Management of employees' motivation for safe work. Employee motivation management. Management of internal motivation of employees to comply with labor protection requirements

UDK 331.103

MANAGEMENT OF INTERNAL MOTIVATION OF EMPLOYEES FOR SAFE WORK AND IMPLEMENTATION OF LABOR SAFETY REQUIREMENTS

Causes of traumatism are given. There is a low level of labor protection culture and its dependence on motivation for safe work. The article provides suggestions for increasing the motivation to perform work in accordance with the standards in force in the field of labor protection.

Keywords: MANAGEMENT OF LABOR SAFETY, MOTIVATION TO SAFE WORK, REQUIREMENTS FOR THE MANAGEMENT SYSTEM OF LABOR SAFETY

II. PROBLEMS AND OPINIONS

V.A. Matvienko

Head of the Center for Additional vocational education Kemerovo Institute (branch) FGBOU VPO "PREU" G.V. Plekhanov"

T.M. Kostina

teacher of the Kemerovo Institute (branch) FGBOU VPO “PREU named after G.V. Plekhanov"

T.A. Tumanova

Senior Lecturer FGBOU VPO Kemerovo Technological Institute of Food Industry

In the context of the existing economic situation in Russian Federation, increasing the competitiveness of enterprises is one of the current trends. In his 2003 address to the Federal Assembly, the President of the Russian Federation set the task of doubling the country's gross domestic product (GDP) in a decade. At the same time, he noted that in order to solve this problem, “consolidation of political forces and society” will be required. It should be noted that for the period from 2003 to 2013. GDP increased by only 48.5%.

At present, an opinion has been formed on external and internal factors that determine the competitiveness of the enterprise. And if external factors practically do not depend on the enterprise, then the internal ones lie in the field of activity of the management and are a tool for ensuring its competitiveness. At the same time, factors such as production and organizational structure enterprises; degree of personnel qualification; control system.

Since at the heart of any production,

institutions, organizations is human activity, it is quite obvious that the share of influence of each factor on the competitiveness of the enterprise depends on the person.

Annual analyzes of the causes of industrial accidents with severe consequences allow us to conclude that almost two thirds of accidents occur due to anthropogenic causes (“ human factor"). Basically, this is an unsatisfactory organization of work, violations of work technology and safety rules, labor discipline. As a rule, the implementation of these causes into negative phenomena is accompanied by a low level of professionalism and ignorance of security issues.

Thus, the maxim of the times of the industrialization of our country - "Cadres decide everything" is still relevant today.

The main goal of any enterprise is to make a profit, and to achieve it, an increase in the quantity and quality of products is required. As a rule, economic spending on non-production needs, including improving working conditions and increasing the level of safety, is undesirable, which significantly reduces the competitiveness of enterprises and causes a high level of injuries, including fatalities, and a large number of jobs with harmful working conditions. .

State, having priority of its policy in the field of labor protection, the preservation of the life and health of employees, has assigned a number of obligations to the employer, including providing employees with working conditions that meet safety and hygiene requirements. The local regulatory framework for the fulfillment of the above responsibilities is the labor protection management system (OSMS).

OSMS in fact, being a part (subsystem) organizational system enterprise management depends on the type of its structure and the specifics of production.

Guidelines for the development and implementation of an OSMS for linear structure

management is GOST 12.0.230-2007 “Occupational safety and health management systems. General requirements” and GOST R 54934 - 2012 “Occupational safety and health management systems” for the rest. The working time fund lost due to industrial injuries, compensations provided to employees when working in places with harmful working conditions, in the form of reduced working hours and additional leave, reached 180.1 million man-days, which in monetary terms amounted to 1.1 trillion rubles and led to a decrease in GDP by about 7%. The structure of the specified loss of working time is shown in Table 1.

Practice shows that the employer, who, according to the law, is the main person responsible for labor protection at the enterprise, is not motivated to fulfill this direction of his duties, and, being the manager of finances, often does not find it necessary to allocate them for labor protection, which is a violation of the requirements of the federal law of the Labor Code .

This situation could not but affect the trend of increasing the number of jobs with harmful and dangerous working conditions and, in turn, led to an increase in injuries, occupational morbidity, working hours and economic costs.

Economic losses resulting from unsatisfactory working conditions consist of:

Expenses for compensation and means of protection for employees employed in work with harmful and (or) dangerous working conditions;

Expenses of the Pension Fund of the Russian Federation for the payment of early pensions for work in harmful and (or) dangerous working conditions;

Costs due to the loss of the working time fund due to adverse working conditions and injuries.

In the period from 2009-2013. In Russia, there has been a trend towards an increase in the proportion of workers employed in harmful and (or) dangerous working conditions (Table 2).

Table 1 - Loss characteristics

Cause % of 180.1 million man-days

Additional leave 77,6

Shortened working hours 13.7

Loss of work due to industrial injuries 8,3

Table 2 - The share of workers in conditions that do not meet hygienic standards

Year 2009 2010 2011 2012 2013

Indicator, % 27.5 29.0 30.5 31.8 32.2

The highest proportion of workers in harmful conditions labor force (with an average in Russia of 32.2%) was observed in 2013 in the Siberian Federal District - 41.9%, while in Kemerovo region it amounted to 59.9%, which is the highest figure in the Russian Federation. The high figure is explained by the large number of coal mines, since 77.8% of jobs in underground coal mining are characterized by unsatisfactory working conditions.

According to Rospotrebnadzor, in 2013 for the first time an occupational disease was detected in 6993 people, which increased by 4.4% compared to 2012, more than a third of them are in the Siberian Federal District, of which 1227 people are in the Kemerovo region.

In Russia average level occupational diseases first diagnosed in 2013 is 2.5 cases per 10 thousand employees, while in the Kemerovo region 19.6 cases per 10 thousand employees, the highest level of occupational disease among workers employed in underground coal mining is 135.1 per 10 thousand employees.

Abroad, where the economic system of production and distribution based on private property has been historically developed, the employer, not without the help of strong trade unions, has realized that only a socially protected worker with normal working conditions is motivated for high-performance work - to produce a lot of products and good quality.

Personnel motivation is targeted and largely determines the state of the country's economy.

Human behavior, reflecting his internal state, depends on external factors - incentives. Efficient activity is possible only if the employees have the appropriate motivation, i.e., the desire to work. Positive motivation activates human abilities, negative - inhibits their manifestation.

To avoid additional costs and other negative consequences from industrial accidents, the actions of the employer should be aimed at motivating all personnel to perform work without violating technology, equipment operation instructions, safety rules, etc.

At the same time, given a significant proportion of the causes of accidents of an anthropogenic nature, it is necessary to pay attention to the training of personnel in occupational safety and hygiene, as well as to increase the level of professionalism. In practice, this means that engineering and technical personnel must know and perform work in accordance with job description, and ordinary personnel - instructions on labor protection.

It is the joint actions of the entire team of the enterprise, including the employer, that will be able to form the responsibility of each person for safety at their workplace, and at the employer's - at all workplaces.

All employees, and first of all managers of all ranks, must be informed, trained and involved in the management of labor protection, as well as monitoring the implementation of safety and hygiene requirements. Practice, namely, the attendance of labor protection training courses, shows that the higher the rank of the head, the more formal his attitude to the study of issues and problems in this area.

Since January 2014, the certification of workplaces has been replaced by a new procedure - a special assessment of working conditions. Without noting its features, disadvantages and advantages, we note that federal law“On a special assessment of working conditions”, the task is to raise the interest, that is, to motivate employers to exclude harmful and dangerous factors the working environment and the labor process in the workplace or reduce their negative impact through the application effective means personal protection. For this purpose, the law provides for the introduction of an additional rate of insurance contributions to the Pension Fund of the Russian Federation, the presence and amount of which is directly established depending on the class (subclass) of working conditions at the workplace.

Level dependency liability the employer to the Pension Fund of the Russian Federation in the form of individual tariff contributions, which is an increase in the usual tariff from two to eight percent, on the quality of the working environment and the labor process, is aimed at motivating his activities in the field of labor protection.

Analysis of the results of work in the field of labor protection both in industrialized countries,

and at leading domestic enterprises allows us to conclude that a reduction in the number of accidents at work and occupational diseases takes place where measures are implemented aimed at preventing negative incidents, and each person knows his rights, obligations and responsibility for violation state requirements in the field of labor protection. This means that the labor protection management system at the enterprise is effective, and the results of its activities ensure the constitutional human right to safe and healthy working conditions.

To improve working conditions, prevent accidents and occupational morbidity, knowledge of occupational risks, their impact on a person and methods of protection is of great importance, since the level of human competence in the world of dangers determines the level of his safety. An employer who understands the relevance of staff motivation and wants to use human

factor in its own interests should develop a system of influence of external factors. Ways not material motivation employees are diverse, this and human relation to the staff, which implies a simple gratitude for Good work, recognition of the difficulties that arise in its implementation, and assistance to overcome them. These include such well-known actions as a prize, a certificate of honor, an introduction to the title of “Best in Profession”, etc.

But one of the main factors of motivation is the possibility of obtaining new knowledge, increasing professionalism, and the possibility of career growth.

The personnel motivation system aims to increase the efficiency of the enterprise, through labor management, including increasing the level of its safety. And the goal will be achieved if it is possible to link the material interests of employees with the strategic objectives of the enterprise.

REFERENCES

1. The report on the implementation of the state policy in the field of conditions and labor protection in the Russian Federation in 2013 was prepared by the Ministry of Labor and social protection Russian Federation (as amended on November 13, 2014). [ Electronic resource]. - Access mode: http://www.rosmintrud.ru/docs/mintrud/salary/15

2. Pugachev, V.P. Motivation labor activity: / V.P. Pugachev. - M.: INFRA-M, 2011. - 394 p.

3. Labor Code of the Russian Federation of December 30, 2001 No. 197-FZ (as amended on November 4, 2014).

MONITORING OF EMPLOYEES

INTERNAL MOTIVATION FOR SAFE LABOR AND

COMPLIANCE WITH THE LABOR PROTECTION

Matvienko V. A., Kostina T. M., Tumanova T.

A. Matvienko Valentina Andreevna

The reasons for injuries are described. Low e-mail: [email protected]

level of labor protection culture is pointed out and

its dependence on safe labor motivation. The Kostina Tatyana Mikhailovna

article gives the suggestions how to increase the

motivation for safer way of labor according to Tumanova Tamara Aleksandrovna

the actual regulations in force in the field of labor e-mail: [email protected]

Key words: LABOR PROTECTION

MONITORING, MOTIVATION FOR SAFE

LABOR, DEMANDS FOR LABOR PROTECTION

Labor occupies at least a third of adult independent life. A number of stages of a person's working life capture earlier and more late periods his life (education, choice of profession, labor and professional education, the type of pension depending on working life, the life of a pensioner-veteran of labor, connected with the native organization, etc.). Therefore, work, and, consequently, all issues related to it, are of great importance for any person and are always in the field of his attention.

The results achieved by people in the process of work depend not only on the knowledge, skills and abilities of these people. Effective activity is possible only if employees have the appropriate motivation, i.e. desire to work. Positive motivation activates a person's abilities, negative motivation inhibits their manifestation.

Motivation includes an internal state of a person, called a need, and external factors that affect motivation, called a stimulus. Human behavior is determined by the needs and incentives that dominate in this moment time.

Physiological needs are fundamental to humans. They demand their satisfaction first. The organization of labor and the workplace must take this circumstance into account.

After satisfying physiological needs, the need for security comes to the fore. However, this does not mean that the employee thereby seeks to work safely. Often, his fear of losing his job (the need for social security) due to low productivity pushes him to violate the elementary methods of safe work in order to quickly complete the assigned work.

The next need is the need to be in a group, to enjoy love and respect there. If this group (often referred to as the reference group) neglects security measures, then each of its members will do “like everyone else”. It is known that the tone in the group is set by its leader, formal or informal. It is necessary to ensure that the formal head (leader) of a group (unit, brigade) is its informal (true) leader with intrinsic motivation to meet safety requirements. In such working groups (teams, shifts) everything is always in order.

Any person seeks to improve his position in the group, he wants to feel his own significance, confirmed by the recognition of others. In the struggle for this recognition, he is ready to draw attention to himself at any cost, and therefore he can often violate safety rules, trying to quickly do something very important and difficult and thereby distinguish himself.

And finally, many people experience a desire for self-expression, for leadership. They want to realize themselves, to fulfill their destiny.

As the needs at one level are partially satisfied, the needs of the next level become dominant. At the same time, it is important to keep in mind that only those incentives that satisfy the dominant need are motivating.

For example, it is widely believed that the main factor effective work money is: the more a person gets, the better he works. Such a belief is not true: if a person is dominated, for example, by the need for close relationships or the need for self-realization, then he will prefer a place where he can satisfy this need to money.

2.2.2. Management of internal motivation of employees to comply with labor protection requirements.

Motivation management for maintaining a high level of labor safety is aimed at developing personal and group long-term interests and relevant attitudes for unconditional and interested compliance with labor protection requirements, as well as appropriate behavior in hazardous production situations.

It is necessary to distinguish between incentive management, associated with the promotion of the employee, and punishing management, associated with the responsibility of the employee for his actions / inaction.

Note that the establishment of personal responsibility of employees allows: together with other forms preventive work lead in single system activities of managers and specialists, as well as controlling persons to ensure safe conditions labor; evaluate the level of preventive work in the field of labor protection; regularly receive information about the state of machines, equipment, tools and workplaces in terms of their safety (safe operation) and take measures to eliminate deficiencies; receive data on the fulfillment by employees of labor protection requirements, take disciplinary measures against violators.

To form a sustainable corporate-oriented positive motivation in all departments and labor groups (teams), various methods should be used to encourage employees to acquire knowledge and experience in ensuring labor and production safety, to reduce accident rates, incidence rates, occupational injuries and occupational morbidity.

Managers must constantly think about possible ways to improve the performance and intrinsic motivation of employees. It is important to highlight possible simple changes in work that could lead to stimulation of the internal motivation of subordinates, to cause cooperation and enthusiasm on their part.

Since the lack of skills and abilities often leads to injuries, the development of new safe work skills by employees is only a blessing.

The most common and proven method of stimulating work on labor protection in Russia is the organization of a competition “For safe work and production” (tentative name). The review competition is regulated by the relevant Regulations. It is advisable to establish several so-called nominations and combine moral encouragement with material.

The strategic task of such a review-competition is to develop a system of stimulating rewards (methods of moral and financial incentives) employees who know and comply with the requirements and norms of labor protection, while maintaining a system of disciplinary actions against insufficiently trained and undisciplined employees.

The main objectives of such a review-competition are: 1) the formation of a sustainable motivation of employees to know and comply with the rules and regulations on labor protection; 2) increasing the interest of employees in improving the state of conditions and labor protection at workplaces and in departments; 3) increasing the diligence of employees to comply with the requirements of labor protection, instructions for the safe conduct of work; 4) strengthening the labor and technological discipline of employees.

All this, in turn, leads to a decrease in occupational injuries and occupational morbidity.

The review competition is held between individual employees and between separate units of the same type.

Review-competition between individual employees is carried out both within each unit and for the same type official duties or by profession.

Summing up the results of the review-competition is carried out regularly in accordance with the regulation on the review-competition. Summing up the results of the review competition is carried out, as a rule, at a meeting of the labor collective of a unit, a group of units, the entire organization or at an extended meeting of the heads of units participating in the competition. If an organization has a holiday associated with the day of science, the birthday of the organization, etc. - a kind of “Company Day”, then it is better to sum up the results by this day.

If the organization celebrates any industry holiday, for example, Miner's Day, then the awarding of the winners of the review competition can be timed to coincide with this holiday. Information about the winners of the review competition, about the nature and amount of incentives are drawn up in writing in the form of an organization order. A prize place is not awarded to divisions in which accidents, incidents and/or accidents occurred due to the fault of division employees during the reporting quarter.

Managers and specialists who are actively involved in improving the performance of divisions in the review-competition are encouraged additionally, subject to the award of prizes to their divisions.

Separate (the best in the institution) employees actively involved in improving the performance of the division in the review-competition are encouraged additionally, individually.

Incentives are also established for the best authorized (trusted) persons for labor protection in each group of subdivisions. An employee of any division, including those who did not win a prize, can be recognized as the best authorized (trusted) person for labor protection.

As an exception, individual employees may be encouraged without awarding prizes to their unit.

In subdivisions that were awarded a prize, employees who received disciplinary action for violation of labor protection requirements are not encouraged.

Incentive measures are chosen in order to create a real interest of employees in ensuring the safety of each workplace and all industries, develop and consolidate incentives to comply with safety requirements, realize individual and group interests, employee responsibility for the state of injuries in the work team, correct subjective ideas about the dangers with their real significance for the sustainable development of the organization.

Practice shows the expediency of the following measures of moral encouragement: for an employee - announcing gratitude in an organization order with the presentation of a Certificate of Honor, placing a portrait on a special stand; for the unit - assignment of the title “The best unit for labor protection of such and such a period” with the award of an honorary pennant. Other forms of moral encouragement are also possible.

Practice shows the feasibility of the following financial incentives for an individual employee: 1) one-time cash reward(premium); 2) establishment of an increase in salary for the period until the next review competition; 3) a voucher (for rest or treatment) to prestigious resorts, including foreign ones; 4) a business trip to Russian or foreign exhibitions on labor protection; 5) internship in labor protection in Russia or abroad;

The same measures of material incentives can be applied to the subdivision, taking into account the number of people working there, the prize-winning place, and the nomination of the competition.

2.2.3. Celebration of World Day for Safety at Work.

Historically, World Day for Safety at Work is associated with the initiative of American and Canadian workers who proposed to celebrate since 1989 the Day of Remembrance for workers who died or were injured at work. The International Confederation of Free Trade Unions (ICFTU) has taken this initiative around the world and incorporated the concept of sustainable work and sustainable jobs into its content. Now the International Day of Remembrance for Workers Killed or Injured at Work is celebrated in more than a hundred countries around the world on April 28 every year.

The ILO joined this initiative in 2001 and 2002. With the possibility of organizing a tripartite discussion as well as promoting occupational health and safety within the framework of common values, in 2003 the ILO proposed to change the concept of the Day of Remembrance of the Dead and to focus on what can be done to prevent occupational accidents and diseases around the world.

World Day for Safety at Work has been celebrated in Russia since 2003. It is advisable to use it for a wide explanatory work and rewarding. the best workers actively involved in ensuring labor protection in the institution.

2.2.4. Promoting best practices in labor protection.

In accordance with Art. 210 Labor Code RF, one of the main directions of the state policy in the field of labor protection is the implementation of measures to disseminate (propaganda) advanced domestic and foreign experience work to improve working conditions and labor protection.

The coordination and organization of work on the promotion of labor protection is carried out by labor protection services and specialists, as well as the immediate heads of departments (heads of workshops, services, their deputies, foremen).

The methods of promoting security issues are varied, but the ultimate goal is the same - to educate workers in the conscious need to comply with the requirements for the safe performance of work.

This is achieved by all forms of education and instruction; analysis of accidents; giving lectures; conversations; visual propaganda; organization of visits to exhibitions; excursions; exchange of experience; organization of the competition; watching movies and videos, involving psychologists and sociologists in the formation of a normal psychological climate in teams (shifts, teams, etc.), etc.

It is very effective to encourage employees who do not allow violations of safety requirements at meetings specially organized for this purpose with the invitation of family members.

For the continuous implementation of measures, it is advisable to organize an office for labor protection, equipped with technical means education, regularly updated visual agitation, layouts, necessary reference, methodological and periodical literature.

When organizing an office, it is necessary to be guided by the “Recommendations for organizing the work of an office for labor protection and a corner for labor protection” (Decree of the Ministry of Labor of Russia dated January 17, 2001 No. 7).

Each of the leaders must come up with such motives for the work of their subordinates, having learned about which, the employee would immediately want to become the best. But, creating motivation is hard work, which can later yield many positive results.

If you properly organize the activities of your employees, you can achieve a lot in the development of your business, and bring your company to the role of a leader. But, you need to approach this correctly, and correctly set your priorities. First of all, in order to soberly assess the data on KPIs for managers, you need to consider how he influences his subordinates and in what ways he stimulates them to perform their duties.

Among the many ways to motivate, there are two of the most basic:

1. Motivation by material means.

It is natural that any person, when applying for a job, learns about the amount of wages, which will stimulate him to better perform his duties, in compliance with all deadlines. The higher his earnings, the more willingly he will come to work. In this way, at the expense of bonuses and allowances, managers achieve an increase Employee KPIs.

However, it does not always happen that the employee is satisfied with the increase in salary. It is enough to recall the famous Maslow's pyramid to understand that the development of oneself and the achievement of any goals is the main occupation for each person. All employees holding managerial positions, for the most part, strive for this.

2. Non-material way to motivate an employee.

This type of motivation is developed in each individual organization individually. It depends on the material capabilities of the company, as well as on the needs and preferences of its employees. Although this type of motivation does not involve the use Money, but managers still have to invest some money here.

For example, the motivation may be the purchase of new furniture or equipment for the office of the best employee. Or a gift from the leaders, in the form of a trip abroad for training. Or maybe it is the organization of some common holiday for all specialists.

But, of course, the most effective non-material means of motivating employees is promotion. But only those people who actually put a lot of effort into it can achieve this.

Thus, in order to increase the KPI of the enterprise as a whole, managers need to properly coordinate the actions of employees, and by all means try to increase their efficiency.

Therefore, in the future, under motivational regulation we will understand a system of measures that encourage and stimulate a person to certain actions in order to achieve the corresponding individual or collective goals and solve problems. With regard to labor protection, this is the stimulation of safe actions and the creation of conditions for the safe production of work. Accordingly, the mechanism of motivational regulation of labor protection is understood as the procedure for stimulating positive results and active assistance in solving labor protection problems, as well as taking action for failure to comply with regulatory requirements, job duties, etc.

The task of motivation in the field of labor protection, first of all, is to increase the interest of personnel in strict observance of established regulations, as well as in the organization and improvement of labor protection processes. However, motivation can be directed not only to the formation safe behavior, but also for such security categories as:

development of creative initiative;
Improving the quality, discipline, culture of labor processes;
· growth of responsibility of workers not only for individual, but also for group results;
development of competitiveness, both between employees and between departments (ultimately, the reliability of the enterprise’s functioning increases)

The initial premise of motivational regulation is to oppose the motive of momentary gain (increased productivity, wages, etc.), as is often the case, to oppose the motive of security. For this, it is necessary that security be elevated to the rank of a need in our minds, only then will this become a driving motive.

Motivational regulation as a function of OT management is to stimulate individual employees, specialists, heads of departments for their contribution to:

Implementation of the company's policy;
solving target problems;
· active participation and creative initiative in the development and maintenance of the effective functioning of the OSMS;
introduction of labor protection measures;
Creation of jobs with safe working conditions, etc.

Equalizing incentives, when everyone receives equally little (the so-called “bean soup” principle), should be replaced by a system of incentives, when material and non-material types of rewards are linked to the contribution of the employee (department) to the final result. It has been proven that nothing can be so unfair as the same promotion of unequal workers.

The motivational complex in general and safe human behavior in particular is multi-motivated, includes a wide range of motivational regulators, both material and non-material, and has a certain hierarchy. On a personal level, working productively and safely is beneficial to the person himself; the success of his unit depends on it; and finally - it is necessary for the enterprise (company). That is, in order to solve labor protection problems, it is necessary to motivate employees to work safely not only for themselves, but also for others.

At the same time, they proceed from the recognition that almost any employee can be interested in any motive, since there are absolutely no motivated people!

Violation of established norms and rules, and as a result - injuries, indicates that a person, performing labor and production processes, is guided by other priorities. That is, the gradient of momentary interest dominates the gradient of danger (risk). This gives rise to difficulties and tasks: what to oppose to momentary interests, how to generate motivation in employees to work safely, what forms of motivational influence can be used for this purpose, how to form an opinion (attitude) in society about the need to be guided by the rules of safe behavior? Apparently, only calls, appeals, declarations, propaganda can hardly solve these problems. It is necessary to find ways to influence people so that they realize the need to work safely, to create such “rules of the game” within which it would be beneficial for a person to comply with the established regulations. And he should feel this impact directly in the process of all labor activity.

That's only then the promotion of a safe lifestyle can lead to success. In fact, we are talking about the formation of a new culture of labor protection management.

We will talk about this below, but first we will make a digression.

Conventionally, the gradations of states that characterize the professional level, personal characteristics and the attitude of employees to the performance of their functions are presented in two coordinate axes: “want - do not want”, “can - cannot” work productively:

However, it should be noted that being able and willing to work, first of all, means working not only productively, but also safely, with high quality and work culture. Based on this, the task is to transfer employees (a) from the categories “do not want” and “cannot” to the category “want” and “can” (1st quadrant) based on appropriate motives. How to do this depends on the quadrant in which certain employees are positioned in terms of their professional and personal qualities. This is quite clearly shown in the figure and can be done only for those categories of workers that belong to the second and fourth quadrants. Carrying out any measures for workers of the third quadrant, apparently, is inexpedient, professional reorientation should be recommended to them.

In order to determine the main directions in which the activities of management and labor protection services at the enterprise should be carried out, to offer a person certain incentives, it is necessary to understand what motives or system of motives underlie his activities and interests.

At the same time, there cannot be an incentive system that motivates all employees equally. The incentive system must be personalized, carefully dosed and developed for each person or a specific group of people with similar dominant needs, or the overall system must be individualized. Therefore, monitoring the dominant needs of the staff is a necessary condition for the functioning of the motivational mechanism. Based on this, it is possible to determine the types of incentive rewards. They can be material, moral, socially significant, moral and psychological.

As a rule, all types of motives are divided into internal and external. Internal reward is the satisfaction that a person receives as a result of performing certain actions (from the very process of work, self-realization). External rewards are benefits that include an increase in salary, promotion, etc. motivation labor protection professional

The strength of a motive is determined by the degree of significance corresponding to a person's need; in turn, the intensity and result of activity depend on the strength of the motive. Activity without a motive or with a weak motive is either not carried out at all, or it turns out to be extremely unstable. The actualization of a certain motive leads to the setting of a specific goal.

In this regard, the results of a survey conducted by the author among the workers of the Ilyichevsk port about the significance of various types of motives for them in order to diagnose motivation are of interest. professional activity in general and labor protection in particular. 116 employees of various professional orientations, age qualifications were interviewed ( average age approximately 46 years) and length of service that make up the category of work organizers (foremen, foremen, mechanics, warehouse workers, stevedoring staff).

The survey was conducted according to the methodology of K. Zemfir in the modification of A. A. Rean, which is based on the concept of external and internal motivation of personnel. The indicator of severity (significance) of each of the seven types of motives was assessed on a 5-point scale.

The following types of motives were included for analysis and evaluation in the survey:

1) money earnings;
2) desire for promotion;
3) the desire to avoid criticism from managers or colleagues;
4) the desire to avoid possible punishments or troubles;
5) the need to achieve social prestige and respect from others;
6) satisfaction from the process itself and the result of the work;
7) the possibility of the most complete self-realization in this particular activity.

The following categories were adopted for assessing the importance (significance) of motives:

In a very small way (1 point);
To a small extent (2 points);
In a small, but also to a large extent (3 points);
To a greater extent (4 points);
to a very large extent (5 points)

If we compare the obtained estimates of a separate motive - monetary earnings in terms of its importance, then it turns out that the workers for whom it matters are almost twice as many as those for whom it does not matter.

And yet, a comparison of the significance of motives in terms of the absolute values of the number of ratings received indicates that for employees the greatest role is played by the motives of satisfaction from the process and result of work - 86 ratings and the possibility of self-realization - 72 ratings. Apparently, for the working staff, this alignment will be different.

Based on the obtained results, indicators of intrinsic motivation (IM), extrinsic positive motivation (EPM) and extrinsic negative motivation (VOM) were determined.

They make up:

· the indicator of VM, when the activity itself is important for the individual, is 3.82 points;
· the indicator of VPM is 3.25 points, that is, when motivation is based on the desire to satisfy other needs that are external in relation to the content of the activity itself (motives of social prestige, wages, etc.);
· PTO indicator - 3.35 points, that is, when motivation is based on the desire to avoid criticism or punishment from colleagues and managers.

The following two types of combinations are considered the best, optimal, motivational complex:

VM > VPM > PTO and VM = VPM > PTO.

The worst motivational complex is the type:

PTO > VPM > VM.

In our case, the indicator of internal motivation turned out to be greater than the indicator of external negative motivation, which, in turn, is greater than the indicator of external positive motivation:

VM > PTO > VPM.

This indicates that the categories of intrinsic motivation dominate over other motives, and the determining factor is not always wage(although it is quite important for some categories of workers), but other social incentives, but not the desire to avoid criticism or punishment.

In addition, another survey was conducted, in which 56 people participated in order to rank almost the same motives (the only difference is that positions 3 and 4 were combined).

Judging by the highest value (24 ratings), the first place among the most important motives is still occupied by money earnings.

Comparing the first and second surveys, we can conclude that in the process of activity people are guided not only by material interests, but also by non-material incentives. The obtained conclusions allow to target the motivational mechanism.

Based on these principles, the Regulations on the mechanism of motivational regulation of labor protection were developed, which, on the one hand, established the procedure for incentives (encouragement) for positive results and active assistance in solving labor protection problems, and on the other hand, the adoption of measures to influence non-compliance with regulatory requirements , work duties and activities, for the unsatisfactory state of labor protection.

Various incentives of a social, material and non-material nature, as well as disciplinary measures and material sanctions for violations of legal or other regulatory requirements, were used as methods of motivational regulation.

List of sources used

1. Bychin V.B., Malinin S.V. Labor rationing: Textbook./ Ed. Odegova Yu.G. - M.: Publishing house "Exam", 2003.
2. Google.

Hello friends! Do you need an occupational safety program? Our colleague Anatoly Konstantinovich Yudin, who has pleased us more than once with his materials, figured out the Access program (supplied with the office from Microsoft) and, taking into account his professional experience, developed a free labor protection program to automate the work of managers and labor protection specialists. For those who are interested, see below.

Access Based Occupational Health and Safety Program

Important! The program requires MS Office (2013-2019) 64 bits. If you do not know what it is, then consult with knowledgeable person(for example, an IT specialist at work).

If the conditions described above are met, then download the program and enjoy 😉

The proposed information system of a labor protection specialist (IS SOT) in the initial version provides:

Accounting for the data of the organization's personnel and ease of entering information;
- selection from the list of personnel upon request and preparation of lists for periodic medical examination;
- accounting of attestations for health and safety and labor protection for the contingent: AUP with the calculation of the dates of the next attestations;
- taking into account the dates of testing knowledge on labor protection for contingents: (engineers and specialists, workers) with the calculation of the dates of the next tests of knowledge of labor protection requirements;
- formation of lists by categories of personnel;
- quick access to the required documents from the organization's document database;
- quick access to information sites on health, safety and civil defense;
- display of information in the form of information entry in accordance with the data of SOUT cards and other NTD:

badge about the need for a medical examination;
a list of PPE (item number by order of the Ministry of Labor of Russia dated December 09, 2014 No. 997n);
the name of the washing substances;
paragraphs of the order of the Ministry of Health and Social Development of Russia dated April 12, 2011 No. 302n;
the name of the harmful factors present in the workplace;
class of working conditions;
the frequency of the medical examination;
year of the next medical examination;
dates of the next certification of the category of personnel (APC) for labor protection and PTM;
dates of the next examination of personnel knowledge of labor protection requirements.

The program applies:

In the work of an HSE specialist.
- When preparing lists of employees for periodic medical examinations.
- When planning certification and testing of knowledge of labor protection requirements of employees of the organization.
- When conducting an introductory briefing of employees and familiarizing them with working conditions at the workplace.

Detailed description you will find the safety programs with pictures, as well as instructions for use, in the ZIP archive. If you have any questions about working in the program, then write comments (form below). Anatoly Konstantinovich promised to support users.

ATTENTION! History of IS SOT program updates

Version 2.0

1. Optimized for importing existing data on personnel in the organization into IS tables.

2. In the data entry form, logical fields are used to simplify the entry of information, the creation of requests and reports on the personnel of the organization.

3. Added forms of registration of certifications for industrial, environmental safety and civil defense.

4. Reporting documents on all sections of the information system are presented.

5. Implemented in the program some documents and hyperlinks to download documents.

6. Added a section on personal protective equipment for workers.

7. Created the ability to add new SOUT cards when new jobs appear and the next special evaluation working conditions.

8. Instructions for setting up the IS and transferring the existing personnel data to the program have been prepared.

Version 3.0

9. Personal accounting cards for the issuance of PPE - generated automatically.

10. Protocols for testing knowledge of labor protection and certificates for labor protection - generated automatically.

11. Checklist for conducting briefings (training) when hiring employees.

12. Accounting for personnel numbers of employees.

13. Calculation of the remaining days until the next certification and testing of knowledge of labor protection.

14. Indication of the year of the next SATS and a request for a list of SATS cards to be revised for the specified year.

15. Ability to add new SOUT cards when new jobs appear and the next special assessment of working conditions is carried out (the counter is replaced by a numeric field).

Version 4.0

16. IS SOT is optimized for entering information on personnel (the method of substitutions from the list for positions and departments was returned when entering data).

17. Accounting for psychiatric examinations has been introduced.

18. In the checklist when hiring a new employee, the field "Familiarization of the employee with working conditions at the workplace on the SOUT card and obtaining a personal PPE card" was added.

19. Training hours (16 or 20) have been introduced into the "Training protocol" and "Labor safety certificates" for the category of personnel "Workers". The names of occupational safety training programs are inserted automatically.

20. Created the form "Organizer of the main tasks (events)" for health, safety, civil defense, industrial safety and ecology.

21. Introduced charts that work in automatic mode. In the "Organizer" form (for Office 2016), the list of tasks is represented by a picture from the COT IS created in Office 2019.

22. The form "Instructions on labor protection, fire safety and ecology" has been created. A logical field has been added to the form for the possibility of adding instructions to the register of specific departments.

23. The Journal of Accounting for Instructions was introduced in accordance with the form of Appendix No. 9 to methodological recommendations on the development of state regulatory requirements for labor protection, approved by the Decree of the Ministry of Labor of Russia dated December 17, 2002 No. 80, - is formed automatically.

24. Registers of instructions for subdivisions are formed automatically.

DOWNLOAD IS COT SOFTWARE

Information system of a labor protection specialist from A.K. Yudina (version 4.0)

Instructions for using the IS SOT program

You can find other materials by Anatoly Yudin using the All-Seeking Search.

That's all. If you liked the program, then do not skimp on rating stars and thanks in the comments 😉 Thank you for your support and participation!

To be continued...

Occupational safety largely depends on the motivation of employees. Among the directions for improving the safety situation related to the human factor, the following can be noted:
− development of technological discipline control systems to eliminate the human factor;
− development of fundamentally new system management of labor safety and health protection based on risk management, taking into account the human factor;
− development of innovative training complexes and personnel training methods in order to reduce the impact of the human factor on reliability and safety.
According to a broad interpretation, the human factor determines the limitations of opportunities or errors that occur due to the fact that the psychophysiological characteristics of a person do not always correspond to the level of complexity of the tasks being solved. The human factor includes the states arising from the interaction of a person and technical systems. The unwillingness of an employee to comply with safety regulations that may or may result in injury can also be attributed to human error. The research results given in the article determine the main causes of industrial injuries in structural divisions Russian Railways OJSC:
− organizational (52.2%);
− human factor (31.5%);
− impact external environment (6,0%);
− technical (5.9%);
− educational (4.4%).
The data indicates a significant predominance of organizational causes in injuries, followed by the impact of the human factor, which together account for 83.7%. The influence of organizational causes on industrial injuries is indirectly related to the human factor, as it is determined by the activities of managers and performers of work. At present, it is generally recognized both in the scientific literature and in practice that the effectiveness of labor activity (including the employee's orientation towards safe work) is predetermined by the level of professional and behavioral competence (Fig. 1). In turn, behavioral competence is determined by the state of motivation of employees. Depending on the ratio of the level of professional and behavioral competence, the following groups of workers are distinguished (see Fig. 1).
1. Full compliance - an ideal case when a specialist has the necessary level of functional competence and is motivated to work, which is expressed in behavioral competence.
2. Formal correspondence exists when the functional competence of the individual coincides with the requirements of the position and the low behavioral competence of the employee.
3. Complete non-compliance means a low level of both functional and behavioral competence.
4. Compensatory compliance suggests that a low level of functional competence an employee can compensate for with a high level of behavioral competence (because in this case
motivation can effectively compensate for the lack of, for example, knowledge and experience, such employees demonstrate a willingness to perform unfamiliar work, learn new things, and overcome difficulties that a specialist with high professional competence would not have encountered). The considered variants of the relationship between the professional and behavioral competence of an employee have a direct impact on the state of labor safety.

Rice. 1. The ratio of the level of professional and behavioral competence of an employee

Safety Motivation Management

The study of the problems of motivation for safe labor activity of employees while complying with the requirements of labor protection was carried out at the Department of "Management in social and economic systems" of USTU as part of the advanced training program for various categories of managers and specialists of railway transport enterprises "Psychology of labor safety and management of employee motivation for safe work" . Motivation management to maintain a high level of labor safety is aimed at forming employees' personal and group long-term interests and relevant attitudes towards unconditional and interested compliance with labor protection requirements, as well as appropriate behavior in hazardous production situations.
In the Methodology for assessing the impact of the human factor on the occurrence of an injury case, three main categories of causes of violations of labor protection requirements are identified:
- category M - violations of the motivational part of the actions are manifested in the unwillingness to comply with the requirements of labor protection, deliberate violation of the rules, instructions and technology for performing work;
- category O - violations of the indicative part of the actions are manifested in ignorance of the rules, instructions, norms and methods for their implementation, including due to the lack of necessary information on the organization of work and changes in the conditions for the implementation of work;
- category I - violations of the executive part is manifested in the failure to comply with the rules, instructions, norms due to the mental and physical capabilities of a person's work.
The initial stage of reducing the level of industrial injuries is the analysis existing causes dangerous actions of employees, allowing further specification of measures to minimize the impact on the employee of the identified causes. Table 1 summarizes the most common causes of dangerous actions of an employee (identified by us in the course of seminars and discussions with students of advanced training programs), which are grouped in accordance with the Methodology.

Table 1 Main groups of causes of dangerous actions of workers and proposed management tools

Groups reasons according to in accordance with the Methodology	Most common causes of dangerous actions workingshirt	Yingmanagement tools, allowing minimitate influence reasons

A. Can't. The employee does not possess the knowledge necessary for this work, the relevant skills, methods, techniques, methods of work.	Low level of professional competence. Lack of practical experience. Training inefficiency.	Improving the institution of mentoring. Usage innovative forms training, instruction, control of knowledge and skills. Improving the system of professional selection of personnel.
B. Not wants. The employee is able to perform high-quality and safe this work(operation), but he has no desire to comply with safety requirements, i.e. there is no motivation, the psychological attitude to comply with these requirements is not developed.	The predominance of elements of punishment in the system of employee motivation. Problems in relationships with the leader (authoritarian management style) or colleagues. Frequent performance of duties beyond the job description. Ineffective (excessive or insufficient) control. Lack of clear distribution of responsibility between employees. Low wages, biased bonus system.	Actualization and creative rethinking existing system motivation for the needs of employees of a particular organization. Identification and encouragement of employees with a high level of motivation. Improving the system of professional selection of personnel. Improving the efficiency of the system of organization and remuneration. Organization feedback workers with managers.
AT. Not mohno. The worker is in such a physical or psychological state that, despite the ability and desire, he allows a dangerous action.	Bad feeling. Unfavorable emotional and psychological state of a person. Psychophysiological characteristics of an employee (fear, absent-mindedness, poor memory, slowness of psychomotor reactions, etc.).	Improving the moral and psychological climate in the team. Development of measures aimed at preventing such negative phenomena among employees as the occurrence of a state of severe stress (distress) or professional burnout. Development of a program of work with families of violators of labor protection requirements. Search for reserves to improve the organization of labor. Improving the system of professional selection of personnel (taking into account psychological compatibility workers).
G. Not secured. The employee does not perform the prescribed action because he is not provided with necessary conditions(tool, materials, devices, information, etc.).	Lack or inadequate quality of personal protective equipment. Imperfection or non-compliance with the technological process. Wear and tear of machines, equipment, mechanisms. Lack or inadequate quality of tools and materials. Unfavorable working conditions. Lack of time (hurry). Lack of information about the organization of work and changes in the conditions for the implementation of work.	Search for reserves to improve the organization of production and organization of labor. Improving the system of material and technical support of the enterprise. Involving (studying opinions) of employees in making decisions on the choice of personal protective equipment, tools, etc. Increasing the efficiency of the information support system.

The level of motivation of employees is most strongly manifested in group B - “Does not want”. As is known, the initial attribute of the motivational state of a person is the awareness by him and the leaders of the needs of the employee, which can be satisfied in labor activity. Among the reasons we have identified for the presence of problems in the motivational sphere, we indicate the following.
1. The lack of comprehensive scientific research to study the real needs of various categories and groups of employees of the organization, the degree of their satisfaction, etc.
2. The motivation system is not adapted to the specific needs of workers of specific groups. All employees of Russian Railways know the system of corporate values (what the organization expects from them). However, the needs of specific people (what people expect from the organization) are not always taken into account in the motivation system.
3. Employees are not sufficiently informed about the elements of the motivation system in the organization and do not use all its possibilities. To study the needs of employees of the organization, various methods can be used, the choice of which depends on the purpose of the study.
The basis of the methodology of K. Zamfir in the modification of A.A. Rean put the concept of the relationship of internal and external motivation. The desire for active action, participation in certain work arises as a result of either internal personal motives (determination to achieve something, activity, initiative, etc.), or on the basis of external factors (the impact of leadership). At the same time, the positive effect of external
factors is achieved if it is aimed at meeting the internal needs of a person.
Intrinsic motivation (intrinsic) is associated with the very content of the activity or the internal motives of the subject (for example, a person enjoys this activity). Intrinsic motivation can also include the performance of work without much desire, but under the influence of personal qualities character: willpower and understanding that this work is so necessary on the path to success. Such an activity may be unpleasant, but a person will try to perform it, since internal high-level motives dominate in him. External motivation(extrinsic) is due to circumstances external to the subject. The main task of external motives is to induce an employee to certain actions or certain behavior. External motives are divided into external positive and external negative. Positive motivation is based on positive incentives, such as increasing productivity or sales volumes, and in relation to the topic of our study, ensuring the safety of activities and the fulfillment of labor protection requirements. In the case of negative motivation, a person is restrained from undesirable actions, in particular, violations of labor protection requirements. In this case, a person's behavior is guided by fear of possible troubles or punishment and the desire to avoid them. Motivation of the leaders of the Sverdlovsk Railway Within the framework of advanced training programs, we used the indicated methodology to identify the main motives for the labor activity of the leaders of the Sverdlovsk Railway. According to the methodology, it is possible to determine the level of expression of three components of the motivation of professional activity: internal, external positive and external negative. The ideal ratio of elements of the motivational complex:
intrinsic motivation > extrinsic positive motivation > extrinsic negative motivation.
Table 2 presents the quantitatively expressed values of the main motives for the labor activity of senior and middle managers of the Sverdlovsk Railway, obtained on the basis of a survey of 50 people.

Table 2 The main motives of the leaders of the Sverdlovsk Railway

Types of motivesworkers	FROMednuyball in group 1 (16 people)	FROMednuyball in group 2 (16 people)	FROMednuyball in group 3 (18 people)	FROMednuyball for allgroups(50 people)	rank znapuritymotive

Satisfaction with the process itself and the result of the work
cash earnings
The possibility of the most complete self-realization in this particular activity
The need to achieve social prestige and respect from others
Desire to avoid criticism from supervisor or colleagues
Desire to avoid possible punishment or trouble
Striving for promotion at work

In the first and third places among the identified motives for the work of managers are elements of internal motivation (satisfaction with the process itself and the result of work, the possibility of the most complete self-realization in this particular activity). At the same time, the desire to avoid criticism and punishment is in fifth and sixth place, which indicates their low significance. Thus, approximately half (40–60%, here the indicator varies depending on the group of students) of the managers of the Sverdlovsk Railway in terms of motivation fit into the ideal ratio of the elements of the motivational complex (intrinsic motivation > external positive motivation > external negative motivation), which indicates good motivational potential of managers of the transport industry.
An unfavorable ratio of elements of the motivational complex (external negative motivation > external positive motivation > internal motivation) is rare (5–10%). Ensuring the necessary connection between external and internal motivation is implemented with the help of such tools of motivational influence that allow you to use internal motives managers, for example, to assign an employee to perform more complex, responsible or creative tasks. After determining the priority motives for the work of workers, it is necessary to carry out a creative rethinking of the existing system of motivation in relation to the needs of specific groups of workers. The results obtained allow us to conclude that attention should be paid to expanding the use of positive motivation tools. The results of the teamwork of railway transport managers within the framework of the professional development programs “Labor safety psychology and management of employee motivation for safe work” determined measures to increase employee motivation, dividing them into elements of moral motivation, material motivation and elements of punishment. Among the first group, we note:
- the presence of feedback from employees with managers, support by the head of his subordinates;
− discussion of the positive results of the work of the team in the field of security production processes;
− installation of a box of remarks, wishes and ideas in the field of safe work;
− conferment of the title “The best site for labor protection”;
- the right to use the leave at a convenient time;
− involvement of specialists-psychologists and sociologists in the teams;
− The second group includes activities:
− bonus remuneration for accident-free work;
− encouragement of mentors based on the results of the work of the employees assigned to them;
− additional paid vacation days for employees who did not commit violations;
− ensuring comfortable conditions for delivery to the place of work and back;
− life and health insurance;
− allocation of sanatorium-resort vouchers;
− training in second professions or advanced training of employees at the expense of the company;
− expansion of the corporate social package.
The elements of punishment include de-bonding for violation of labor protection requirements, establishing a clear dependence of the degree of punishment on the severity of the misconduct, reducing the lump-sum reward for loyalty to the company, etc.
According to the obtained preliminary results, it is further supposed to identify the elements of the motivation system to ensure the safe labor activity of employees, which should be integrated into the overall system of motivation of employees of the organization. Each direction requires a more detailed study, taking into account the specifics of the organization's activities and the priority of the motives of specific groups of employees.

V.S. PARSHINA, Doctor of Economics Sciences, Professor of the Ural state university means of communication,
T.B. MARUSHCHAK, Ph.D. economy Sciences, Associate Professor, Ural State University of Communications

The standard establishes the procedure for material incentives for employees for compliance with safety requirements, dissemination of experience in improving working conditions and activation in understanding the importance of solving industrial safety issues, - says Head of HSE Department Tatyana Borozdina.

Prevention of industrial injuries, increasing responsible attitude, ensuring high organization in all labor collectives, strict observance of rules and instructions have always been the most important tasks that were set at the NSMMZ in the field of labor protection.

Strict control of compliance with the requirements implies, among other things, a system of punishments, both for ordinary employees and for managers. Over time, the system based only on punishment required improvement. The team should also be ready for the introduction of positive motivation, in which a responsible and conscious attitude to compliance with the HSE requirements has already been formed. In other words, the motivation: “I must follow the rules, because if I don’t, they will be caught and fined” is replaced by “I follow the rules because I understand their importance and my responsibility.”

At the same time, we do not shift all responsibility onto our teams. We tried to include employees in joint work, - continues Tatyana Petrovna. - So, for example, all employees of the enterprise are involved in the work on identifying risks: from the heads of workshops to representatives of almost all professions in each division. As a result, a list of hazards will be prepared.

Recall that the purpose of this work is the classification of risks and the identification of those that must be eliminated or become manageable, which will ultimately become the basis for improving the HSE management system.

It should be noted that at the NSMMZ, even before the development of the Motivation Standard, employees and entire departments were encouraged for their attentive attitude to labor protection, the absence of comments and violations. This was done annually on the World Day for Safety at Work. The shift or team that had no comments on HSE received monetary rewards, individual employees were rewarded based on the results of the competition. As part of the Standard, the results and, accordingly, cash bonuses are planned to be paid every quarter.

The work is arranged as follows - the employee writes a proposal and passes it to his manager, then it is submitted for consideration to the HSE department.

All proposals are ultimately aimed at improving working conditions and increasing the level of safety in the workplace. In addition, workers offer safe practices when performing technological operations. All this will allow us to supplement the action plan for certification of workplaces and develop proactive measures. Implemented proposals are monthly analyzed by a commission with the participation of the executive director. For the first months of the implementation of the Standard, I would like to note the employees of the energy department of the Revda site and the ESPTS, - Tatyana Petrovna sums up.

1. General concepts about intrinsic motivation Positive motivation activates a person's abilities. Negative motivation - inhibits the manifestation of human abilities. A need is an internal state of a person. Stimulus - external factors affecting motivation.

Causes of violations of labor protection requirements The employee is in a hurry to fulfill the “norm”, to do the assigned work as easily and quickly as possible; The employee works as usual, not suspecting that these methods and methods of specific work that have developed in the team are not safe;

The working conditions have changed significantly, but the employee, due to poor THEORETICAL training, does not know about this, does not see and does not “feel” this, works “as always”; While working, the employee thinks about his own and becomes inattentive, fuzzy even in the usual movements; The employee does not feel well (he falls ill or on the eve of the day he “took on his chest” too much ...), and therefore poorly coordinates all his actions;

2. The human factor in ensuring safety As is known, numerous technical systems become interconnected only due to the presence of such a main link as a person, and approximately 20-30% of equipment failures (incidents) are directly or indirectly related to human errors. Often these failures pose a threat to human safety. It is known that from 60 to 90% of injuries occur through the fault of the victims themselves.

Cases of errors due to the fault of a person: 1. The employee deliberately seeks to perform work by violating safety rules. 2. The employee does not know the methods of safe work. 3. The employee reacts slowly to a changing situation and is inactive at the very moment when his active actions are needed.

The main causes of human error: professional unsuitability for this species labor; poor training or low qualifications; blindly following instructions with poor security procedures; poor working conditions in the workplace.

Conclusion: Taking into account the psychology of workers is an important link in the structure of measures to ensure labor protection. When organizing the management of labor protection, it is necessary to take into account mental processes, mental properties, and analyze in particular detail the various forms of mental states observed in the course of labor activity.

Professionally important qualities: vitality (physical condition, endurance, mobility, optimism); activity and dynamism (performance, rhythm of labor activity, initiative); aggressiveness or suggestibility (a tendency to self-affirmation or a tendency to seek help and protection);

The degree of development of the sensory sphere (sense organs); emotionality; sensitivity; sociability; allocentrism (the tendency to put oneself in the place of others in order to better understand them) or egocentrism (the tendency to consider others only in comparison with one's "I").

Spontaneity or slow reactions; level of mental energy (ability to resist, self-control, coordination of various tendencies); a large or small field of consciousness (the ability to simultaneously perceive many objects or focus on one, isolating from the rest); practical mind, logical mind, creative mind.

Professional qualities for executive workers performing "fine" work: diligence; equilibrium; ability to take into account circumstances; accuracy and cleanliness of work; self-control and correction own mistakes; productivity and pace of work; insensitivity to monotonous work; initiative; Ability to get along with team members and superiors.

Conscious attitude to the consumption of materials and tools; ability to organize, coordinate, assess the situation; the ability to use work experience and carry out restructuring in a timely manner; the desire to replenish knowledge; Ability to supervise and advise employees;

Personnel evaluation: The purpose of the evaluation, its main tasks - why do we evaluate? Certification of personnel, selection, placement, promotion to the reserve, assessment of new employees, forecast for the promotion of employees through the ranks, promotion, salary changes and other goals Object of assessment - who are we assessing? Leaders various levels, mid-level personnel, performers, administrative workers, maintenance and operating personnel, employees of various specializations

Evaluation methods - how do we evaluate? Quantitative, qualitative, combined. Preference is given to a combination of methods. Subject of evaluation - who evaluates? Experts (“from below”, “from above” at the level of category posts); group personality assessment; self-assessment of business, personal and professional qualities; assessment of personality parameters by a psychologist, sociologist. Time, place, procedure for the evaluation - where and how do we evaluate? Conducting assessments in the morning; the presence of a specially prepared room; group or individual work; processing the results manually or on a computer.

Assessment result - what is ultimate goal ratings? Presentation of the results in the form of various psychograms intended for the management of the enterprise, attestation commission and for the most evaluated; compilation of social psychological characteristics studied units and groups; psychological conclusion on the fullest use of specialists (compiled by a specialist psychologist without the use of computer programs).

Conclusion: Such studies show that the safety of the operation of any technical systems and teams directly depends on psycho-informational factors, on the quality of perception, information processing both by the person himself and groups of people, and by human-machine systems.

4. Managing the motivation of employees' activities in labor protection. Motivation management for maintaining a high level of labor safety is aimed at developing personal and group long-term interests and relevant attitudes for unconditional and interested compliance with labor protection requirements, as well as appropriate behavior in hazardous production situations. Motivation management for maintaining a high level of labor safety is aimed at developing personal and group long-term interests and relevant attitudes for unconditional and interested compliance with labor protection requirements, as well as appropriate behavior in hazardous production situations.

Establishing the personal responsibility of employees allows: together with other forms of preventive work, to bring into a single system the activities of managers and specialists, as well as controlling persons to ensure safe working conditions; evaluate the level of preventive work in the field of labor protection;

Regularly receive information about the state of machines, equipment, tools and workplaces in terms of their safety (safe operation) and take measures to eliminate deficiencies; receive data on the fulfillment by employees of labor protection requirements, take disciplinary measures against violators.

4. The concept of "culture of labor protection" Culture of labor protection/safety is a conscious position of persons whose actions affect the state of labor protection/safety, convinced that ensuring labor protection/safety is a priority goal, aware of responsibility and controlling their actions.

Occupational health/safety culture in the workplace - a set of values, attitudes, rules, management systems and practices, principles of participation in work modes, leading to the creation of a safe and healthy working environment in which people can work with a high degree of quality and productivity.

Conclusion 1: The dynamic and evolving process of creating an occupational safety culture has much in common with the processes of effective development of an organization. While it is widely recognized that there is no single recipe for creating and improving an occupational safety culture, there is a growing consensus that there are similarities in key features and practices that can be implemented by organizations to progress in this direction.

Send your good work in the knowledge base is simple. Use the form below

Students, graduate students, young scientists who use the knowledge base in their studies and work will be very grateful to you.

Posted on http://www.allbest.ru/

The task of motivation in the field of labor protection, first of all, is to increase the interest of personnel in strict observance of established regulations, as well as in the organization and improvement of labor protection processes. However, motivation can be directed not only to the formation of safe behavior, but also to such categories of safety as:

development of creative initiative;

Improving the quality, discipline, culture of labor processes;

· growth of responsibility of workers not only for individual, but also for group results;

development of competitiveness, both between employees and between departments (ultimately, the reliability of the enterprise’s functioning increases)

Motivational regulation as a function of OT management is to stimulate individual employees, specialists, heads of departments for their contribution to:

Implementation of the company's policy;

solving target problems;

· active participation and creative initiative in the development and maintenance of the effective functioning of the OSMS;

introduction of labor protection measures;

Creation of jobs with safe working conditions, etc.

At the same time, they proceed from the recognition that almost any employee can be interested in any motive, since there are absolutely no motivated people!

That's only then the promotion of a safe lifestyle can lead to success. In fact, we are talking about the formation of a new culture of labor protection management.

We will talk about this below, but first we will make a digression.

In this regard, the results of a survey conducted by the author among the workers of the Ilyichevsk port about the significance of various types of motives for them in order to diagnose the motivation for professional activity in general and labor protection in particular are of interest. We interviewed 116 employees of various professional orientations, age qualifications (average age is about 46 years) and work experience that make up the category of work organizers (foremen, foremen, mechanics, warehouse workers, stevedoring staff).

The following types of motives were included for analysis and evaluation in the survey:

1) money earnings;

2) desire for promotion;

3) the desire to avoid criticism from managers or colleagues;

4) the desire to avoid possible punishments or troubles;

5) the need to achieve social prestige and respect from others;

6) satisfaction from the process itself and the result of the work;

7) the possibility of the most complete self-realization in this particular activity.

The following categories were adopted for assessing the importance (significance) of motives:

In a very small way (1 point);

To a small extent (2 points);

In a small, but also to a large extent (3 points);

To a greater extent (4 points);

to a very large extent (5 points)

Based on the obtained results, indicators of intrinsic motivation (IM), extrinsic positive motivation (EPM) and extrinsic negative motivation (VOM) were determined.

They make up:

· the indicator of VM, when the activity itself is important for the individual, is 3.82 points;

· the indicator of VPM is 3.25 points, that is, when motivation is based on the desire to satisfy other needs that are external in relation to the content of the activity itself (motives of social prestige, wages, etc.);

· PTO indicator - 3.35 points, that is, when motivation is based on the desire to avoid criticism or punishment from colleagues and managers.

The following two types of combinations are considered the best, optimal, motivational complex:

VM > VPM > PTO and VM = VPM > PTO.

The worst motivational complex is the type:

PTO > VPM > VM.

VM > PTO > VPM.

This indicates that the categories of intrinsic motivation dominate over other motives, and the determining factor is not always wages (although it is quite important for some categories of workers), but other social incentives, but not the desire to avoid criticism or punishment.

In addition, another survey was conducted, in which 56 people participated in order to rank almost the same motives (the only difference is that positions 3 and 4 were combined).

Judging by the highest value (24 ratings), the first place among the most important motives is still occupied by money earnings.

List of sources used

1. Bychin V.B., Malinin S.V. Labor rationing: Textbook./ Ed. Odegova Yu.G. - M.: Publishing house "Exam", 2003.

Hosted on Allbest.ru

...

Safety Motivation Management

The study of the problems of motivation for safe labor activity of employees while complying with the requirements of labor protection was carried out at the Department of "Management in social and economic systems" of USTU as part of the advanced training program for various categories of managers and specialists of railway transport enterprises "Psychology of labor safety and management of employee motivation for safe work" . Motivation management to maintain a high level of labor safety is aimed at forming employees' personal and group long-term interests and relevant attitudes towards unconditional and interested compliance with labor protection requirements, as well as appropriate behavior in hazardous production situations.
In the Methodology for assessing the impact of the human factor on the occurrence of an injury case, three main categories of causes of violations of labor protection requirements are identified:
- category M - violations of the motivational part of the actions are manifested in the unwillingness to comply with the requirements of labor protection, deliberate violation of the rules, instructions and technology for performing work;
- category O - violations of the indicative part of the actions are manifested in ignorance of the rules, instructions, norms and methods for their implementation, including due to the lack of the necessary information on the organization of work and changes in the conditions for the implementation of work;
- category I - violations of the executive part is manifested in the failure to comply with the rules, instructions, norms due to the mental and physical capabilities of a person's work.
The initial stage of reducing the level of occupational injuries is the analysis of the existing causes of dangerous actions of employees, which allows further specifying measures to minimize the impact on the employee of the identified causes. Table 1 summarizes the most common causes of dangerous actions of an employee (identified by us in the course of seminars and discussions with students of advanced training programs), which are grouped in accordance with the Methodology.

Table 1 Main groups of causes of dangerous actions of workers and proposed management tools

Groups reasons according to in accordance with the Methodology	Most common causes of dangerous actions workingshirt	Yingmanagement tools, allowing minimitate influence reasons

A. Can't. The employee does not possess the knowledge necessary for this work, the relevant skills, methods, techniques, methods of work.	Low level of professional competence. Lack of practical experience. Training inefficiency.	Improving the institution of mentoring. Use of innovative forms of training, instruction, control of knowledge and skills. Improving the system of professional selection of personnel.
B. Not wants. The employee knows how to perform this work (operation) efficiently and safely, but he has no desire to comply with safety requirements, i.e. there is no motivation, the psychological attitude to comply with these requirements is not developed.	The predominance of elements of punishment in the system of employee motivation. Problems in relationships with the leader (authoritarian management style) or colleagues. Frequent performance of duties beyond the job description. Ineffective (excessive or insufficient) control. Lack of clear distribution of responsibility between employees. Low wages, biased bonus system.	Updating and creative rethinking of the existing system of motivation for the needs of employees of a particular organization. Identification and encouragement of employees with a high level of motivation. Improving the system of professional selection of personnel. Improving the efficiency of the system of organization and remuneration. Organization of feedback from employees with managers.
AT. Not mohno. The worker is in such a physical or psychological state that, despite the ability and desire, he allows a dangerous action.	Bad feeling. Unfavorable emotional and psychological state of a person. Psychophysiological characteristics of an employee (fear, absent-mindedness, poor memory, slowness of psychomotor reactions, etc.).	Improving the moral and psychological climate in the team. Development of measures aimed at preventing such negative phenomena among employees as the occurrence of a state of severe stress (distress) or professional burnout. Development of a program of work with families of violators of labor protection requirements. Search for reserves to improve the organization of labor. Improving the system of professional selection of personnel (taking into account the psychological compatibility of employees).
G. Not secured. The employee does not perform the prescribed action because he is not provided with the necessary conditions (tools, materials, devices, information, etc.).	Lack or inadequate quality of personal protective equipment. Imperfection or non-compliance with the technological process. Wear and tear of machines, equipment, mechanisms. Lack or inadequate quality of tools and materials. Unfavorable working conditions. Lack of time (hurry). Lack of information about the organization of work and changes in the conditions for the implementation of work.	Search for reserves to improve the organization of production and organization of labor. Improving the system of material and technical support of the enterprise. Involving (studying opinions) of employees in making decisions on the choice of personal protective equipment, tools, etc. Increasing the efficiency of the information support system.

The level of motivation of employees is most strongly manifested in group B - “Does not want”. As is known, the initial attribute of the motivational state of a person is the awareness by him and the leaders of the needs of the employee, which can be satisfied in labor activity. Among the reasons we have identified for the presence of problems in the motivational sphere, we indicate the following.
1. The lack of comprehensive scientific research to study the real needs of various categories and groups of employees of the organization, the degree of their satisfaction, etc.
2. The motivation system is not adapted to the specific needs of workers of specific groups. All employees of Russian Railways know the system of corporate values (what the organization expects from them). However, the needs of specific people (what people expect from the organization) are not always taken into account in the motivation system.
3. Employees are not sufficiently informed about the elements of the motivation system in the organization and do not use all its possibilities. To study the needs of employees of the organization, various methods can be used, the choice of which depends on the purpose of the study.
The basis of the methodology of K. Zamfir in the modification of A.A. Rean put the concept of the relationship of internal and external motivation. The desire for active action, participation in certain work arises as a result of either internal personal motives (determination to achieve something, activity, initiative, etc.), or on the basis of external factors (the impact of leadership). At the same time, the positive effect of external
factors is achieved if it is aimed at meeting the internal needs of a person.
Intrinsic motivation (intrinsic) is associated with the very content of the activity or the internal motives of the subject (for example, a person enjoys this activity). Internal motivation can also include the performance of work without much desire, but under the influence of personal qualities of character: willpower and understanding that this work is so necessary on the path to success. Such an activity may be unpleasant, but a person will try to perform it, since internal high-level motives dominate in him. External motivation (extrinsic) is due to circumstances external to the subject. The main task of external motives is to induce an employee to certain actions or certain behavior. External motives are divided into external positive and external negative. Positive motivation is based on positive incentives, such as increasing productivity or sales volumes, and in relation to the topic of our study, ensuring the safety of activities and the fulfillment of labor protection requirements. In the case of negative motivation, a person is restrained from undesirable actions, in particular, violations of labor protection requirements. In this case, a person's behavior is guided by fear of possible troubles or punishment and the desire to avoid them. Motivation of the leaders of the Sverdlovsk Railway Within the framework of advanced training programs, we used the indicated methodology to identify the main motives for the labor activity of the leaders of the Sverdlovsk Railway. According to the methodology, it is possible to determine the level of expression of three components of the motivation of professional activity: internal, external positive and external negative. The ideal ratio of elements of the motivational complex:
intrinsic motivation > extrinsic positive motivation > extrinsic negative motivation.
Table 2 presents the quantitatively expressed values of the main motives for the labor activity of senior and middle managers of the Sverdlovsk Railway, obtained on the basis of a survey of 50 people.

Table 2 The main motives of the leaders of the Sverdlovsk Railway

Types of motivesworkers	FROMednuyball in group 1 (16 people)	FROMednuyball in group 2 (16 people)	FROMednuyball in group 3 (18 people)	FROMednuyball for allgroups(50 people)	rank znapuritymotive

Satisfaction with the process itself and the result of the work
cash earnings
The possibility of the most complete self-realization in this particular activity
The need to achieve social prestige and respect from others
Desire to avoid criticism from supervisor or colleagues
Desire to avoid possible punishment or trouble
Striving for promotion at work

In the first and third places among the identified motives for the work of managers are elements of internal motivation (satisfaction with the process itself and the result of work, the possibility of the most complete self-realization in this particular activity). At the same time, the desire to avoid criticism and punishment is in fifth and sixth place, which indicates their low significance. Thus, approximately half (40–60%, here the indicator varies depending on the group of students) of the managers of the Sverdlovsk Railway in terms of motivation fit into the ideal ratio of the elements of the motivational complex (intrinsic motivation > external positive motivation > external negative motivation), which indicates good motivational potential of managers of the transport industry.
An unfavorable ratio of elements of the motivational complex (external negative motivation > external positive motivation > internal motivation) is rare (5–10%). Ensuring the necessary connection between external and internal motivation is implemented with the help of such tools of motivational influence that allow you to use the internal motives of managers, for example, instructing an employee to perform more complex, responsible or creative tasks. After determining the priority motives for the work of workers, it is necessary to carry out a creative rethinking of the existing system of motivation in relation to the needs of specific groups of workers. The results obtained allow us to conclude that attention should be paid to expanding the use of positive motivation tools. The results of the teamwork of railway transport managers within the framework of the professional development programs “Labor safety psychology and management of employee motivation for safe work” determined measures to increase employee motivation, dividing them into elements of moral motivation, material motivation and elements of punishment. Among the first group, we note:
- the presence of feedback from employees with managers, support by the head of his subordinates;
− discussion of the positive results of the work of the team in the field of ensuring the safety of production processes;
− installation of a box of remarks, wishes and ideas in the field of safe work;
− conferment of the title “The best site for labor protection”;
- the right to use the leave at a convenient time;
− involvement of specialists-psychologists and sociologists in the teams;
− The second group includes activities:
− bonus remuneration for accident-free work;
− encouragement of mentors based on the results of the work of the employees assigned to them;
− additional paid vacation days for employees who did not commit violations;
− ensuring comfortable conditions for delivery to the place of work and back;
− life and health insurance;
− allocation of sanatorium-resort vouchers;
− training in second professions or advanced training of employees at the expense of the company;
− expansion of the corporate social package.
The elements of punishment include de-bonding for violation of labor protection requirements, establishing a clear dependence of the degree of punishment on the severity of the misconduct, reducing the lump-sum reward for loyalty to the company, etc.
According to the obtained preliminary results, it is further supposed to identify the elements of the motivation system to ensure the safe labor activity of employees, which should be integrated into the overall system of motivation of employees of the organization. Each direction requires a more detailed study, taking into account the specifics of the organization's activities and the priority of the motives of specific groups of employees.

V.S. PARSHINA, Doctor of Economics Sciences, Professor, Ural State University of Communications,
T.B. MARUSHCHAK, Ph.D. economy Sciences, Associate Professor, Ural State University of Communications

Access Based Occupational Health and Safety Program

Important! The program requires MS Office (2013-2019) 64 bits. If you do not know what it is, then consult with a knowledgeable person (for example, an IT specialist at work).

If the conditions described above are met, then download the program and enjoy 😉

The proposed information system of a labor protection specialist (IS SOT) in the initial version provides:

Accounting for the data of the organization's personnel and ease of entering information;
- selection from the list of personnel upon request and preparation of lists for periodic medical examinations;
- accounting of attestations for health and safety and labor protection for the contingent: AUP with the calculation of the dates of the next attestations;
- taking into account the dates of testing knowledge on labor protection for contingents: (engineers and specialists, workers) with the calculation of the dates of the next tests of knowledge of labor protection requirements;
- formation of lists by categories of personnel;
- quick access to the required documents from the organization's document database;
- quick access to information sites on health, safety and civil defense;
- display of information in the form of information entry in accordance with the data of SOUT cards and other NTD:

badge about the need for a medical examination;
a list of PPE (item number by order of the Ministry of Labor of Russia dated December 09, 2014 No. 997n);
the name of the washing substances;
paragraphs of the order of the Ministry of Health and Social Development of Russia dated April 12, 2011 No. 302n;
the name of the harmful factors present in the workplace;
class of working conditions;
the frequency of the medical examination;
year of the next medical examination;
dates of the next certification of the category of personnel (APC) for labor protection and PTM;
dates of the next examination of personnel knowledge of labor protection requirements.

The program applies:

You will find a detailed description of the occupational safety program with pictures, as well as instructions for use, in the ZIP archive. If you have any questions about working in the program, then write comments (form below). Anatoly Konstantinovich promised to support users.

ATTENTION! History of IS SOT program updates

Version 2.0

1. Optimized for importing existing data on personnel in the organization into IS tables.

2. In the data entry form, logical fields are used to simplify the entry of information, the creation of requests and reports on the personnel of the organization.

3. Added forms of registration of certifications for industrial, environmental safety and civil defense.

4. Reporting documents on all sections of the information system are presented.

5. Implemented in the program some documents and hyperlinks to download documents.

6. Added a section on personal protective equipment for workers.

7. A possibility has been created to add new SOUT cards when new jobs appear and the next special assessment of working conditions is carried out.

8. Instructions for setting up the IS and transferring the existing personnel data to the program have been prepared.

Version 3.0

9. Personal accounting cards for the issuance of PPE - generated automatically.

10. Protocols for testing knowledge of labor protection and certificates for labor protection - generated automatically.

11. Checklist for conducting briefings (training) when hiring employees.

12. Accounting for personnel numbers of employees.

13. Calculation of the remaining days until the next certification and testing of knowledge of labor protection.

14. Indication of the year of the next SATS and a request for a list of SATS cards to be revised for the specified year.

15. Ability to add new SOUT cards when new jobs appear and the next special assessment of working conditions is carried out (the counter is replaced by a numeric field).

Version 4.0

16. IS SOT is optimized for entering information on personnel (the method of substitutions from the list for positions and departments was returned when entering data).

17. Accounting for psychiatric examinations has been introduced.

18. In the checklist when hiring a new employee, the field "Familiarization of the employee with working conditions at the workplace on the SOUT card and obtaining a personal PPE card" was added.

19. Training hours (16 or 20) have been introduced into the "Training protocol" and "Labor safety certificates" for the category of personnel "Workers". The names of occupational safety training programs are inserted automatically.

20. The form "Organizer of the main tasks (events)" for health, safety, civil defense, industrial safety and ecology has been created.

21. Introduced diagrams that work in automatic mode. In the "Organizer" form (for Office 2016), the list of tasks is represented by a picture from the COT IS created in Office 2019.

22. The form "Instructions on labor protection, fire safety and ecology" has been created. A logical field has been added to the form for the possibility of adding instructions to the register of specific departments.

23. The Logbook for recording instructions has been introduced in accordance with the form of Appendix No. 9 to the Methodological Recommendations for the Development of State Regulatory Requirements for Occupational Safety, approved by the Decree of the Ministry of Labor of Russia No. 80 dated December 17, 2002 - is generated automatically.

24. Registers of instructions for subdivisions are formed automatically.

DOWNLOAD IS COT SOFTWARE

Information system of a labor protection specialist from A.K. Yudina (version 4.0)

Instructions for using the IS SOT program

You can find other materials by Anatoly Yudin using the All-Seeking Search.

That's all. If you liked the program, then do not skimp on rating stars and thanks in the comments 😉 Thank you for your support and participation!

To be continued...

Note that the establishment of personal responsibility of employees allows: together with other forms of preventive work, to bring into a single system the activities of managers and specialists, as well as supervisory persons to ensure safe working conditions; evaluate the level of preventive work in the field of labor protection; regularly receive information about the state of machines, equipment, tools and workplaces in terms of their safety (safe operation) and take measures to eliminate deficiencies; receive data on the fulfillment by employees of labor protection requirements, take disciplinary measures against violators.

Since the lack of skills and abilities often leads to injuries, the development of new safe work skills by employees is only a blessing.

The strategic task of such a review-competition is to develop a system of incentives (methods of moral and material incentives) for employees who know and comply with the requirements and norms of labor protection, while maintaining a system of disciplinary actions against insufficiently trained and undisciplined employees.

All this, in turn, leads to a decrease in occupational injuries and occupational morbidity.

The review competition is held between individual employees and between separate units of the same type.

The review competition between individual employees is carried out both within each unit, and for the same type of job duties or professions.

Summing up the results of the review-competition is carried out regularly in accordance with the regulation on the review-competition. Summing up the results of the review competition is carried out, as a rule, at a meeting of the labor collective of a unit, a group of units, the entire organization or at an extended meeting of the heads of units participating in the competition. If the organization has a holiday associated with the day of science, the birthday of the organization, etc. - a kind of "Day of the company", then it is better to sum up the results by this day.

Managers and specialists who are actively involved in improving the performance of divisions in the review-competition are encouraged additionally, subject to the award of prizes to their divisions.

Separate (the best in the institution) employees actively involved in improving the performance of the division in the review-competition are encouraged additionally, individually.

As an exception, individual employees may be encouraged without awarding prizes to their unit.

In subdivisions that have been awarded a prize, employees who have received a disciplinary sanction for violating labor protection requirements are not encouraged.

Practice shows the expediency of the following measures of moral encouragement: for an employee - announcing gratitude in an organization order with a certificate of honor, placing a portrait on a special stand; for the division - awarding the title "The best labor protection division of such and such a period" with the award of an honorary pennant. Other forms of moral encouragement are also possible.

Practice shows the expediency of the following measures of material incentives for an individual employee: 1) a one-time monetary reward (bonus); 2) establishment of an increase in salary for the period until the next review competition; 3) a voucher (for rest or treatment) to prestigious resorts, including foreign ones; 4) a business trip to Russian or foreign exhibitions on labor protection; 5) internship in labor protection in Russia or abroad;

The same measures of material incentives can be applied to the subdivision, taking into account the number of people working there, the prize-winning place, and the nomination of the competition.

Page 1 of 4

TOPIC 2.2. Management of internal motivation of employees for safe work and compliance with labor protection requirements

2.2.1. General concepts of intrinsic motivation
2.2.2. Management of internal motivation of employees to comply with labor protection requirements
2.2.3. Celebration of World Day for Safety and Health at Work
2.2.4. Promotion of best practices in labor protection

2.2.1. General concepts of intrinsic motivation

Labor occupies at least a third of adult independent life. A number of stages of a person's working life captures earlier and later periods of his life (education, choice of profession, labor and vocational training, type of pension depending on working life, life of a pensioner-veteran of labor associated with his native organization, etc.). Therefore, work, and, consequently, all issues related to it, are of great importance for any person and are always in the field of his attention.
The results achieved by people in the process of work depend not only on the knowledge, skills and abilities of these people. Effective activity is possible only if employees have the appropriate motivation, i.e. desire to work. Positive motivation activates a person's abilities, negative　 inhibits their manifestation.
Motivation includes an internal state of a person, called a need, and external factors that affect motivation, called a stimulus. Human behavior is determined by the needs and incentives that dominate at a given time.
Physiological needs are fundamental to humans. They demand their satisfaction first. The organization of labor and the workplace must take this circumstance into account.
After satisfying physiological needs, the need for security comes to the fore. However, this does not mean that the employee thereby seeks to work safely. Often, his fear of losing his job (the need for social security) due to low productivity pushes him to violate the elementary methods of safe work in order to quickly complete the assigned work.
Next need- the need to be in a group, to enjoy love and respect there. If this group (often referred to as the reference group) neglects security measures, then each of its members will do “like everyone else”. It is known that the tone in the group is set by its leader, formal or informal. It is necessary to ensure that the formal head (leader) of the group (unit, brigade) is its informal (true) leader with internal motivation to comply with safety requirements. In such working groups (teams, shifts) everything is always in order.
Any person seeks to improve his position in the group, he wants to feel his own significance, confirmed by the recognition of others. In the struggle for this recognition, he is ready to draw attention to himself at any cost, and therefore he can often violate safety rules, trying to quickly do something very important and difficult and thereby distinguish himself.
And finally, many people experience a desire for self-expression, for leadership. They want to realize themselves, to fulfill their destiny.
As the needs at one level are partially satisfied, the needs of the next level become dominant. At the same time, it is important to keep in mind that only those incentives that satisfy the dominant need are motivating.
For example, it is widely believed that the main factor in effective work is money: the more a person receives, the better he works. Such a belief is not true: if a person is dominated, for example, by the need for close relationships or the need for self-realization, then he will prefer a place where he can satisfy this need to money.

Management of employees' motivation for safe work. Employee motivation management. Management of internal motivation of employees to comply with labor protection requirements

2.2.2. Management of internal motivation of employees to comply with labor protection requirements.

2.2.3. Celebration of World Day for Safety at Work.

2.2.4. Promoting best practices in labor protection.

Access Based Occupational Health and Safety Program

ATTENTION! History of IS SOT program updates

DOWNLOAD IS COT SOFTWARE

Information system of a labor protection specialist from A.K. Yudina (version 4.0)

Instructions for using the IS SOT program

Safety Motivation Management

Send your good work in the knowledge base is simple. Use the form below

Similar Documents

Safety Motivation Management

Access Based Occupational Health and Safety Program

ATTENTION! History of IS SOT program updates

DOWNLOAD IS COT SOFTWARE

Information system of a labor protection specialist from A.K. Yudina (version 4.0)

Instructions for using the IS SOT program