satisfy needs from Maslow's hierarchy?
Explain the success of policy using expectancy theory of motivation.
Would you like to work at a meat processing plant near Moscow? Justify your answer.
Did Romanov focus on "health" factors or on Herzberg's motivational factors in his motivation program?
Describe the existing reward system at the meat processing plant.
Is the success of such a motivational program at enterprises in other industries, including non-material production industries, possible?
Why do people work? Why do some do light work and remain dissatisfied, while others do hard work with pleasure? What needs to be done to make people work better and more productively? How to make work more fun? What causes the desire to work? These and many other similar questions necessarily arise when people are managed. The management of an organization can develop excellent plans and strategies, find optimal structures and create effective systems for transmitting and processing information, install the most modern equipment in the organization and use the most modern technologies. However, all this will be nullified if the members of the organization do not work properly, if they do not cope with their duties, do not behave appropriately in the team, strive with their work to help the organization achieve its goals and fulfill its mission.
The willingness and desire of a person to do his job is one of the key factors the success of the organization. Man is not a machine, he cannot be “turned on” when his work is required, and “turned off” when his work is no longer needed. Even if a person has to perform routine work, very simple in content and easily controllable and accountable, work that does not require creativity and highly qualified, - even in this case, mechanical compulsion to work cannot give a high positive result. The slave-owning system of farming and the communist camp system clearly proved that, contrary to the will and desire of a person, much cannot be achieved from him.
Having a certain disposition, having desires and mood based on a certain system of values, following certain norms and rules of behavior, a person personifies each specific work, and, therefore, “humanizes” it, giving it a unique character to a certain extent. However, this does not mean that it cannot be managed effectively. On the contrary, if you know and understand well what motivates a person, what prompts him to act and what he strives for when doing a certain job, it is possible, in contrast to coercion, which requires constant influence and control, in such a way to build a control over a person that he himself will strive to do their job in the best and most efficient way in terms of achieving the organization's objectives.
Way to good governance man lies through the understanding of his motivation. Only knowing what motivates a person, what motivates him to activity, what motives underlie his actions, one can try to develop an effective system of forms and methods of managing a person. To do this, it is necessary to know how certain motives arise or are caused, how and in what ways motives can be put into action, how people are motivated.
When Petr Romanov became the director and main co-owner of the privatized Podmoskovny Meat-Packing Plant three years ago, it was in a good financial position. The plant sold its products to all nearby regions and regions, and the volume of these sales grew by 20% per year. People bought the plant's products for their quality. However, Romanov soon noticed that the workers of the plant did not pay enough attention to the level of performance of their work. They made major mistakes: they confused, for example, packaging and stickers for different product samples; the wrong additives were added to the original products; poorly mixed composition of sausages and sausages. There were cases when workers unintentionally spoiled finished products workplace cleaners. In general, people did only what they were told for eight hours and then went home.
In order to increase the motivation and obligations of the workers of the plant, Romanov and other managers of the enterprise decided to introduce a system of participation of workers in decision-making into management. To begin with, they entrusted workers with checking the quality of products. As a result, not top management determined the "taste" of products, but the workers themselves did it on their sites. This state of affairs soon prompted the latter to produce products of higher quality. Employees began to be interested in how much their products cost the enterprise and what buyers think about various varieties of meat and sausage products.
One of the teams even developed a technology for introducing special plastic vacuum packaging for perishable products at its site. To do this, the team members had to collect the necessary information, formulate a problem, establish working contacts with suppliers and other employees at the meat processing plant, and conduct a survey of supermarkets and meat stalls to learn about how to improve packaging. The team took on the responsibility of determining quality and subsequently making improvements to the manufacturing process. As a result, all this led to the fact that workers began to complain about those whose level of performance was low and whose indifference prevented improvement of work. Later, complaints began to spread to the management staff and were accompanied by demands for their retraining or dismissal. It was decided that instead
dismissals, they will undergo retraining directly at the enterprise with the participation of all interested parties.
Romanov, other senior managers of the enterprise and representatives of the workers developed a new system of payment, called "shared participation in the results of the meat processing plant." Under this system, a fixed percentage of "pre-tax" profits was divided every six months among all employees of the enterprise. Individual participation in shared profits was based on the results of an assessment of the level of performance of each of the participants in this process. The evaluation system itself was developed and implemented by a group of workers of the meat processing plant, representing its individual divisions. So, the employees of the enterprise were evaluated: by their contribution to group work; how they communicate with group members; in their attitude to group work as such; on the discipline of visiting work and on compliance with safety regulations.
In addition, groups or brigades were responsible for selecting, training and evaluating their employees, and if necessary, for dismissing their work colleagues. They also made decisions on the work schedule, required budget, quality measurement, and equipment upgrades. Much that used to be the job of a team leader in such an enterprise is now part of the job of every member of the team.
Peter Romanov believed that the success of his business was determined by the following:
People want to be important. And if this is not implemented, the reason is in the leadership.
People perform at a level that meets their expectations. If you tell people what you expect from them, you can influence the level of performance of their work and thus motivate them.
The expectations of employees themselves are determined by the goals they set for themselves and the reward system.
Any actions of the management and managers of the enterprise to a large extent influence the formation of expectations among employees.
5. Any worker is able to learn how to perform many new and varied tasks within the framework of his work.
6. The results of the company's activities show who I am and what my work represents. My job is to create conditions in which the highest level of work performance by each serves both his individual interests and the interests of the enterprise as a whole.
Questions for a specific situation
1. How and to what extent does Romanov's motivational policy satisfy needs from Maslow's hierarchy?
2. Explain the success of the expectation motivation theory policy.
3. Would you like to work at the meat-packing plant near Moscow? Justify your answer.
4. Did Romanov focus on "health" factors or on Getzberg's motivational factors in his motivation program?
5. Describe the remuneration system existing at the meat processing plant.
Is the success of such a motivational program at enterprises in other industries, including non-material production industries, possible?
Name the five most important, in your opinion, motivators for the following people:
you personally at work (in class):
1.__________________________________________________________________________
skilled worker:
2.___________________________________________________________________________
3.___________________________________________________________________________
4.___________________________________________________________________________
5.___________________________________________________________________________
clerk in an office
1.___________________________________________________________________________
2.___________________________________________________________________________
3.___________________________________________________________________________
4.___________________________________________________________________________
5.___________________________________________________________________________
professional (doctor, lawyer, teacher):
1.___________________________________________________________________________
2.___________________________________________________________________________
3.___________________________________________________________________________
4.___________________________________________________________________________
5.___________________________________________________________________________
unskilled worker
1.___________________________________________________________________________
2.___________________________________________________________________________
3.___________________________________________________________________________
4.___________________________________________________________________________
5.___________________________________________________________________________
Note: First, do this exercise individually for 10-15 minutes, and then discuss in a group for 20-30 minutes and reach a consensus. Discuss and formulate a common position on this exercise in class with the teacher for 15-20 minutes.
Complete the table, providing logic in explaining your wants and needs.
The test serves to identify the following types of employee motivation:
egoistic. Under him, the desire to get more from the organization than to give it is clearly expressed;
rational. It expects cost and reward to be equal, and
altruistic (collectivist). With him, there is a desire to give more to organizations and other people than to receive from them.
In the process of motivation, the manager must take into account the type of employees. "Egoistic" workers should be restrained, "educated", explaining to them the equality of rights of all other members of the working group and the groundlessness of their excessive claims for remuneration. "Rational" employees act in accordance with Adams's theory of justice, and the practical conclusions and recommendations of this theory are more applicable to them. “Altruistic” employees are the least problematic for managers, as they work without scrupulous calculation. own costs and their correlation with the remuneration received. However, their organizational altruism should not be abused.
Instruction
When answering each of the 5 questions, you are given 10 points, which can be divided between the two proposed answers "a" and "b", depending on their importance to you. You can give more points to the answer that appeals to you, as long as the sum of both answers is 10 points. You can give each answer the same number of points, or use 0 in one of them.
Questionnaire
In any organization, wherever you work:
1. It would be more important for you that:
a) you get more than you give to your work;
b) you give more to your work than you receive.
2. For you it would be more important:
a) help others
b) take care of your needs.
3. Would you be more interested in:
a) you receive from the organization in which you work;
b) you contribute to the organization you work for.
4. The hard work that you would have to do should:
a) benefit the organization;
b) to benefit you.
5. Your motto in relations with the organization would be:
a) no one will help you except yourself;
b) it is better to give than to take.
Take stock
Using the key, add up the points in the following order: 16 + 2a + 36 + +4a + 56. You should get a number from 0 to 50. Depending on the results obtained, three types of employees are distinguished:
“Benevolent” (“altruistic”) are people who prefer to give more to the organization than to take from it.
"Defenders of justice" ("rational") - people who stand up for the fact that the ratio of the contribution of all employees and the reciprocal return from the organization would be the same for everyone.
“Eligible” (“selfish”) - employees who prefer the ratio of their contribution and return from the organization to be more significant compared to other employees (they are more inclined to take from the organization than to give it).
Less than 29 points - to the altruistic type;
19-32 points - to the rational type;
more than 32 points - you are a typical representative of the egoistic type.
Of course, when determining the motivational type of employees, one should also take into account the nature of the organization in which they work or have worked before. Experience in organizations that do not care about people, with a high level of exploitation, the dominance of an authoritarian leadership style, etc., negatively affects the attitude towards the organization and test scores.
The same test can be used to determine the types of employee motivation in relationships with loved ones. In this case, the word "organization" should be replaced by the term "friends" or "friendly group". Often, especially in Russia, there are people who are "selfish" in relation to the organization, but "benevolent" in relations with close people, including workmates. To effectively motivate such employees, it is advisable to maintain informal (of course, within certain limits) relations with them.
(test for the sincerity of the answers of D. Marlow and D. Crown)
To assess the truthfulness of the statements of the subjects, the questionnaires often include the so-called scales of deceit or scales of the desire for approval. Below is one of the options for such a scale, developed by D. Marlow and D. Crown. It is advisable to conduct this test at the beginning of the study of the course "Personnel Management" to determine the degree of sincerity of the group's answers.
Instruction
Read each of the statements below carefully. If you think that it is true and corresponds to the peculiarities of your behavior, then write “yes” next to it, if it is incorrect, then “no”.
Questionnaire
I carefully read each book before returning it to the library.
I don't hesitate when someone needs help in need.
I always pay close attention to how I dress.
At home, I behave at the table in the same way as in the dining room.
I have never disliked anyone.
There was a case when I stopped doing something because I was confident in my abilities.
Sometimes I like to gossip about those who are absent.
I always listen carefully to the interlocutor, whoever he is.
There was a time when I came up with a good reason to justify myself.
Sometimes, I took advantage of a human oversight.
I am always willing to admit my mistakes.
Sometimes, instead of forgiving a person, I try
repay him the same.
There were times when I insisted on doing it my way.
I do not have an internal protest when I am asked to provide a service.
I never get annoyed when people say
opinion opposite to mine.
Before a long trip, I always think carefully about what to take with me.
There were times when I envied the good fortune of others.
Sometimes I get annoyed by people who talk to me
with questions.
When people are in trouble, I sometimes think they got what they deserved.
I never said unpleasant things with a smile.
Take stock
Score points using the key.
You get 1 point for answering “yes” to questions: 1, 2, 3, 4.5, 8, 11, 14, 15, 16, 20 and for answering “no” to questions: 6, 7, 9, 10 , 12. 13, 17, 18, 19.
Add up all the scores for the two positions. The total score is an indicator of "approval motivation". The higher the final indicator, the higher the motivation for approval and, consequently, the higher the person’s willingness to embellish himself, to present himself to others as completely appropriate. social norms. Low rates may indicate both a rejection of traditional norms and high demands on oneself.
Stimulating interest in work is a very important factor in strengthening labor motivation.
Instruction
Choose from the 6 statements below the three most effective ones that increase interest in the work being done (with special cases excluded).
A. The management should inform the team in detail about the nature of the work performed by them.
B. From time to time, the work assigned to employees should be changed so that it does not bother.
C. If you need to get people to do the work, you should combine employees who understand each other well in one group.
D. In detail, in detail, employees need to explain the nature of the work, help them complete it without disruption.
E. The work to be done should be supplemented with new tasks from time to time. It is not bad to organize a competition for the best result.
E. Accurately point out the shortcomings and positive aspects of the work performed by employees.
Take stock
Compare your result with right decisions: options A, D, E.
Information about the nature of the work, as well as the presence of interest in it, provided by the inclusion of new tasks and competition, are decisive factors for success. It is also very important to know your achievements and shortcomings, which are better visible to the manager.
The nature of the employee directly affects his motivation, attitude to work, to other members of the group, to leadership. An effective leader must know both the fundamental traits of his own character and the characteristics of the character of his employees. The proposed test will help to do this.
Instruction
Before you is an evaluation sheet (see Table 6). With its help, on a seven-point scale, determine the severity of the traits of your character that are important for business activity or the character of another person being evaluated, putting the appropriate point on the scale of points. After that, connect all the points with a solid line, and you will get a character profile. At the same time, pronounced features of highly moral behavior are evaluated with seven points (the left side of the scale).
Discuss four types of relationships. To do this, calculate the scores for the sections:
attitude towards people - I, 2, 3;
Evaluation of the character of an employee
faux pas
unscrupulousness
Indifference
carelessness
conceit
Lack of initiative
Uncertainty
slovenliness
extravagance
Striving for profit
1. Tact
2. Integrity
3. Responsiveness
4. Organization
5. Diligence
6. Self-criticism
7. Initiative
8. Altruism
9. Self-confidence
10. Neatness
11. Thrift
12. Moderation in needs
to the point - 4, 5, 6;
to yourself - 7, 8, 9;
to things ~ 10, 11, 12.
Ask others to complete the form. Compare the data of the two estimates. Draw your own conclusions.
(the test was developed in the coordination group for the study of the nature of the Center sociological research Moscow State University in 1992)
The potential of the personnel service is an indicator of the compliance of work with personnel in a particular organization with modern requirements. By using this test any organization can be evaluated. Any professionally competent employee who has worked in the organization for at least a year and is well aware of the real state of affairs, except for managers and employees of the personnel service, can serve as an expert or direct organizer of testing.
Instruction
The test contains 10 positions, each of which contains 10 judgments. Choose the option of judgment that is most appropriate to the state of affairs in the organization being assessed. Each answer ranges from 0 to 10 points. The score is determined by the values indicated next to each of the 10 judgments. The sum of points for all 10 positions will show the value of the determined potential. It is useful to compare the results obtained with the results of evaluations of other organizations. This will identify strengths and weaknesses in the activities of the personnel service.
1. PERSONNEL SERVICE: deals only with registration of admission, relocation, dismissal, etc. - one; personal accounting and training - 2; also certification - 3; also performs one or two other functions - 5; performs eight standard functions (they are named in paragraphs 2-9 of this questionnaire) - 8; performs more than eight functions - 10.
2. EMPLOYMENT: carried out by itself, according to circumstances, without the participation of the personnel service - 0; by ad - 1; under agreements with other organizations, departments, educational institutions- 2; through short published announcements - 3; thanks to detailed publications with a list of requirements for employees - 5; there is a special employee of the personnel service, who selects a small part of the workers - 7; he selects most of the workers - 10.
3. EQUIPMENT OF SUBDIVISIONS: produced purely by chance and only according to the professional principle - 1; the manager by eye tries to select employees, taking into account who will work with whom - 3; There are methods that provide psychological compatibility workers and a normal psychological climate, but they have not really been used yet - 5; such methods are used, but only in separate units - 8; these methods are used in without fail - 10.
4. CONTRACT SYSTEM: absent - 0; used for individual workers in the very general view- 2; for many workers in general - 4; for a few employees, but clearly provides for rights, obligations and sanctions in case of non-compliance on both sides - 7; for almost all employees from top to bottom in a clear expressed form - 10.
5. JOB INSTRUCTIONS: practically absent - 0; exist for individual workers in the most general form - 2; for many workers in the same general form - 4; for the few, but short list duties and functions - 5; for a few, but with a very detailed list, supplemented by regulations, contacts and working hours - 7; practically such instructions are introduced everywhere - 10.
6. CURRENT TRAINING: practically absent - 0; concerns only training in working and technical specialties - 3; occasional lectures are given and/or individual employees are sent to refresher courses - 4; lecture cycles are arranged regularly and/or many are sent to the courses - 6; exists one system current education, including internal, external and independent study - 8; such a system covers all personnel without exception - 10.
7. OFFICIAL PROMOTION: random, unpredictable and largely dependent on superiors - 0; depends on the authorities, which take into account in the selection and business qualities, and personal attitude towards the employee - 2; depends on specific leaders who make objective, but strong-willed decisions during the selection - 4; produced on a competitive basis, but purely formally - 5; on a competitive basis according to objective criteria - 7; there is a promotion schedule for everyone and methods to ensure that ndash is eligible; ten.
8. CERTIFICATION: practically not carried out - 0; carried out on a case-by-case basis for certain categories of personnel - 1; for most categories of personnel, but purely formally - 3; practically for everyone and by several methods that ensure objectivity, but irregularly - 5; according to the same methods strictly regularly - every three to five years - 6; according to test methods that ensure the automaticity of obtaining results - every three years - 8; according to test methods annually - 10.
9. DISMISSAL: carried out simply, without delay and is a routine - 0; management is trying to detain, under a plausible pretext, those who leave for own will- one; employees of the personnel service or management are morally responsible for any fact of dismissal - 5; each fact of dismissal of one's own and non-own will is reflected in the pocket of personnel service employees - 10.
10. WHEN THE STAFF IS REDUCED: Employees are fired immediately according to labor law- 0; those leaving are warned about it in advance - 1; they try to find some other job - 3; they are looking for another job and always in their specialty - 5; vocational guidance and, if necessary, give a new specialty at their own expense or together with the hiring enterprise - 10.
This test can be used to determine the student's ability to conduct a selection interview (interview), as well as the degree of assimilation of the relevant topic of the training course.
Instruction
Read each statement and mark it with the letter "P" ("correct") or "L" ("false"),
Questionnaire
1. During the interview with the applicant for workplace It's best to rely on your feelings.
2. Enumeration of the list of requirements for the employee is an indispensable condition when conducting a conversation with the applicant.
3. To determine if the applicant can work independently, it is best to ask him to describe how he copes with his current job.
4. The question of what hobby the applicant for a place has allows, among other things, to conclude whether he is sociable or not.
5. If the representative of the company describes the conditions at the new workplace to the applicant as very difficult, he will be able to find out if he is ready for such work and what loads he can endure.
6. Do not miss the opportunity to ask the applicant about his attitude towards the opposite sex.
7. The question of whether everything is in order with the applicant in married life should be omitted for reasons of tact.
8. Asking how the applicant feels about working in a team will help to get an idea of his leadership style.
9. This will help to understand how the applicant raises his children.
You can try to find out the religious views of the applicant.
The answer to the question of what newspapers and magazines the applicant regularly reads will give an idea of what his political views are.
By knowing which tailor the applicant sews his clothes, you can find out what position he seeks to achieve.
Intelligence and education should be critical in evaluating an applicant.
There is no need to ask why the applicant wants to leave his former place of work: in this case he will never tell the truth.
If the one who decides to hire a candidate for a managerial position, after a 20-minute conversation with him, makes a mistake in choosing, then he himself is to blame for this.
This test should encourage you to look at the problem of assessing applicants from a different angle.
Take stock
The test helps to identify personal professional orientations and preferences and can be useful both in choosing the nature of work and in evaluating an employee in the recruitment and certification process.
Instruction
Questionnaire
An exciting job that gives you pleasure.
High paying job.
Successful marriage or marriage.
Meeting new people, social events.
Involvement in social activities.
your religion.
Sport exercises.
Intellectual development.
Beautiful cars, clothes, house, etc.
Spending time with family.
Several close friends.
Work on a voluntary basis in non-profit organizations.
Meditation, reflection, prayer, etc.
Healthy balanced diet.
Reading educational literature, watching educational programs, self-improvement, etc.
Take stock
Distribute the scores according to the tables (numbers in the sections of the numbers of the relevant statements).
Professional Data |
financial data |
family data |
social data |
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public data |
spiritual data |
Physical Data |
smart data |
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Total points: |
Total points: |
Total points: |
The higher the total score in each section, the more valuable this direction is for you. At the same time, than closer friend to a friend values in all eight sections, the more versatile person you are. Instruction Write a dictation text in seven to ten lines. Evaluate the handwriting according to the proposed factors, for which, in each of the seven sections, select one indicator.
Take stock Determine the amount of points you have scored and draw conclusions about yourself. The sum of 38-51 points is typical for people with poor health; 52-63 points are timid, passive, phlegmatic people; 64-75 points - these are people who are indecisive, meek, naive, but not deprived of self-esteem; 76-87 points are people who are distinguished by sociability, impressionability and straightforwardness; 88-98 points are people with a stable psyche, brave, savvy, enterprising; 99 - 109 points - these are people with quickness of mind and independence of judgment, at the same time quick-tempered and somewhat selfish; 110-121 points are difficult to manage people. Instruction Put a manuscript (letter) in front of you and evaluate the character of its author according to the following indicators: 1. Frequent dashes, especially long ones and with pressure - aggressiveness. 2. Long loops, especially at the bottom of the letters (as a result, narrow letters are obtained) - efficiency and a penchant for the material rather than the spiritual. 3. Unfinished loops of the lower part of the letters (resolute half-loops or even strokes are written instead of loops) - conservatism. Heavy loops of the lower letters - indecision. Disproportionately large capital letters are a sign of selfishness. 6. Ornateness and twists - a tendency to fussiness, scrupulousness and self-centeredness. Angular capital letters - an inquisitive mind. Finished lower loops of the letters "d", "y", "h" - satisfaction and a penchant for fun. 9. Unusual twists of the upper parts of the letters - the desire for idealism. 10. Pretentiously written out capital letters - extravagance. P. If the second and third vertical bars of capital letters "n", "p", "t", "g", "m", etc. above the first - neuroticism. Letters of different sizes in a line, and especially in one word - inattention and absent-mindedness in various aspects of life. Simplicity and ease of writing in capital letters - calmness, serenity and contentment. Unreasonably large handwriting - inability to live, a tendency to conflict. The smooth flow of even letters in words is a sign of logical common sense. Open (incomplete) upper parts of the letters A, O, D - a tendency to talkativeness. Large angular handwriting - slight excitability. Heavy (large) and sloppy handwriting - rich imagination. If the letters of words climb up or, conversely, run down - romance, restlessness. If the final letters of the words are distinct and larger than the initial ones - openness. Do you agree with these statements? Try using examples of people you know well to analyze the correspondence between the above features of handwriting and character traits. The purpose of the game: to teach students (listeners) to correctly identify and practically demonstrate those skills and characteristics that are required for a successful job in the personnel service. Terms and rules of the game: in the study group, a selection committee is formed of three people: a teacher and two students, the rest of the students act as applicants for vacant positions. The moderator announces a competitive recruitment to the personnel service in the newly created branch of a prestigious company for the production and sale of computer equipment in the following groups: planning and hiring employees; motivation, stimulation and remuneration; labor and disciplinary relations; career guidance and social adaptation; training and promotion of personnel; study and evaluation of personnel; improving the quality of working life; health and safety (the number of groups can be reduced to two). For the selection of applicants, a panel interview is used, which is conducted by a special selection committee. Each candidate is given 5 minutes to prepare and 10 minutes to speak. In his speech, he should: describe the motives that prompted him to take part in competition, explain your choice of a particular group; demonstrate professional competence; talk about what is new and useful it can bring The selection committee evaluates candidates in special cards according to a five-point system. The one with the most points is declared the winner, i.e. will be hired. (developed by D.K. South, modified by G. Vorobyov, used for young professionals in a number of categories) Instruction Validate young specialist who you know from your work (if this condition is not feasible for you, choose a student). You will be asked 33 questions, grouped into 5 skill groups with a maximum score of 20 for each group, for a total of 100. Each question is a statement about your employee, worth a certain number of points. Based on this number, you put your score between 0 and this number (as you see fit). Comment on the data obtained for individual groups of skills and in general. The number of points scored and comparative analysis allow to judge the main groups of qualities of a young specialist (or student). Communication skills (20) He writes in such a way that everyone can understand him - 3.9 The works written by him rarely require alteration - 3.6 His performances are always carefully considered - 2.8 Work records are always correct and accurate - 2.7 Able to always emphasize the main; not immersed in details - 2.5 Able to discuss the results of his work concisely, clearly, exhaustively - 2.3 Able to give explanations - 2.2 Relationships (20) Patient with those who have less knowledge than him - 4.5 Gets along well with all types of people - 4.4 Respects the judgments and abilities of other people - 3.9 Ready to take advice - 3.6 Listens to someone else's point of view - 3.6 Motivation (20) Willing to work overtime when needed - 4.6 He devotes all his strength and abilities to the solution of the task assigned to him - 3.7 If free time is given, actively looking for a job - 3.1 Often performs work "in excess of the norm" - 3.1 Doesn't quit work until it's done - 2.8 Strives to complete the task completely, without imperfections - 2.7 Special skills (20) Prefers to lead the wards, rather than goad them - 3.6 Knows how to organize the work of others - 3.6 Spends time reading specialized literature - 3.1 Requires strong evidence before agreeing to a proposal - 2.9 Able to put into practice their theoretical knowledge - 2.4 Knows how to find some way to solve an existing problem - 2.4 Can break a complex problem into relatively simple parts - 2.0 Self-reliance (20) Does not get out of the rut with surprises at work - 3.8 Not output from peace of mind factors such as work overload, tight deadlines, etc. - 3.8 Does not avoid decisions and does not hesitate when making them - 2.5 Solves problems himself, does not ask others about it - 2.2 Remarks and frivolous reproaches are easily tolerated - 2.2 Not afraid to ask questions - 2.1 Relies on own judgment where possible and reasonable - 1.9 Ready to admit a mistake, if in fact he made one - 1.5 The test can be used when studying the question of post-certification interview. Quite often, during the certification process, employees declare their desire to change jobs or engage in more interesting activities. The organization does not always have such opportunities, and often it is not advisable for the employee either. The proposed test methodology helps to deepen the understanding of the problem and make the right decision. Instruction One of your subordinates said that he is not satisfied with his work, he does not like it, and asks to entrust him with a more interesting task. How would you react to such a statement from a subordinate? A. I will determine what kind of work would give him satisfaction and, if possible, I will provide such work as soon as possible. B. I think that everyone would like to have a job that they love and that brings satisfaction. However, the company cannot provide such an opportunity to all employees. Therefore, I will try to convince the employee that many employees are patiently working in the areas assigned to them. B. Explain that job satisfaction is determined by how you treat it and how you do it. It must be proved that one can also get great satisfaction from the work he does, if you see the creative principle in it. Correct answer: option B. Satisfaction with work is the feeling that you are fully revealing your strengths in it and realizing your abilities, and that your activity makes sense and is properly appreciated by others. One and the same work can generate both satisfaction and dissatisfaction, displeasure: it all depends on your attitude towards it. Therefore, if the applicant is transferred to the job he desires, and his mood and attitude to the duties performed remain the same, then the satisfaction that has temporarily appeared in the new place is unlikely to last long. By itself, a job change is unlikely to benefit both the employee and the organization. In addition, one has only to follow the lead of one employee, as the question immediately arises of the need to transfer to better places and others. Therefore, in any case, it is necessary to achieve a correct understanding of the essence of job satisfaction by subordinates. The test assesses the degree of satisfaction with the basic needs of a person. With its help, you can identify the most important needs - motivators of employees. Knowledge of such needs allows the manager to effectively build a system of motivation in working group. So, if some employees are dominated material needs, then it is possible to increase their labor diligence, first of all, by giving them the opportunity to earn good money (for example, by providing a complex, well-paid task, overtime work etc.). Employees who have pronounced security needs (fears of losing their jobs, being reprimanded, being compromised in the eyes of their comrades, etc.) should be reassured and assured of the stability of their position. Under dominance social needs for a person, good, friendly relations in the team, a good moral climate are most important. If the employee's leading need is the need for recognition, then for him the priority stimulants will be the prospect of career growth, signs and symbols of recognition and respect, and a career. For those employees who are dominated by the need for self-realization, the most important stimulant is creative work, autonomy, and participation in decision-making. Skillfully using various incentives based on an individual approach to employees, knowledge of their leading needs, the manager will be able to increase motivation. Instruction First compare the statements below (one by one) and then write each result in a column of the table. So, if, when comparing the first statement with the second, you find the second one preferable for yourself, then enter the number 2 in the initial empty cell of the first column. If the first statement is preferable, then enter the number 1. Then do the same with the second statement: compare it first with the third, then with the fourth and enter the result in the second column. Work with the rest of the statements in the same way, gradually filling out the entire form. Questionnaire Say out loud the phrase "I want ..." for each statement: Earn recognition and respect. Have warm relationships with people. Secure your future. Earn a living. Have good interlocutors. Strengthen your position. Develop your strengths and abilities. Provide yourself with material comfort. Raise the level of skill and competence, Avoid trouble. 11. Strive for the new and the unknown. Secure yourself a position of influence among those around you. Buy good things. Engage in a job that requires full dedication. Be understood by others. Take stock Use the key to score. 1. When you're done, determine the number of points (i.e., preference or choices) for each statement. Choose the five statements with the highest scores and arrange them in a hierarchy. These are your main needs. 2. To determine the degree of satisfaction of the five types of basic needs, calculate the sum of points for the five relevant sections for the following questions: Material needs: 4, 8, 13; Security needs: 3, 6, 10; Social (interpersonal) needs: 2, 5, 15; Need for recognition: 1, 9, 12 Need for self-expression: 7, 11, 14. Rate your result. To do this, calculate the scores for each of the five sections and put the result on the vertical axis of the graph. By points - points, build a general graph of the result, which will indicate three zones of satisfaction for five needs. The test helps to determine the leading needs of the individual. Its methodological basis is the theory of motivation by D. McClelland, as well as a number of its more modern interpretations. Knowing your basic needs is the starting point of self-motivation, personal management. In addition, knowing the leading needs of employees and using appropriate incentives, the manager can increase labor motivation employees. Instruction You are offered 15 statements. Express your agreement ""Fully agree" - "PS") or disagreement ("disagree" - "C") with each of them by choosing the appropriate number of points.
Take stock In order to determine your dominant needs, complete the table. You need to put the number of points that corresponds to your answer to the question.
In total, each column should give from 5 to 25 points. The column with the highest score will determine your dominant need. The test allows you to assess the degree of readiness for risk. Risk is understood as an action at random in the hope of a happy outcome, or as a possible danger, as an action performed under conditions of uncertainty. “completely agree”, “completely yes” - 2 points; “more yes than no” - 1 point; “neither yes nor no”, “something in between” - 0 points; “no more than yes” - 1 point; "Complete no" - 2 points.
Take stock Calculate the amount of points you have scored in accordance with the instructions and evaluate your result. The overall test score is given on a continuous scale as a deviation from the mean. Positive responses indicate a propensity to take risks. Test value; from -50 to +50 points. Less - 30 points. You are too careful. 10 - +10 points. Average values. Over +20 points. You are risk averse. A high willingness to take risks is accompanied by a low motivation to avoid failure (protection). Willingness to take risks is directly proportional to the number of mistakes made. Research has also shown that: risk appetite decreases with age; more experienced workers are less willing to take risks than inexperienced ones; InstructionYou are offered 41 statements. Confirm each of them with the answer "yes" if you agree or "no" if you do not share it. When there is a choice between two options, it is better to make it faster than to postpone it for a certain time. I get easily irritated when I notice that I cannot complete a task. When a problem situation arises, I am most often one of the last to make a decision. When I refuse a difficult task, I then severely condemn myself, because I know that in it I would have succeeded. I'm more attracted to other work than the one I'm in. I know that my colleagues consider me an efficient person. Obstacles make my decisions harder. It's easy for me to be ambitious. Sometimes I put off what I should have done now. Sometimes you don't know what kind of work you have to do. I usually pay little attention to my accomplishments. When I work with others, my work produces greater results than the work of others. I envy people who are not busy with work. I do not envy those who aspire to power and position. When I'm sure I'm standing on the right way, then to prove my case, I go right up to extreme measures. Take stock Using the key, count the number of points. You get 1 point for answering “yes” to questions: 2, 3, 4, 5, 7, 8, 9, 10, 14, 15 16, 17, 21, 22, 25, 26, 27, 28, 29, 30, 32, 37, 41 and for answering “no” to questions: 6, 13, 18, 20, 24, 31, 36, 38, 39. Answers to questions 1, 11, 12, 19, 23, 33, 34, 35, 40 are not taken into account. 1-10 points. Low motivation to succeed. 17-20 points. Moderately high level of motivation. Over 21 points. Too high a level of motivation to succeed. Compare your scores to the results of the following two tests, Motivation to Avoid Failure and Risk Willingness. Research has shown that people who are moderately and highly success-oriented tend to take moderate risk. Those who are afraid of failure prefer a small or, conversely, too high a level of risk. The higher the person's motivation for success - achieving the goal, the lower the willingness to take risks. At the same time, the motivation for success also affects the hope for success; with a strong motivation for success, the hopes for success are usually more modest than with a weak motivation for success. In addition, people who are motivated to succeed and have high hopes for it tend to avoid high risk. Those who are highly motivated to succeed and have a high willingness to take risks are less likely to have accidents than those who are highly motivated to take risks but highly motivated to avoid failure (protection). Conversely, when a person has a high motivation to avoid failure (protection), then this prevents the motive for success - achieving the goal. Instruction If you want to know how strong your motivation is to achieve your goal, try without thinking, but clearly answer “yes” or “no” to each of the proposed questions. Questionnaire If there is a choice between two options, then it is better to make it faster than to postpone it for a certain time. I get easily annoyed when I notice that I can't complete a task 100%. When I work, it looks like I'm putting everything on the line. If a problematic situation arises, then I often make the decision one of the last. When I have no business for two days in a row, I lose my peace. Some days my progress is below average. I am more strict with myself than with others. I am more friendly than others. When I refuse a difficult task, I then severely condemn myself, because I know that in it I would have succeeded. In the process of work, I need small breaks to rest. Diligence is not my main feature. My achievements in work are not always the same. I am more attracted to other work than the one in which I am busy. Blame stimulates me more than praise. I know that my colleagues consider me a business person. Obstacles make my decisions even harder. I am easily ambitious. When I work without inspiration, it is usually noticeable. I do not rely on the help of others to do my work. Sometimes I put off what I should have done immediately. You need to rely only on yourself. There are few things in life that are more important than money. Whenever I have an important task to do, I don't think about anything else. I am less ambitious than many others. At the end of a vacation, I'm usually glad that I'll be back at work soon. When I am disposed to work, I do it better and more qualified than others. I find it easier and easier to communicate with people who can work hard. When I don't have things to do, I feel uneasy. I have to do responsible work more often than others. When I have to make a decision, I try to make it the best I can. My friends sometimes think I'm lazy. My success to some extent depends on my colleagues. It is pointless to oppose the will of the leader. 34. Sometimes I don't know what kind of work I have to do. When things don't go well, I'm impatient. Usually I pay little attention to my achievements. 37. If I work together with others, my work produces results than the work of others. Much of what I undertake, I do not bring to the end. I envy people who are not very busy with work I do not envy those who seek power and position 41. If I am sure that I am right, then I can even go to extreme measures to prove my innocence. Take stock Use the key to score. For each “yes” answer to questions: 1, 2, 3, 4, 5, 7, 8, 9, 10, 14, 15, 16, 17 19, 21, 22, 23 25, 26, 27, 28, 29 , 30, 32, 37, 40, 41 and for each “no” answer to questions: 6, 11, 12, 13, 18, 20, 24, 31, 33, 34, give yourself 1 point. Then find the score. Rate your result. 28-32 points. A very strong motivation for success, you are persistent in achieving the goal, ready to overcome any obstacles. 15-27 points. The average motivation to succeed is the same as most people. Your pursuit of a goal comes in an ebb and flow: sometimes you want to give up everything because you think that the goal you were striving for is unattainable. points or less. The motivation to succeed is very weak. You are satisfied with yourself and your position, convinced that regardless of your efforts, everything will go on as usual. (a test for assessing the level of personality protection, motivation to avoid failures, fear of misfortune was proposed by T. Ehlers) Instruction You are offered a word list of 30 lines, 3 words per line. In each line, choose only one of the three words that most accurately characterizes you, and mark it
Take stock Use the key to score. You get 1 for each of the following choices: the first digit before the dash is the row number, the second digit after the dash is the column number that contains the desired word: 1/2; 2/1; 2/2; 3/1; 3/3; 4/3; 5/2; 6/3; 7/2; 7/3; 8/3; 9/1; 9/2; 10/2; 11/1; 11/2; 12/1; 12/3; 13/2; 13/3; 14/1; 15/1; 16/2; 16/3; 17/3; 18/1; 19/1; 19/2; 20/1; 20/2; 21/1; 22/1; 23/1; 23/3; 24/1; 24/2; 25/1; 26/2; 27/3; 28/1; 28/2; 29/1; 29/3; 30/2. For example, 1/2 means that the word that received 1 point is in the first row, in the second column - "vigilant". Other selections do not receive points. The higher the score, the higher the level of motivation to avoid failures, protection. 2-10 points. Low motivation to defend. 12-15 points. Average level motivation. 17-20 points. High level of motivation. Over 20 points. Too high level of motivation to avoid failure, protection. Correlate your indicators with the results of the “Motivation for Success” and “Risk Readiness” tests. D. McClelland's studies have shown that people with a high level of protection, i.e. fear of accidents are more likely to get into such trouble than those who have a high motivation for success. In addition, people who are afraid of failure (high level of protection) prefer small or, conversely, excessively large risks, where failure does not threaten prestige. The German researcher F. Burkard argues that the setting for protective behavior at work depends on three factors: the degree of perceived risk; prevailing motivation; experience of failure at work. Two circumstances reinforce the setting for defensive behavior: first, when it is possible to obtain the desired result without risk; the second is when risky behavior leads to an accident. Achieving a safe result in case of risky behavior, on the contrary, weakens the attitude to protection, i.e. motivation to avoid failure |
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| - Self-expression - Recognition, self-affirmation - Involvement and belonging - Security | - participation of the bank's specialists in international symposiums, seminars and conferences held by leading Western training and consulting companies. - holding a corporate training seminar for secretaries "Psychology business communication. Paperwork” - holding conferences for the management staff - granting a large degree of independence to employees - implementation of the “Concept for organizing an integrated training system for employees of Alfa-Bank OJSC”. - training of specialists of the bank's regional divisions - creation of corporate circles - holding round tables (seminars-meetings in functional areas) - medical insurance |
Based on the theory of motivation by F. Herzberg, highlight the "hygienic factors" and "motivators" used by Alfa-Bank. What are they?
Is the competition between the regional divisions of the bank a motivating factor? Explain your answer.
Of course, the competition between the regional divisions of the bank is a motivating factor, since, first of all, it serves as an incentive for the successful work of the divisions themselves. The scope of the competition forces each department and each employee to reveal their potential and work to their full potential.
How does the training system for employees of Alfa-Bank OJSC affect labor motivation?
The Alfa-Bank employee training system gives employees the opportunity to improve their skills, learn new skills, and exchange experiences. All this helps the employee to establish himself, develop a desire to work and achieve the set external and internal tasks. It is faith in oneself, awareness of one's importance and competence that stimulates the employee to start his activity with renewed vigor.
Is the success of such a motivational program possible in small organizations, other industries?
Such a motivational program can be successfully implemented in small organizations, as well as in other industries. But, of course, it is important to take into account the scale of the enterprise, the possibilities and, in accordance with this, choose the ratio of material and moral motives, choose specific forms of motives, and apply an individual approach to employees.
4 Situation for analysis “Who should pay?”
In our opinion, for the optimal solution of this problem, it is necessary to speak at the board of directors and propose to develop a compromise plan that will share bonuses between management and workers.
The ratio of bonuses should be realized to a greater extent in favor of employees who are directly involved in the core business. In case of refusal of its own promise in the form of bonus payments, management can completely demotivate employees, reduce key performance indicators, and increase staff turnover.
This will be the most rational way out of this situation, since:
1) the expectations of employees that the efforts will ultimately give the desired result will remain;
2) the desire of employees to successfully perform their work will not disappear;
5) interpersonal relations between the manager and the employee will improve.
- 29.14 KbTimoshchenko Ksenia MBA-112(A)
CASE STUDY "MOTIVATION OF WORKERS OF THE MEAT PROCESSING PLANT"
- How and to what extent does Romanov's motivational policy satisfy the needs of Maslow's hierarchy?
As you know, Maslow's hierarchy of needs is a theory of motivation, according to which all the needs of an individual can be placed in a “pyramid” as follows: at the base of the “pyramid” are the most important human needs, without which the biological existence of a person is impossible, at higher levels of the “pyramid” ”there are needs that characterize a person as a social being and as a person. It is impossible to satisfy a higher need without satisfying, at least partially, a lower one. As needs are met, desires are shifted - human needs to a level, step, higher.
Maslow believed that people are motivated to seek personal goals, and this makes their lives meaningful and meaningful. He described man as a "desiring being" who rarely reaches a state of complete, complete satisfaction. The complete absence of desires and needs, when (and if) it exists, is short-lived at best. If one need is satisfied, another one rises to the surface and directs the person's attention and effort. When a person satisfies her, another noisily demands satisfaction. Human life is characterized by the fact that people almost always want something.
Romanov's motivational policy is aimed at satisfying secondary human needs, namely the "need for respect" and "the need for self-expression". The need for respect came to the fore when workers began to work in groups, began to take part in making common solution, were responsible for the selection, training, and, most importantly, EVALUATION of the personnel, respectively, there was a sense of their own importance. We can trace the need for self-expression when each employee takes part in the management of the organization, develops and implements new technologies. In addition, accepted new system payment based on results, contributes to the disclosure of the capabilities of each employee.
- Did Romanov focus on Herzberg's "health" factors in his motivation program?
As a result of Herzberg's research, two groups of factors have been identified that affect labor motivation in different ways.
Hygiene factors, or "health" factors, are associated with environment where the work is being done. These include wages, safety and conditions at the workplace (noise, lighting, comfort, etc.), status, rules, routine, work schedule, quality of management control, relationships with colleagues and subordinates. By themselves, they do not cause satisfaction among employees, but their deterioration or absence gives rise to dissatisfaction with work and demotivation.
Motivating factors are related to the nature and essence of the work. They directly cause satisfaction with work, a high level of motivation and labor achievements, and are stimulants for effective work. The motivating factors include the achievement of goals, the possibility of success and recognition, interesting content of work, a high degree of independence and responsibility, professional and official growth, the possibility of personal self-realization.
Romanov focused on both "health" factors and Herzberg's motivational factors in his motivation program.
Hygiene factors include the fact that workers began to complain about those whose level of performance was low, and whose indifference interfered with the improvement of work. Later, complaints began to spread to the management staff and were accompanied by demands for their retraining or dismissal. It was decided that instead of being fired, they would undergo retraining directly at the enterprise with the participation of all interested parties (interpersonal relations)
Employees of the enterprise were evaluated on their contribution to group work, on how they communicate with group members, on their attitude to group work as such, on the discipline of attending work and on compliance with safety regulations (the nature of control, working conditions). The workers themselves checked the quality of products (control).
Motivating factors include:
One of the teams has developed a technology for introducing special plastic vacuum packaging for perishable products at its site. To do this, the team members had to collect the necessary information, formulate a problem, establish working contacts with suppliers and other employees of the Meat Processing Plant, and conduct a survey of supermarkets and meat stalls to find out how to improve packaging. The team took responsibility for determining quality, and subsequently for improving the production process (accordingly, according to the theory of motivation, we can distinguish here responsibility, recognition and growth of opportunities).
In addition, groups or brigades were responsible for selecting, training and evaluating their employees, and if necessary, for dismissing work colleagues. They also made decisions on the work schedule, required budget, quality measurement, and equipment upgrades. Much that used to be the work of a group leader in such an enterprise has now become part of the work of each member of the group (according to the theory of motivation - a sense of success, responsibility, recognition and promotion).
- Explain the success of policy using expectancy theory of motivation.
The motivational theory of expectations by V. Vroom is the degree of motivation of the employees of the organization to work (or any other activity) depends on their ideas about their abilities to perform the tasks they face and the reality of achieving the goal. According to the motivational theory of expectations, it is not the needs of people themselves that have a motivational effect, but the thought process in which the individual evaluates the reality of achieving the goal and receiving the desired reward. The degree of motivation is also influenced by the value or attractiveness for the individual of the results obtained. If the results that can be achieved by good work and significant efforts are not of interest to a person, his motivation is at a low level. On the contrary, results that are valuable to the individual create strong motivation.
The greatest result is achieved here if the employees are confident that their efforts will achieve the goal and will provide an opportunity to receive a particularly valuable reward (large income). And at the same time, the motivation to work weakens if the probability of success or the value of the reward is estimated low. When implementing this theory in practice, this means that even before starting work, it is necessary to establish and explain to the employee a rigid relationship between the results achieved by him and remuneration, and also to form a high, but real level of expected results.
The success of the policy of using the motivational theory of expectation lies in the fact that workers do not just go to work, but also receive moral and material pleasure from it. It lies in the fact that workers feel their importance in the production process and can influence the result. They set new goals and strive to achieve them. On the material side, the worker expects remuneration for his work and professional recognition. But the most important thing is that if an employee does not receive moral pleasure from the work process, perhaps even feels some disgust, then no matter how high the salary is paid to him, he will never show good results. Therefore, it is important to balance the importance of indicators of material and moral pleasure from the work process.
- Describe the existing reward system at the meat processing plant.
Within the framework of the wage system proposed by Romanov, a fixed percentage of “pre-tax” profit was divided every six months among all employees of the enterprise, individual participation in the divided profit was based on the results of assessing the level of performance of each of the participants in this process. The evaluation system itself was developed and implemented by a group of workers of the meat processing plant, representing its individual divisions. Thus, the employees of the enterprise were evaluated:
- on their contribution to group work;
- how they communicate with group members;
- in their attitude to group work as such;
- on the discipline of visiting work and on compliance with safety regulations.
Labor bonuses are an additional form of remuneration paid to an employee in case of achievement of certain results by the organization as a whole or by its specific subdivision, as well as taking into account the individual contribution of the employee to the final results.
Paying a bonus to a particular employee, the manager evaluates his professionalism, stimulating him to better work, at the same time stimulating his colleagues to achieve higher results.
- Is the success of such a motivational program at enterprises in other industries, including non-material production industries, possible?
I think that the correct use of such a motivational program will give positive results in any industry, including in the non-material production sector (for example, trade, housing and communal services, consulting services, healthcare systems, sports, culture, etc.).
Motivation determines not just the desire to work, but to work efficiently, and for any employer, the criterion of quality should be above all. And only using a suitable and fair remuneration system, providing employees with comfortable working conditions and a developed motivation system, you can achieve high results, and as a result, high income and create a NAME for yourself, earn the respect of competitors.
- Would you like to work at the Podmoskovny Meat Processing Plant?
Justify your answer.
I'm more inclined towards a positive answer.
Firstly, because the prospect of career growth is essential and possible there. Moreover, in the case described in this case, the prospect is absolutely real for those who really WANT to work. The emphasis was on "People want to be great," and this spurs the desire to achieve new heights.
Secondly, in production, you can not only perform monotonous work, but also develop professionally (master new production technologies, recipes, study the market, be responsible for quality). Moreover, develop morally (understand that a lot depends on you, feel like a necessary link in the production chain). Romanov stated that one of the success factors of his business was that "any worker is capable of learning to perform many different new tasks within his job." When a person feels his multitasking, then, accordingly, there is confidence in his value in the labor market.
Thirdly, a high team spirit is also an excellent motivation for work. Because the employee begins to feel not only responsibility for himself, but also for those who work with him, since only together can very high results be achieved. Romanov noted that "the expectations of employees themselves are determined by the goals they set for themselves and the remuneration system." Healthy competition gives strength and takes teamwork to a new level.
Short description
As you know, Maslow's hierarchy of needs is a theory of motivation, according to which all the needs of an individual can be placed in a “pyramid” as follows: at the base of the “pyramid” are the most important human needs, without which the biological existence of a person is impossible, at higher levels of the “pyramid” ”there are needs that characterize a person as a social being and as a person. It is impossible to satisfy a higher need without satisfying, at least partially, a lower one. As needs are met, desires are shifted - human needs to a level, step, higher.
1. How and to what extent does Romanov's motivational policy satisfy the needs from Maslow's hierarchy?
Maslow's hierarchy of needs are:
Let's look at the top:
The need for self-actualization in self-realization is a system of employee participation in decision-making.
The need for respect and appreciation - checking the quality of products by workers.
The need for affiliation (joining people to a group) is work in a team in new conditions.
The need for security - they solve financial and managerial issues themselves.
Physiological needs - they receive a decent salary for which they can satisfy their physiological needs.
2. Explain the success of the expectation motivation theory policy
The success of using the motivational expectancy theory was ensured in advance, since it used the full satisfaction of the needs of the individual from Maslow's hierarchy.
3. Would you like to work at the meat-packing plant near Moscow?
I would like to work there in such conditions.
4. Did the Romanovs focus on "health" or Getzberg's motivational factors in their motivation program?
According to Herzberg's theory, the presence of hygiene factors will not motivate workers. It can only prevent the emergence of a feeling of job dissatisfaction. In order to achieve motivation, the leader must ensure the presence of not only hygienic, but also motivating factors.
5. Describe the existing reward system at the meat processing plant
The existing remuneration system at the meat processing plant is one of the options for the remuneration system for labor participation(labor coefficient).
6. Is the success of such a motivational program possible at enterprises in other industries, including industries of non-material production?
The success of such a motivational program at enterprises in other industries is quite possible, it is only necessary to take into account the specifics of the industry when developing a motivational program.
Topic 6 Setting goals in the organization
Questions for a specific situation
1. Which of the goals considered in the situation relate to individual, group and organizational?
Quality of service:
Individual goal - if we consider the work of each employee;
· Group goal - if we consider the quality of service as a whole for the group;
· Organizational goal - if we consider the quality of service as a whole for the organization.
Safety precautions:
Individual goal - if we consider the observance of safety regulations by each employee;
Group goal - if we consider compliance with safety regulations as a whole for the group;
· Organizational goal - if we consider the safety compliance of the organization.
Discipline of coming and going:
Individual goal - if we consider each employee;
· Group goal - if we consider the time of arrival and departure as a whole for the group;
· Organizational goal - if we consider the time of arrival and departure for the organization.
Cost Savings:
· Individual goal - if we consider the cost savings of each employee;
· Group goal - if we consider cost savings for the group as a whole;
· Organizational goal - if we consider cost savings for the organization.
2. Why do you think these four indicators were chosen to monitor the work of the groups?
This example was taken for a certain time period (90s of the XX century). Based on the fact that the wage system did not depend on the quantity and quality of people's work, these indicators were chosen. In addition, these indicators were quite easy to determine, and therefore compare. Also, most likely, there was some kind of reporting by the State Customs Service to other organizations precisely on these indicators (that is, the work of the head of the State Customs Service was evaluated according to these indicators).
3. What method was used to set goals in each of the study groups? Were elements of “management by objectives” used? if so, which ones? Back up with facts.
The situation says that each group was studied for one of four goals. In one of the groups, the master once a week informed which of the group had achieved the goals of the previous week.
4. Reasonably explain why the “self-esteem” group lost?
This group received no reinforcement for their achievements.
5. What would you advise Stepan to use as a quantitative expression of each of the four indicators established for groups.