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Socio-psychological environment as a means of staff motivation. Social motivation: incentives for staff

SOCIAL MOTIVE - a conscious, which is a property of the individual, motivation for activity that occurs when highest form reflection of needs (their awareness). MS arises on the basis of the higher, conditioned by the development of production, the needs of the individual as a product of the historical. development. Wide social societies are the basis of motives. relations that act as their system-forming factor. MS have a class nature, the needs of society, nation, class, collective, individual are "transformed" in them. On the basis of one need, their combination usually arises. The same one can meet different needs. In addition to simple ones, there are complex (collective) MS, for example, interests. Interest in a profession is often the resultant of motives such as its societies. significance, prestige, prospects for professional growth, salary, etc. Ms "performs the following functions: motivating (expressing aspiration for activity), guiding (expressing the certainty of aspiration) regulating (associated with the dominance in the regulation of behavior of certain motives). M.s. can exist as a potential (formed before the start of activity, behavior or remaining after their completion) and as a really acting one (manifested in the process of activity and behavior). to the needs of the individual incentives as a kind of additional links between the need and the motive in the form of an established material or moral encouragement. In order to influence activity, the stimulus must be "realized" or "appropriated" by the individual. MS not reducible to other psychological. phenomena, entities (needs, attitudes, emotions, goals, feelings), are not identified with them. The main characteristics of M.s. is strength (as the irresistibility of striving) and stability (the duration of existence and manifestation in various types of activity and behavior). Knowledge of M.s. is important for the formation of personality and improving performance. Lit.: Yakobson P.M. Psychological problems motivation of human behavior. M., 1969; Leontiev A.N. Needs, motives and emotions. M., 1971; Aseev V.G. Motivation of behavior and personality formation. M., 1976; Kovalev V.I. Motives of behavior and activity. M., 1988; Madsen K.V. Modern theories of motivation. Copenhagen, 1974. V.I. Kovalev

Russian sociological encyclopedia. - M.: NORMA-INFRA-M. G.V. Osipov. 1999

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Character as a social characteristic of a person

Character - an individual combination of stable mental characteristics of a person, causing a typical way of behavior for a given subject in certain life conditions and circumstances. The character is usually called the originality of the warehouse of mental activity, which is manifested in the peculiarities of the social behavior of the individual, and first of all - in relation to the profession, people, and oneself.

Theophrastus is considered a pioneer in character studies. In the 18th century, numerous studies of the typology of character were also carried out in Europe, and J. St. Mill even proposed to single out ethology as a special science (because since the time of Theophrastus, character has been called ethos). If we keep in mind that ethics is the science of good and evil, then we already get an indication of the meaning that was invested in the concept under discussion from the very beginning - character reveals and limits the measure of a person’s personal responsibility, it determines the actions by which a person can manage (as opposed to temperamental manifestations, which a person practically cannot change). To date, the concept of "character" is recognized as debatable. Some psychological currents generally deny this concept the right to exist, and it is simply excluded from most foreign reference publications and studies. Why did this happen? Firstly, there is a tendency to identify character with the personality as a whole, according to many psychologists, more studied and including manifestations of character. Secondly, according to phenomenology, many attribute character to the field of ethics, and thus its inclusion in the system of psychology is recognized as illegal. Thirdly, doubts are expressed about the possibility of studying character as an independent phenomenon in general. Recall that the English character means "personality", "character".

G. Allport, one of the creators of ego psychology, wrote somewhat tautologically, but expressively: character is an assessed personality, and personality is an unestimated character. That is, with the most invaluable attitude towards a person, his character concentrates in himself what he can control, change and develop. Indeed, the character is formed throughout life by people, in general terms, developing by adolescence, it changes under the influence of education and self-education. Thus, character, unlike temperament, can be subject to ethical evaluation.

In Russian psychology, it has always been emphasized that the “backbone of character” is the will - stability in actions, adherence to principles, the relationship between intellect and personality, the presence of life goals. Abroad, also noting the element of character associated with self-control and self-regulation, the concepts of “Strength of I”, “Strength of Super-I” are sometimes used as a synonym. (The modern psychiatrist P. Volkov uses the following analogy to separate the concepts of "personality" and "character". "A river is a character, and a person is a swimmer in it. He has three possibilities. He can swim against the current, and then remains in place The swimmer can blindly give himself up to the flow of the river and break on the rocks, fall into the whirlpool, and, finally, he can control the trajectory of his movement with the help of good swimming technique.This comparison explains the relationship in which a person can put himself in character. Obviously, the third option is the best, but it requires knowledge and work on oneself.") If it is not always possible to determine the dividing line between manifestations of character and personality, then it is even more difficult to separate character and temperament (8). V. Kretschmer, the son of the famous psychiatrist E. Kretschmer, used the following definitions. Temperament is an innate feature of the flow of psychophysiological processes (their pace, inertia, intensity, ability to switch, etc.). Character is a stable feature of a person’s attitude to the world, people around him and himself.

A.G. Kovalev and V.N. Myasishchev divided approaches to the study of individuality into four groups: 1. Character and temperament are identified. 2. Antagonistic relations are established between them. 3. Temperament is an element of character. 4. Temperament is recognized as the basic nature of character.

The latter position is closest to research carried out within the framework of domestic science (including the special theory of individuality). It is argued here that temperament and character are interdependent. Temperament does not determine character one-sidedly; life experiences, education and training on the natural basis of temperament - the properties of the nervous system and genetic programs - weave their own patterns. But, unlike temperament, which has stability, totality and describes formal (not dependent on the content of activity) features of behavior, character is not manifested in everything and not always.

There are two ways of positioning character among other psychological categories. The first way, which turned out to be preferred in Russian psychology, without interrupting it is connected with temperament, brings the character closer to the content and spiritual and ideological qualities of the individual. The second path outlines the risk of mental illness and even indicates the direction of the most likely development of pathology. Thus, the character can contain an indication of both the "tops" and the "depths" of the development of individuality.

If temperament may not determine the content side of the personality relationship (although in Lately and this is also questioned), then the nature of them reflects - preferences, significant relationships, and even tendencies of mental ill health. So, B.G. Ananiev believed that each character trait represents a certain essential attitude of the individual to the world around him, among which such objects as 1) nature, society and public ideas(ideology), 2) labor as a way of human existence, 3) other people, social connection with which is inherent in this individual, 4) one's own activity and personality (1).

Character is a dynamic phenomenon, it can manifest itself in different ways, especially in adolescents. First, accentuations make themselves known through acute affective reactions, which come in several forms. Types of affective reactions. 1. Intrapunitive (discharge of affect by inflicting damage on oneself). 2. Extrapunitive (discharge of affect through aggression on the environment). 3. Impulsive (reckless flight from an affective situation). 4. Demonstrative (affect is discharged into a "performance").

Secondly, these are transient psychopathic behavioral disorders. Types of transient behavioral disorders. 1. Delinquency (minor offenses). 2. Substance abuse behavior. 3. Runaways and vagrancy. 4. Transient sexual deviations (early sexual life, transient teenage homosexuality).

Finally, thirdly, against the background of accentuations, mental disorders can develop, transferring the personality to the level of illness.

A.E. Lichko determined the directions of dynamic changes in accentuations (thus confirming the possibility of character development), attributing to them the transition from an explicit form to a latent one (age compensation), the transformation of accentuation into “marginal psychopathy” and the transformation, expressed in the addition of accentuation of similar content (for example, the transformation of hyperthym into a cycloid).

Since the character (with its accentuations) completes its formation by adolescence, the main factor in its development is family education. E.G. Eidemiller and V.V. Yustitsky established a connection between some distortions in the style of parenting and those accentuations (and other distortions of behavior and personality) that are highly likely to appear.

So, in the case of indulgent hyperprotection (when control is high and there are no prohibitions), hysteria or hyperthymia often develops, and with dominant hyperprotection (when there are too many prohibitions with high control), psychasthenics, sensitives and astheno-neurotics intensify asthenic features, and hyperthyms show a desire to emancipate from parents (for example, running away from home). In the case of emotional rejection on the part of the parents, an epileptoid accentuation is formed; and against the background of the initial emotionally labile, sensitive or astheno-neurotic accentuation, decompensation intensifies, leading to the appearance of stable neurotic disorders. Increased moral responsibility (in which high demands on the teenager are combined with reduced attention to him) leads to the appearance of psychasthenic accentuation. And the style of neglect (when both control, and prohibitions, and requirements, and satisfaction of the needs of children by parents are weakened) leads either to the appearance of hyperthymic accentuation, or in children of a weaker mental warehouse, unstable or conformal accentuation.

Having formed more or less completely, accentuation does not end its development on this. As long as a person lives, accentuations can also change. P.B. Gannushkin noted that before the age of 25-30, even psychopathic natures can change towards greater mental stability, and some people, finding themselves in favorable conditions, can lead a normal working life without causing others any suspicion of their mental illness.

It is clear that each individual cannot be completely reduced to one of the types of character. Most (almost half of the people) belong to mixed types, among which two main varieties can be distinguished: intermediate (due to endogenous factors, such as labile cycloid, conformal hyperthymia) and amalgam (formed as a result of the stratification of traits of the same type on the endogenous nucleus another, such as, for example, hyperthymically unstable, conformally unstable). And a natural question arises: are there people with a normal character in nature? Outlining any character, psychologists focus on any one most expressive aspect, thereby emphasizing the shift in mental balance. “But even if we assume that there really are people whose feelings, thoughts and actions are in perfect balance, then is this not the destruction of every character, every individual shade?” Ribot wrote. Thus, a “characterless” person is a theoretical conjecture, and prominent psychiatrists, like P.B. Gannushkin, consider it impossible for a person to exist without accentuations.

Studies of the contribution of the environment and heredity to the formation of character, carried out using the MMPI questionnaire and its modifications, showed the absence of psychogenetic influences on the formation of both individual accentuations and the profile of indicators as a whole; the only exception is the scale of social introversion. Moreover, the group of traits that determine behavior in a communication situation turned out to be the most associated with the genotype.

To always achieve excellent results in production, the leader must be able to manage the behavior of subordinates. In each specific current production situation, the manager must be sure that the correct reaction of the labor collective will be given to his orders. And for this, along with a clear understanding production process the leader must have an idea of what motivates people working for him and why they behave this way and not otherwise in a particular situation.

“The work of a leader is also the ability to properly motivate staff. A motive is a kind of incentive for a person, prompting him to take specific actions. It is precisely how a person reacts to these stimuli that develops his model of behavior. This means that they influence the social role of a person in a team and in society as a whole” Bychkova A.V. Personnel management: Proc. allowance. - Penza: Penz Publishing House. state un-ta, 2008.- S.- 111..

“Understanding the motives of a person, the leader can select the necessary socio-psychological incentives for the necessary organization of human activity” Durakova O.A. Theory of personnel management: Proc. Benefit. / I.B. Durakova, O.A. Rodin, S.M. Taltynov, - 2010.- S.- 322 ..

Motivation is the interest of a person, the reason for his desires and aspirations. “In the case of the labor collective, a similar definition of this term is given. Motivation is the process of inducing and stimulating a person or a group of people to activity, to activity and to initiative. Shibalkin Yu.A. Fundamentals of personnel management: Tutorial for distance learning students. - M.: MGIU, Ed. Polytech. otd. VSU, 2010.-S.- 260..

Motivation is necessary for the effective implementation of the planned work.

“The primary motive for action is need. That is, a person is aware of the absence of something, and this causes him an inner impulse to different forms activity. Efficient Management perhaps only with full awareness of the needs and interests of subordinates. If needs are capable of causing a person’s desire to satisfy them, then the boss must be able to create situations that allow his subordinates to feel that they can satisfy their needs with the behavior that is necessary for the head of the enterprise ”Bychkova A.V. Personnel management: Proc. allowance. - Penza: Penz Publishing House. state un-ta, 2008.- S.- 112..

It is necessary to create a whole system of motivation and incentives for employees, realizing that it is created for the desire of employees to work for a long time and fruitfully in this organization. Creating a model of effective motivation of subordinates, the leader must:

1. Choose the main model of the motivation process: need - goal- action and influence of experience and expectations.
2. Identify factors that can affect motivation.

The main idea of motivation is a reward that can satisfy the needs of a person to consider himself a necessary and valuable member of the team. Reward is both internal and external. The internal reward can include a sense of the significance of a person in the work done, his need and, as a result, the achievement of a result. The feeling of friendship and communication that arise between employees in the process of work can also be attributed to internal rewards. In order to competently ensure internal rewards, appropriate working conditions and an accurate statement of the task are created.

The external reward must be provided by the organization. These include salary, promotion, additional incentives.

“There are three main subsystems for motivating the effectiveness of personnel:

1. Wage and financial reward.
2. Human relationships.
3. Increasing status characteristics and a measure of responsibility” Nikiforov G.S. Psychology of Management: Textbook for High Schools / Ed. G.S. Nikiforov. - 2nd ed., add. and reworked. - St. Petersburg: Peter, 2009. - S. - 639 ..

But there is no perfect recipe, and the literacy of a leader lies in the ability to combine all the variants of this system in different proportions.

In our time, society has changed a lot, the education and well-being of citizens has increased, and this leads to the fact that non-material incentives lead to faster results than material ones. To be carried out at the enterprise non-financial incentives staff, the leader must also be a good psychologist. The effectiveness of the use of non-material incentives depends on individual approach to every employee. “Let's consider the elements of moral and psychological ways to motivate employees.

1. It is necessary to create conditions under which people will begin to feel their professional suitability, the knowledge that they can perform the assigned work more correctly and better than others.
2. Provide a "presence of challenge", give each employee at his workplace the opportunity to express himself, to show what he is capable of in a professional sense.
3. Express universal recognition both personally and publicly "in the presence of the whole team."
4. When formulating tasks, the leader must leave the subordinates the right to self-expression, for their moral and psychological stimulation and the achievement of high goals in work.
5. In working with employees, it is necessary to provide everyone with equal opportunities, regardless of their position, contribution or personal merits to the enterprise.
6. Actively encourage an atmosphere of mutual respect, trust, tolerance for the mistakes and failures of other employees. Vesnin V.R. Management: textbook. -- 3rd ed., revised. and additional -- M.: TK Velby, Publishing House Prospekt, 2011.- S.-504..

It should be noted that it is necessary to stimulate not only a particular employee, but the whole team, and for this it is necessary that any encouragement is perceived by everyone as fair.

There are many methods of staff motivation, with the right selection of which the enterprise, by increasing the dedication of employees, will be able to get more profit and significantly improve the atmosphere in the team. The main thing is that the management of the organization clearly understands the tasks that arise before it and adheres to consistency in its actions aimed at correcting the situation.

The behavior of a person in each case has its own reasons. That which induces a person to act in this way, and not otherwise, is the motivation of his activity. Revealing the motives of human activity is an extremely difficult task. Firstly, because complex types of personality activity (for example, labor) are brought to life not by one, but by several factors (needs). Secondly, because motives can be not only conscious, but also unconscious. Discussing social motivation, it should be emphasized that it is based not on innate, but on acquired needs. They are formed as a result of education, training, impact on the individual of other people and groups. Of course, the biological foundations of a person can also manifest themselves in social motivation. Thus, the desire of any person for social dominance has a certain, albeit superficial, similarity with the satisfaction of the innate needs of some animals. However, in the end, the enormous influence of social and cultural factors on the motivation of the human personality is undeniable. There are a number of experimental data showing different motivational significance of certain influences for different cultural groups.
Representatives of many psychological schools are interested in social motives primarily because such motives in practice are probably the most powerful forces that govern human behavior. It is social motives that prompt us to achieve a certain social status, wear fashionable clothes and act in such a way as to receive approval from our social group, meet the requirements of public morality.
As noted above, people in different social groups, as well as in society as a whole, being in interdependence with each other, perform certain social roles. At the same time, they evaluate the positions (statuses) they possess in a different way. This assessment involves comparing one's own social role with all others. Some members of society are perceived as having approximately equal status, others are perceived as having a higher status, and some as having a comparatively lower one. A person, as a member of society, has such a strong social motive as the transition to a higher social stratum. People in society tend to increase their social status, as this gives a higher social prestige and income level. So, often a nurse wants to get a doctor's degree, an assistant in a department at a university wants to become a professor, an ordinary employee of a company wants to become a manager. Undoubtedly, the strength and nature of the needs underlying the motivation to improve one's social status will be different for different people, for example, for two young men, one of whom grew up in a peasant family in the Ryazan region, and the other is the son of a major Moscow businessman. Each of them will have a different understanding of the increase in their social status, and they will be satisfied with completely different achievements in their life path.
The social motives of people can be either specific (competitive) or cooperative (cooperating) in nature. This or that social status is usually acquired through competition or cooperation. According to experimental data (the behavior of monkeys and small children was compared), cooperation is impossible without the corresponding development of speech.
Social motives also include the conformity of the individual, her desire to conform to certain patterns adopted in certain group or this society. Following fashion in clothes, hairstyle, even lifestyle is also an important social motive for human behavior. Not all of us will agree that others consider him "old-fashioned." Young people are especially inclined to imitate their idols, which can be played by real people - popular actors, singers, politicians, as well as heroes of films, plays, books.
Among the most important social motives, it is necessary to single out obedience to authority. Obedience to official authority is an essential characteristic of any society, and its social institutions function precisely due to the corresponding motivation of most people. Usually we recognize the need for legitimate (legitimate) authority and consider ourselves obliged to obey it. This often happens even in those cases when the demands of the authorities do not correspond to the beliefs and values of people, contradict them. So, following the order of the director of the enterprise, workers release poisonous production waste into the river. Assistants to a politician, guided by his orders, use "dirty technologies" to discredit an opponent. When such cases become known to the public, the perpetrators usually show a desire to exonerate themselves completely or at least partially, emphasizing that they were only following orders from above.
The desire of the individual to submit to authority is explained, according to Milgram, by the great importance of the socialization of submission. Recall that socialization is a process in which an individual acquires a certain social experience and adapts to his social environment. From early childhood, throughout life, a person is taught to obey authority and is rewarded for such behavior. Subordination becomes the indisputable current norm in institutions and social institutions in general: in the military, medical, legal, educational, religious, industrial and other fields. The successful outcome of an individual's actions in a variety of circumstances is often a consequence of the motivation to obey authority, regardless of whether it is school grades, health, promotion, military merit medals, recognition, etc. Thus, in the course of one's life a person learns to appreciate submission, even if it is sometimes not very pleasant.
The question of the main social motives of a person is open, and each of the researchers approaches it in his own way. The theory of Maslow's "hierarchy of motives" has already been covered above, who singled out needs according to their degree of priority for the individual. Among the social aslow included the need for belonging and love, for respect and self-respect, for self-actualization. A few years after the appearance of this work by Maslow, the American anthropologist Linton, who studied the characteristics of the culture of various peoples, named three basic needs, which, in his opinion, are the most common and most significant for understanding human behavior:

the need for emotional response from others, which may stem from addiction relationships in early childhood;
the need for long-term guarantees, based on the indisputable fact that people have the ability to perceive time - both the past and the future. People have a need for "reinsurance" and hope, so they can only live in anticipation of a subsequent reward;
the need for novelty of life experience, which appears when other needs are satisfied. It stems from boredom and the lack of any challenge.

White transformed this idea into the concept of "effectiveness". He considers the characteristic property of a person to be the desire for competence in order to control his environment. Denying the instinctive nature of this property, White insists that the motivation for "effectiveness" is a derivative of purely human need in research activity and a kind of "playfulness", aimed appropriately at achieving competence.
Among the most well-known concepts of social motivation, the “three needs theory”, authored by McClelland, should be noted. On the basis of empirical research, he came to the conclusion that the motivation of the behavior of each individual can be generated by the following three main needs:

the need to achieve (the desire for excellence, to achieve a specific goal);
the need for power (the desire to influence others, to make them behave accordingly);
the need for affiliation (the desire for friendly and close interpersonal relationships).

McClelland notes that any person has all these three needs, but they are expressed to varying degrees in each individual. Thus, a person may have a high need for achievement, a medium need for power, and a low need for affiliation. Another individual has a completely different combination of these needs. Particularly much attention in the works of Acclelland is given to the analysis of personality with a predominance of the need for achievement. These people are demanding of themselves, stubborn and realistic. For them, achieving a certain result is a goal in itself. They strive for personal achievement, and not for rewards for success. At the same time, a person who is focused on achievements cannot be attributed to reckless adventurers. He avoids tasks that he considers very difficult or very easy. Such a person calculates the probability of his success and makes efforts to achieve the goal only if his estimate of the chances of success is at least fifty-fifty. He strongly believes in the probability of his success, shows perseverance and endures prolonged stress on the way to the goal. It is also characterized by the search for specific feedback in order to evaluate what has already been done. An individual with a high level of need for power seeks to occupy an influential position. He likes to be at the head of something, to influence other people, to control their behavior. Often he is more concerned with increasing the degree of influence and prestige than with the successful performance of his duties. For an individual with a high level of need for affiliation, the most important thing is location, friendship and love from other people, including colleagues. He believes that the constant desire to succeed and influence others hinders warm interpersonal relationships. That's the kind of relationship he's focused on. Therefore, achievements or power occupy lower places on the scale of priorities of such an individual. Being a member of any organization, he is quite satisfied with the situation when the leaders take care of him personally, and the employees are friendly. McClelland's research data can be used in the practice of personnel management, as they allow managers to more successfully resolve issues of distribution of responsibilities between employees. Individuals with a high level of need for achievement prefer work situations with personal responsibility, constant evaluative feedback and moderate risk. In the presence of these factors, they will have a strong labor motivation. Individuals who are characterized by a high level of need for power perform better in conditions where they can effectively influence other people. The best managers are reported to have a high need for power and a low need for affiliation. As for individuals with a high level of need for affiliation, they prefer work that includes frequent contact with people and opportunities for establishing close interpersonal relationships.
Research on social motivation provides additional evidence for the uniqueness of each of us. The combination of various motivational forces with all their nuances, inducing this or that person to any type of activity, is always distinguished by its unique originality.

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