Motivational program for employees examples. Step-by-step instructions for developing a personnel motivation system
Gnatyshina E. V., Evplova E. V. Development of personnel motivation system // Young scientist. - 2015. - No. 14. - S. 239-243 /
Annotation. The article discusses the features of creating a system of personnel motivation for commercial enterprises. The relevance of the stated topic is considered. The stages of the manager's work on creating a system of employee motivation are presented. The personnel motivation system involves the passage of the following stages: identification of problems that arise in the enterprise due to low personnel motivation; taking into account the results of the previous paragraph, the definition of motivation tasks, i.e. what or why to motivate employees (tasks of motivation may be common for all employees, and may be different depending on groups of employees); conducting special socio-psychological studies in order to determine the most effective and acceptable motivating factors for each group of employees; taking into account the results of the previous paragraph, the choice of tools (motivating factors), determining the frequency and sequence of introducing motivating factors; calculation of costs for the implementation of the personnel motivation system and economic feasibility from the implementation of this system; introduction of a personnel motivation system; study of economic benefits from the introduction of a personnel motivation system.
Keywords: motivation, personnel, enterprise, motivation system, material motivation, moral motivation, career, motivation, professional motivation, etc.
Top management should spend 40-50% of their time
to train and motivate their people.
Buck Rogers
Any enterprise at some point in its development may face one of the following situations:
1) the staff is late for work;
2) instead of doing work, employees sit on the Internet and in social networks;
3) workers are delayed for lunch break;
4) the staff regularly has a bad mood and apathy;
5) employees do not complete the projects assigned to them on time, and much more.
If at least one of the above problems is diagnosed in a company, then the reason is low staff motivation. At the same time, it is necessary to understand that people are not by nature passive and do not oppose the goals of the organization. They became so as a result of work in the organization.
The consequences can be the most unpleasant for the enterprise. Low motivation of the staff will lead to non-fulfillment of the work plan, which, as a result, like a snowball, will create the following problems: competitors will take their places in the market, the company's income will fall, the wages of employees will decrease, and there will be a large staff turnover. As a result, the company may be in danger of bankruptcy or liquidation.
Only the development and implementation of an individual system of personnel motivation can solve this problem.
It is well known that motivation is an impulse to action, because it underlies any behavior, with the exception of activities based on unconditioned reflexes.
The solution to this problem should always begin with the answer to main question: "What do you need to motivate employees, what actions to encourage?".
For example, you can motivate employees to come to work on time. workplace, to increase the average bill, to attract more customers, to popularize the product, etc.
Note that it is inefficient to set several tasks of staff motivation. And before formulating a task, it is necessary to analyze its consequences.
When setting tasks for motivating staff, you can use any of three options:
Option 1 - setting tasks common to all employees;
Option 2 - setting goals for individual groups of employees (sales managers, middle managers, marketers, etc.);
Option 3 - setting tasks for a particular employee.
One of the above three options can be chosen, taking into account the size of the enterprise (number of employees), organizational structure other individual characteristics companies.
It is also necessary to know that the task set should solve a specific problem associated with low staff motivation (for example, failure to complete the work plan, being late for work, etc.).
How to solve the task? You can use one of the many theories that exist today. For instance, classical theory motivation (moral, material, professional, career), the theory of motivation according to A. Maslow (according to the pyramid of needs), Dr. Sheik's theory of motivation (according to eight core values in the work of employees), Herzberg's two-factor theory of motivation and many others.
However, it must be understood that any of the above theories is universal. And since each company is different, there is a high probability that the use of any theory will be ineffective.
It must be remembered that the main thing is not which theory of motivation to use, the main thing is to adapt any theory to the characteristics of the activity. specific company and implement the results obtained in a single system, since unsystematic actions are ineffective.
Any leader must understand that the same method of motivation can be effective for one employee and have a demotivating effect on another.
In order to avoid such negative consequences, company managers should conduct special studies in order to determine the socio-psychological portrait of the employee. To do this, there are both universal methods, tests, questionnaires, as well as the opportunity to develop an individual methodology, taking into account the specifics of the company's activities.
It is advisable to conduct these studies quite regularly (once every three months), since in any company personnel rotation inevitably occurs, employee preferences change, etc. For example, the financial crisis, personal problems, etc. can significantly change the preferences of employees regarding motivating factors.
According to the results of such research, it becomes clear which groups of workers which type of motivation can be more effective.
When selecting motivating factors, it is also necessary to take into account the types of organizational structure.
For example, it is generally accepted that the use of moral motivating factors is most preferable for a clan culture, professional motivation will be effective in an adhocracy culture, career motivation corresponds to a hierarchical culture, and it is advisable to use material motivation for enterprises with a market culture.
In order for company executives to determine whether they have a staff motivation system in place, they can answer the following specially designed questions:
1. Are there any tasks to motivate employees?
2. Have studies been conducted to determine the most effective motivating factors for different groups of workers or specific professionals?
3. Has the company planned what motivating factors will be introduced tomorrow, the day after tomorrow, in a week, in a month, etc.?
4. What amount is included in the company's budget for staff motivation, and is there such a line of costs at all in the enterprise?
5. Has it been calculated what economic benefit will be received from the introduction of each of the motivating factors per employee?
If most of the above questions are answered positively by company managers, then it can be judged that their company is close to building an individual system of staff motivation. If the answers to most questions are negative, then, most likely, actions to motivate staff are unsystematic.
To bring actions to motivate staff in single system, the following conditions must be met:
1. Determine the problems that arise in the enterprise due to low staff motivation.
2. Considering the results of the previous paragraph, determine the tasks of motivation, i.e. what or why to motivate employees. Motivation tasks can be common for all employees, and may be different depending on groups of employees or individual for each specialist.
3. Conduct socio-psychological research to determine the most effective and acceptable motivating factors for each group of employees.
4. Taking into account the results of the previous paragraph, develop a system of staff motivation: select tools (motivating factors), determine the frequency and sequence of implementation of each motivating factor.
5. Calculate the costs of introducing a personnel motivation system and the economic feasibility of implementing this system (per employee).
6. Implement a personnel motivation system - a phased and consistent introduction of previously developed motivating factors.
7. To study the economic benefits from the introduction of a personnel motivation system.
Taking into account the above tips, the personnel motivation system will be developed in accordance with the characteristics of the enterprise, the size of the company, the financial capabilities of the enterprise, etc. In other words, the developed system will be purely individual, and therefore more efficient.
However, there is one factor that can completely cross out all the efforts of the manager to motivate staff. That factor is wages.
The level of wages can have a strong demotivating value in two cases:
1) if the employee's salary is small (in comparison with salary in competing companies)
2) if the wages of workers of the same level are very different.
In order for wages not to be a demotivating factor, it is necessary to eliminate distortions in wages and develop a bonus scheme for motivating employees.
It must also be remembered that motivation is effective if there is trust between employees and the manager and if the work is organized in such a way that the employee is engaged in its implementation, and not the removal of obstacles that prevent it from starting.
Given the above tips, you can begin to implement the developed individual system of staff motivation. At the same time, it is necessary to determine the effectiveness of its implementation quite regularly (once every two months) by conducting employee surveys using anonymous questionnaires. With the help of such surveys, it is possible to determine the effectiveness of the implemented system according to three main criteria: the subjective feeling of employees, their intrinsic motivation, and satisfaction from the implementation of motivating factors.
It is desirable to consider the results obtained in dynamics in order to evaluate how certain management decisions perceived by staff.
absence of Debit transactions on the Card in merchants of any category
The goals of the personnel motivation system, what needs of employees it should satisfy, how to build it, examples of implementation.
When I, as a visiting consultant, look at the work of a company that is new to me, it reminds me of a symphony orchestra. Director at the conductor's stand. There are several leading tools: financial director at the piano - he accompanies and "leads" the melody, the main violin - Commercial Director and his violinists, production drummers - beat out the rhythm, marketers - lighting - do it "beautifully". And if the orchestra is played, and everyone knows their role, then the melody is beautiful. But what makes an orchestra a single entity? A common goal, common interests and a banal instrument - notes. It is the same in the company: if each employee knows his role, knows how his work leads the company to the goal, then the business turns out great. To achieve awareness from employees, peculiar notes are used - a system of personnel motivation.
Download and get to work:
What needs of employees should the motivation system in the organization satisfy?
A good motivation system should meet most or all of the needs of employees:
- physiological - material needs (remuneration must be decent and reflect the value of each employee's contribution to the company);
- need for communication corporate culture consists in the formation of a friendly, polite and positive team, the prevention of conflicts, and sometimes personnel decisions);
- the need for approval and respect - the company must show in every possible way that it respects its employees, and this can be done using a wide range of tools from health insurance and a good office, to corporate mailings, events and daily behavior of management;
- the need for self-realization and spiritual development - employees who have the potential for development should have the opportunity to develop in the company. This will increase the value of not only the employee, but also the company.
How to build a motivation system in a company?
Read the title again. Notice the word "easy"? Not? And rightly so.
Because it is difficult to build a motivation system in a company. In everything that is connected with people, with their interests and motives, there is no unambiguously correct approach. There is no such recipe according to which I added the ingredients in the right proportions, mixed it, and it turned out well.
However, as in any good cookbook, there are recommendations, following which you can do well (but no one vouches for the result).
So, if you decide to implement a motivation system, take care of:
1. Defining the goals of the company. Goals should be embodied in numbers, for example: revenue of so many millions, profit of so many millions, such dividends, market share is such and such, brand recognition is such and such.
2. Determining and ranking the needs of employees. Material motivation should be implemented in the first place, since it is a basic need for all categories of workers. Non-material incentives are not 100% mandatory, but sometimes they can achieve the desired effect even without significant costs. For example: it is clear that the need for sufficient pay exists for everyone, but dig deeper. Maybe getting to the company's office is inconvenient for most people and this is one of the reasons for staff turnover? The launch of corporate vehicles to the metro can solve this problem.
3. Determination of those responsible - who directly or indirectly affects the achievement of the company's goals. For example: the sales department directly affects revenue and indirectly affects marginality, production directly affects output and indirectly affects product costs, the purchasing department affects quality and cost, and so on.
4. The most difficult and interesting step is the synchronization of the company's goals and the needs of employees. To do this, build a table like this:
|
Company goal |
Responsible |
Need |
Motivation |
|
Revenue Х million rubles |
Head of Sales Department |
Material |
KPI - overfulfillment of the sales plan |
|
Respect and recognition |
Participation in the industry award "Sales of the Year" |
||
|
Sales Manager |
Material |
KPI - overfulfillment personal plan sales, plan to attract new customers, etc. |
|
|
cognitive needs |
Corporate university, tuition fees |
||
|
Production cost X rubles |
Conveyor worker |
Material |
KPI for overfulfillment of the production plan, for% of defects |
|
Belonging and love |
Corporate symbols, brand, good office, canteen, product discount, etc. |
||
|
The Manager of the procurement division |
Material |
KPI for meeting the delivery schedule, for reducing the purchase price |
|
|
cognitive needs |
Corporate university, tuition fees, business trips |
5. Well, the final, no less difficult and interesting step is testing new system motivation in practice. At the end of, for example, a year of using the new motivation system, calculate which innovations had a positive impact on the company's results, and which ones did not bring benefits or, on the contrary, did harm. To calculate the results, you can use both “dry” economic calculations, such as “revenue - margin - sales bonus”, and more flexible methods: employee surveys, turnover calculation, corporate reputation, brand recognition and value.
There are rare cases when the motivation system was developed once and successfully used for several years. Somewhere the goals were set incorrectly, somewhere they did not guess with the needs of the employees, somewhere the plans were set too low or, on the contrary, unattainable. This is fine. The whole focus is on attention to the work of motivation systems and its constant debugging.
They did it! Positive examples of the implementation of the personnel motivation system
When it comes to successful experiences with the motivation system, the first thing that comes to my mind is Google and other Silicon Valley companies. I don't think I'm the only one.
Google's philosophy, since its inception in 1998, is: "Google is people first." The actions of the company do not diverge from the words. Among the motivating factors for employees:
- very high wages. Several times higher than the market average;
- bonuses and additional "buns" in the form of free food, gym, transport, insurance, training;
- a strong brand that is present in all areas of employees' lives. The phrase "I work for Google" is an employee's expensive intangible asset;
- and even such an unusual motivation mechanism as posthumous wages, which are paid to the families and children of deceased employees.
Thanks to such a strong motivation system, Google gets the best employees from the market and their maximum dedication, but not everyone can afford such motivation.
Consider then a completely opposite example - a system of motivation by low costs. I will tell you about the unusual experience of building a motivation system for remote employees in the Skyeng online school.
Like any online business, Skyeng operates 99% with remote employees, and today there are about 1000 of them. The quality of remote work is extremely difficult to control and motivate remote employee and even more difficult. But top managers found a way out of this situation - automated processes assessments and Feedback from students.
Lessons in Skyeng are conducted on an automated platform that takes into account the success of the student after classes with the teacher, compares teachers with each other, gives recommendations for improving work, and calculates teacher pay grades.
In addition, students constantly give feedback on teacher satisfaction and progress. Teachers write reviews of each other's lessons. Thus, motivation is built:
- Material, expressed in the rate of h / h.
- Intangible, expressed in learning opportunities for the teacher himself, using the experience of more successful colleagues.
The role of the financial director in the development of a personnel motivation system
When creating a motivation system, it is necessary to cover all structural divisions of the company. In order for the interests of none of the departments to suffer, it is recommended to involve the heads of all departments in the development of an incentive system. structural divisions and key professionals.
In practice, the development of the methodology and the submission of proposals for consideration by the management is carried out by the personnel manager. The financial director, in turn, must analyze the proposed approaches for their economic feasibility.
Personal experience
Director of Economics and Finance of a manufacturing company
Financial incentives are part of the company's expenses that need to be managed. Planning and cost analysis are directly within the competence of the financial director. In addition, there should not be a situation where employees of a separate unit will receive a bonus when the company as a whole is unprofitable.
If the principles for calculating remuneration can sometimes be attributed to the competence of the personnel manager, then the amount of remuneration must necessarily be agreed with the financial director.
Personal experience
Consulting director of a consulting company
Assessing the financial implications of the system of staff motivation being developed is the responsibility of the financial director. He models further development companies, including the size (and the ratio of sizes for different categories of employees) of the remuneration paid. In the practice of working on projects, we came across situations when, as a result of the introduction of incentive systems, some employees began to receive disproportionately greater monetary rewards than the rest, although their contribution to the achievement of company results was comparable, or even less. As a rule, this is due to the fact that the corresponding line of activity at the time of the development of the motivation system was in its “rudimentary” state, therefore, in order to “promote” it, the parameters of the system were set at a high level. In this case, just the financial director either was not involved in the development of schemes, or did his job poorly. It is difficult to correct such mistakes and “distortions”, since it is necessary to revise the parameters (for example, bonuses) in the direction of their deterioration for the staff (for example, to reduce the bonus percentage), which has a strong demotivating effect.
You need to be prepared for the fact that it will take time to test the system. To do this, in practice, the method of “hidden” implementation is used - “we think in a new way, we pay in the old way”, when employees continue to receive remuneration according to an already tested scheme, but in parallel managers calculate the bonus according to a “new” - motivational scheme. In such cases, it is not recommended to inform employees about the introduction of a new remuneration system before it is finally developed and approved, otherwise this may adversely affect the quality of their work. The method of "hidden" implementation allows you to avoid many serious mistakes and even at the stage of developing a motivation system to see all its pluses and minuses.
According to a study conducted by the American scientist Edwin Locke, the creation of an effective motivation system at an enterprise makes it possible (at the same time, 90% of all enterprises participating in the study achieved a 10% increase in labor productivity).
VIDEO: Working employee motivation system
Pavel Menshikov, an expert on improving the efficiency of financial services, talks about what a working motivation system should be like in the video.
Conclusion
It doesn't matter what means you have to inject motivation. It is not necessary to invite expensive external consultants. No need to introduce motivation "one day". Knowledge of business mechanisms and common sense will be your allies and after the necessary time you will be able to build together the same “corporation of goodness” as Google built.
Often, when talking about the employee's interest in the high productivity of their labor, practitioners-managers use the terms "motivation" and "stimulation" as synonyms that are close in meaning. Like, the difference between them is insignificant, and let the theorists "catch" the nuances - they, they say, have more free time for terminological delights. This is a fundamentally wrong and very destructive tradition for practical managers. This frivolity is often the root cause of many misunderstandings in personnel management.
A clear line between “motivation” and “stimulation” has not been drawn in the “camp” of managerial theorists either. The author will not here present a detailed criticism of the unsatisfactory opinions of theoreticians on this issue. An incredulous reader can easily verify this by looking at the few pages on management theory that are devoted to staff motivation. We confine ourselves to the definition of motivation, introduced by such an authority as Meskon M.Kh. In his famous book The Fundamentals of Management, he writes: Motivation- process stimulation himself and others to activities aimed at achieving the individual and general goals of the organization. Defining motivation in terms of incentives (and vice versa) is very common among management professionals. If we also take into account the fact that for many the incentive is identified with wages, we get a completely confusing picture in this aspect of personnel management.
Let's try to clarify first of all the difference between "stimulus" and "motive". Here are three definitions of incentive.
Stimulus - This is a pointed stick, which was used to drive animals.
Stimulus (lat. stimulus - goad, urge) - external impetus to action, impetus, motive. [Dictionary of foreign words. Ed. I.V. Lekhina and prof. F.N. Petrov. - M. - UNVES.- 1995]
Stimulus - physical agent (irritant) that acts on the sense organ (receptor). [Psychological Dictionary / Ed. V.P. Zinchenko, B.G. Meshcheryakova. - 2nd ed. - M .: Pedagogy-Press, 1996]
Scheme 1
From these definitions it is clear that a stimulus is something external in relation to a person. Second, the stimulus is ability to "irritate" human senses, that is, the impact in the function of the stimulus should be carried out within the threshold of human sensitivity. Therefore, in a broad sense, a stimulus is such an impact by one person on another that induces him to a directed action, the necessary initiator of the impact. If the impact does not cause an incentive to a certain action, then such a stimulus can be considered not effective. To summarize: the stimulus is given to a person someone from outside (see drawing 1).
Now about the "motive". The motive, according to Professor Vikhansky O.S., is inside a person. In other words, a motive is an ideal image in domestic plane of human consciousness. Secondly, this is not just an ideal representation, but an energetically saturated image of the necessary, need-significant subject . The source of motive power is needs. As Aleksey Nikolaevich Leontiev, a classic in the psychology of activity, rightly noted, only as a result of a meeting of a need with an object that meets it, for the first time does it become capable of directing and regulating activity. “The meeting of a need with an object is an act ... of objectifying a need – filling it with content that is drawn from the surrounding world. This translates the need to the actual psychological level”, that is, to the motive. So, motive formation is based on the need system of a person, in other words, from within (see diagram 2).
Scheme 2
In this way, With stimulation is the process of influencing a person through need-significant for him external subject (object, conditions, situation, etc.), prompting a person to certain actions (stay in comfortable conditions, etc.).
Motivation (as a process) - there is a process of emotional-sensory comparison of the image of one's need with the image of an external object (a candidate for the object of need)(see skh. 2.II). Or, motivation (as a mechanism) is internal mental mechanism of a person, which provides recognition of the item corresponding to the need and triggers directed behavior to assign this item (if it matches the need). Therefore, paradoxical as it may seem, it is not entirely correct to speak of human motivation, staff etc. from the leadership of the organization! You can speak about the organization or management of motivation (motivational processes) of a person, staff, etc.(Scheme 2 shows that motivation can flow in a person without outside help).
Well, how can the given conceptual definitions help us?
At the strategic level, according to the introduced criteria, three types of personnel policy in managing the interest of personnel in their work can be distinguished:
- System dominance stimulating impact on the staff of the organization. In this case, the organization focuses on the use of various incentives (usually material) to increase the interest of the organization's employees in productive work. For example, as F. Taylor stated this approach, in order to create an interest among employees in the high results of their work, it is necessary provide an unambiguous relationship between the results of labor and wages.
- System dominance motivational organization personnel management. This type of personnel policy assumes a leading emphasis associated with the powerful ideological activity of management within the organization, with the actualization of the disinterested enthusiasm of employees, etc. For example, this approach often prevails in emerging (forming) organizations due to their lack of a material base as a basis for incentives.
- Harmonious combination of a complex of stimulating influences and motivational management personnel, with the covering (basic) nature of the motivational policy. This approach can be considered the most optimal, removing the extremes of the first two approaches. As a rule, such a policy is implemented by organizations developed in all respects, in which a valuable corporate culture has already been formed, with the support of this culture by a fair mechanism for distributing the material benefits of the organization.
Why, then, in a combination of motivational and stimulating policies, the motivational one acts as an "embracing" one? The fact is that the corporate culture, which includes the mechanisms for managing staff motivation, is a much stronger foundation than material incentives. Such an organization, for example, will be able to survive in difficult times of crisis, which is unlikely to succeed in an organization where the basis of interest in the work of employees is only high salaries and bonuses. In addition, the practical experience of the most successful Japanese companies in the field of personnel strategy confirms that corporate culture and value orientations are much more important than material rewards and other incentives.
When developing a system of motivation and incentives for the personnel of an organization, it is extremely important to take into account two aspects: organization life stage and typology of employees.
Here are some initial provisions of the System of Optimal Labor Motivation (hereinafter referred to as COMT). These general provisions should form the basis of a fair system of employee motivation. Violation of any of them makes the motivation system ineffective or even harmful.
Orientation work motivation systems should comply with HR strategy, and the personnel management strategy should fit into the overall strategy of the organization.
The system of labor motivation should take into account features of conditions external to the organization.
Legal environment: COMT should take into account existing labor and other laws
Economic environment: TMS should take into account the situation on the labor market and general economic conditions in the state, region, etc.
Social environment: SOMT should take into account the average standard of living (living wage), the characteristics of professional and public associations, in which the employees of the organization are included in one way or another, the level of crime, the prospects of the region, the level of tension, etc.
Political situation: SOMT should take into account the general political situation that has developed in the region (the presence of strikes, strikes, etc.)
Factors technological industry development.
Socio-cultural factors: COMT should take into account cultural traditions, established social norms of behavior, etc.
Environmental factors: SOMT should take into account the environmental situation, especially in unfavorable environmental conditions.
The labor motivation system should include as part the mechanism of optimal stimulation of labor (see Figure 3).
Scheme 3
COMT is designed to provide adequate motivation employee to work in the organization and to the range of their professional tasks.
COMT encourages such work of an employee who valuable for the organization. In this regard, the CMT should be aimed at:
- maintaining the required performance
- productivity increase
- maintaining organizational standards
- improvement of organizational norms
Structure of the System of Optimal Labor Motivation
Based on the above three types of activity behavior (individual, subject and personality) and on the normative essence of any activity, we obtain a universal three-block structure Systems of optimal labor motivation (see diagram 4).
First block COMT(1): individual aspect. This COMT unit serves general interest in the work of the hired employee in this organization.
Second block COMT(2): subjective aspect. This block serves performance discipline and productive regulatory interest, and the activity of the employee
Scheme 4
Third block COMT(3): personal aspect . The function of this block is to manage employee motivation, aimed at rationalizing their work (creative, innovative, etc.) activity of the employee.
The three blocks introduced form a kind of "three whales" on which the personnel motivation system should be built.
General strategic foundations of the labor motivation system
At the heart of the motivational policy in accordance with the nature of the activity is the need compliance promotion employees of the organization to five main groups of regulatory requirements (see Figure 5).
Scheme 5 General regulatory requirements for all employees organization (requirements of discipline and corporate culture). This is a normative framework common to all members of the organization, including management. Moreover, it is desirable for management to emphasize compliance with corporate norms, since this can set the desired model for less conscientious members of the organization. On the contrary, violation managerial employees common to all norms very quickly leads to the decomposition of discipline in the entire organization (“the fish rots from the head”).
Regulatory requirements for managerial (for managers) and performing (for performers) activities. It is known that performance discipline is a guarantee of organization in the activities of any enterprise, and its absence is a source of collapse. Therefore, the motivational conditions in the organization must support the performance discipline.
Experience shows that authoritarian style management, as a rule, is quite effective in maintaining performance discipline. However, often such performance organization is only an “external screen” and, with directive “excesses”, can become so formal that it leads to destructiveness. (Notable in this regard is the strike in the Eastern style: formal mindlessly demonstrative adherence to all prescriptions and instructions. In this case, the activity “stops”, and the “strikers” remain formally invulnerable. To create instructions for all occasions is a very utopian matter.)
But the antipode of directiveness is conniving style further contributes to the reduction of executive discipline, especially among the unconscious part of the workers. To establish a balance between these extremes is one of the most important tasks of a leader. Competent system motivation can render him an invaluable service in this through conditions that encourage performing order.
Professional and functional standards. Each employee at his work should have a strictly defined range of typical tasks, and each employee must comply with the requirements arising from the logic of solving these tasks. Motivational conditions within the organization should contribute to the cultivation of the professional and functional spirit of employees, their understanding of the integration of their part of the tasks into the overall task of the company. The motivational system serving this normative emphasis should exclude any professional discrimination, creating equal moral and material opportunities for representatives of different functions.
Positional norms (or norms of interfunctional interactions). The presence in the company of high professionals in their field is a necessary but not sufficient condition for the effective operation of the company as a whole. Equally important is consistency interaction mechanism between employees of different departments. In turn, the debugging of the mechanism is possible only if there is regulatory certainty of business relationships and willingness of employees to comply with these standards. Therefore, one of the directions of motivational orientation should serve constructive relationships between employees, departments, etc.
It is noteworthy that some psychologists and conflictologists, when analyzing practical activities, see the causes of most conflicts in an organization exclusively in interpersonal disharmony conflicting workers. Without disputing the existence of these types of conflicts, we want to emphasize the existence and conflicts arising on a business basis . In particular, due to the absence or ignorance by employees of the norms of interfunctional interaction. This is expressed in the desire to impose "frontier" work, for example, on the transfer of one's product to one's "neighbor", etc. The businesslike nature of the mutual claims of employees rather quickly turns into interpersonal antipathies, which is successfully recorded by the mentioned conflictologists. After that, the heroic struggle with the consequences begins ...
Rules interpersonal relationships . In contrast to the previous paragraph, the importance of maintaining "warm" interpersonal relationships by the motivational system is emphasized here. The importance of this motivational layer will be confirmed by anyone who has experienced the failure of a business due to interpersonal antipathies, interindividual conflicts on non-principled (domestic) grounds, etc. In general, very, very few employees succeed in not endure personal antipathies in the business sphere of relations. The best means of maintaining normal interpersonal relationships:
a) inclusion in the corporate culture of values related to the sphere of interindividual relations within the organization;
b) maintaining the motivational conditions that generate the interest of employees in conflict-free interaction.
An optimal incentive mechanism should be sensitive to conditions within the organization and outside the organization. Those. The optimal incentive mechanism should be flexible and adequate response to changes in external and internal conditions for the organization of various kinds.
The incentive mechanism in accordance with the approved frequency should be reviewed for compliance with the changed external and internal conditions. It may be subject to change in accordance with the criteria:
- acceptable to workers gradualism ;
- keeping the positive and eliminating the negative in a variable mechanism;
- strategic and tactical justification .
The typology of subjects to which the motivational and stimulating effect is directed may have different bases. Table 1 lists possible incentive accents, which are determined depending on the priorities of the operating organization. When building a hierarchy of incentive accents, many factors should be taken into account: the stage of the organization's life, established traditions, the strategy for the future life of the organization, the direction of the corporate culture, the nature of personnel policy, etc., etc. In this regard, it is hardly possible to give the only correct system of priorities for stimulation. (Let's note in parentheses that penalizing employees is considered by us as incentives with the opposite sign.)
Table 1
|
Incentive Items |
Incentive Accents |
|
subject of stimulation |
individual worker group (department, division, etc.) organization as a whole |
|
regulatory adequacy |
violation of normative indicators regulatory compliance excess of normative indicators |
|
level of professionalism |
compliance with the level of qualification professional development raising the level of education expanding the set of specialties transfer of skills to colleagues |
|
degree of stress when doing work |
physical emotional mental organizational |
|
degree of responsibility |
minimal |
|
subject of responsibility |
equipment room quality of materials technology adequacy timeliness of maintenance product quality production cost level employee safety additional training of employees |
|
degree of risk (danger) |
health |
|
saving |
working time material finance |
|
involvement in |
increase in sales profit increase in capacity utilization product promotion implementation of the plan |
|
work experience in the organization |
probation 1 year of work in the organization 2 years of work in the organization 3 years of work in the organization |
|
recovery of energy costs |
short-term (relaxation) long-term (recreation) |
|
social payments and benefits |
holiday payment vacation pay payment for absence of sick leaves sick leave payment maternity leave pay health insurance additional pension provision free food |
|
Rational sentence |
making a rational proposal participation in the implementation of a rational proposal for the result of implementation |
|
related mutual assistance |
counseling doing part of the job other participation |
|
Management groups |
creative team created for the task department, division |
|
Career growth |
ordinary performer lower level manager middle manager service personnel |
An approximate algorithm for creating a wage system
Description of functions and preparation of job descriptions
Function - a feature of the employee's contribution to the organization, the main specifics of his work, including a description of the characteristic final product. Job Descriptions - a typical description of the main functions that the employee holding this position should implement. Job descriptions are compiled on the basis of: ideas about typical professional tasks; workplace positions in the organizational structure; photos of the working day; the employee's own experience, etc. Job descriptions are taken into account when developing a labor incentive system. Job descriptions should reflect not only duties, but also criteria for evaluating the performance of the person holding this position.
Setting strategic goals and objectives of the organization.
The mechanism of labor stimulation should be correlated with the achievement of the strategic goals of the organization and contribute to the solution of its main tasks.
Evaluation of the importance of each workplace in the priorities of the organization.
The assessment is based on the analysis of jobs. In the process of evaluative analysis, the significance of the workplace is determined in the context of its contribution to the achievement of the strategic and tactical goals of the organization, the required level of education and responsibility of the employee occupying it, the required intensity of work and the specifics of working conditions. The result of the assessment is the establishment of clear priorities in the existing position structure for the organization and, consequently, the establishment of higher / lower wages (based on the internal needs of the organization).
Analysis market conditions regarding the cost of specialists. This analysis is necessary to find out the average market prices for specialists of the profile of interest. It is carried out based on available information: announcements in the media, data recruitment agencies and etc.
Creation tariff scale.
To create a tariff scale, you need to rely on:
- developed job priorities of the organization itself (clause 3)
- average indicators of the cost of specialists in the labor market (clause 4)
The result should be a table tariff rates for various positions with "fork" of payment (max and min level of payment).
6. Determination of individual wages.
To determine the wages of a particular employee, the amount of wages is set, in accordance with the "fork" of payment and the individual characteristics of the specialist - experience and length of service, qualifications, education, etc.
Fixed part of wages
Conservative constant (CC) part of wages – Base salary (rate) paid for the performance of official duties. (The rate is reviewed by the tariff commission, which meets once a year, except for emergency situations, such as inflation, etc.)
A characteristic feature of QC remuneration is its independence from the amount of work performed by the employee. QC is paid on a mandatory basis, in the contractual amount in case of working out the scheduled time, with the exception of gross violation regulatory requirements (violation of discipline, causing material damage, etc.).
Annual constant part of the remuneration - additional remuneration to the employee, increasing over time of his work in this organization: superannuation(adjusted annually). This surcharge is measured as a percentage of the base rate. The value of the percentage of additional payment for length of service should be strictly fixed and be common to all employees of the organization. The remuneration for the length of service can be measured not only in monetary form, but also in any other material form valuable to the employee.
Constant-variable part of wages(match payment)- this is an additional remuneration of the employee, paid when the planned indicators are met, in the absence of disciplinary sanctions, complaints from the management, damage material values organizations. The statically variable part of wages includes monthly, quarterly and annual bonuses.
The constancy of this element of remuneration lies in the fact that the employee necessarily
gets this part if he corresponded
functional and job requirements.
Variable part of wages
The variable part of wages is divided into:
- reward system for performing links - bonus(operational level);
- reward system for senior management and senior employees (strategic level) - bonus;
- reward system for middle management (tactical level) – " bonus bonus";
- bonus system that stimulates innovations that are progressive for the organization (rationalization proposals, promising ideas, etc.) - Progress-Bonus (PB)("plane" of rationalization).
Let us determine the value of the introduced units of the labor incentive system.
- BONUS - {
BONUS- 1) additional remuneration, bonus; 2) an additional discount provided by the seller to the buyer in accordance with the terms of the transaction or a separate agreement. - Commercial dictionary. - M. - "Legal Culture Foundation". -1992.
Due to the different specifics of the activities of representatives of different professions and specialties BONUS subdivided into:
- commercial (for employees of the commercial link of the enterprise) ;
- industrial (for employees of the production link of the enterprise) ;
- service (for employees of links serving the basic process at the enterprise) .
The mechanism for calculating the bonus for an employee of each of these links, of course, should be different, due to the fundamental difference in the specifics of the activities of these links of the organization.
Moreover, the bonus can be Personal and Team.
Personal Bonus (LB)- rewards that encourage high individual merits of the employee in solving the strategic and tactical tasks of the enterprise (achieving higher individual results, contributing to lower production costs, increasing the volume of products / services sold, saving resources, etc.)
Team Bonus (KB)- a bonus reward for the group for achieving the goals of its unit, strategically or tactically significant for the organization as a whole (increase in sales, increase in competitiveness, increase in profits, increase in productivity in the unit, etc.)
BONUS- additional reward net profit industrial, commercial, banking enterprises, joint-stock companies, which are paid in the capitalist countries ch.arr. leaders and top officials. - Dictionary of foreign words. - M. - UNEVES. - 1995.
BONUS- additional remuneration from the net profit of industrial, commercial, banking enterprises, which are paid to members of their boards, directors, senior employees, etc. - Commercial Dictionary. - M. - "Legal Culture Foundation". -1992.
The incentive mechanism for middle managers is still a problem area of search. The essence of the problem is as follows. If the bonuses of the average manager are carried out through the bonus line, then the manager can limit the range of his efforts to the productivity of the activities of only the unit he manages. However, not always the high productivity of only one link leads to the efficiency of the entire enterprise. In addition, it is easy to imagine the highly productive activity of one unit, which does not implement the strategic priorities of the enterprise. For example, the commercial department may produce high sales volumes for products that, for some reason, are planned to be discontinued. At the same time, this commercial department may poorly sell those products of the enterprise that are strategically prioritized. It is clear that the bonus in such cases will stimulate the work of the middle manager, which lies outside the strategic "channel" of the company.
On the other hand, if the work of the middle manager is encouraged according to the "bonus" system, the manager will be "vitally" interested in the implementation of strategic guidelines by his unit. But the literal implementation of these strategic guidelines may conflict with the bonus system for performers along the "bonus" line. As a consequence, serious conflicts of interest can arise between the manager (rewarded with a bonus) and his performers (rewarded with a bonus).
Middle Management Award - bonus remuneration of the average composition of managers consisting of two main parts Team Bonus and bonuses, with the successful operation of the managed unit within the framework of the organization's strategy. In other words:
The first part in the bonus bonus is drawn from the Team Bonus;
The second part in bonus-bonus is replenished at the expense of Bonus.
Part Team Bonus v BONUS BONUS the average manager is calculated as a fixed (previously agreed) percentage of Team Bonus(the amount of the bonus received, as a rule, does not exceed the minimum bonus level for performers). The bonus for the middle manager is aimed at stimulating organizational and managerial work in the group to improve efficiency. Paid no more than once a quarter. These bonuses are not paid to the average manager when the performance of the unit entrusted to him is low.
Part bonuses v BONUS BONUS the average manager is defined as a fixed percentage calculated from the net annual profit of the enterprise (the amount of bonus received, as a rule, does not exceed the minimum level of top management bonuses). This award stimulates the tactical alignment of the work of the managed unit with the strategic overarching goals of the organization. Bonus for the middle manager not paid or in case minimum profit for results for the year, or divergence tactics of work of his unit with the strategy of the enterprise.
The dual source of the middle management bonus fund, subject to the selection of the optimal ratio of these parts, makes it possible to:
- stimulate the work of the manager, aimed at solving his unit operational and tactical tasks;
- stimulate the work of the manager, aimed at strategic fit work of the managed unit.
We have considered the main, but by no means all, aspects of creating an effective system of motivation and incentives for workers. However, the author hopes that the introduced accents of the analysis of the labor motivation system will help business leaders to make positive changes in their personnel policy which will achieve the purpose of this article.
Literature
Anisimov O.S. "Methodological version of the categorical apparatus of psychology", Novgorod., 1990. - 334 p.
Bovykin V.I. New management: (enterprise management at the level of the highest standards; theory and practice of effective management). - M.: OAO Publishing House "Economics", 1997. - 368 p.
Vikhansky O.S., Naumov A.I. Management: Textbook for economic special. universities. – M.: graduate School., 1994 - 224 p.
Leontiev Alexey Nikolaevich. Selected psychological works. / Activity. Consciousness. Personality /, v.2, M .: “Pedagogy”, 1983.
Meskon M.Kh., Albert M., Hedouri F. Fundamentals of management: Per. From English. – M.: “Delo”, 1992. P. 369.
Footnotes
1 It is interesting to note in the margins that in the well-known work of the classics of management Meskon M.Kh. and others. “Fundamentals of Management”, the topic of motivation is given only ten pages with a total volume of the book - 680 pages. This is approximately 1.5 percent. A little more motivational topics are given pages in the specialized literature on personnel management. The only exception is the above-mentioned book by V. Bovykin "New Management", which is riddled with motivational issues.
2 Vikhansky O.S. - Professor, Head of the Department of Production Management, Moscow State University. Lomonosov.
3 Defined here refers to those actions in which the incentive initiator is interested.
4 Of course, here we do not consider negative incentives associated with forcing a person to act against his will as violence devoid of a humanistic basis. Coercion is possible only if the employee has accepted general norms, but violates more specific ones than violates the terms of the contract. These violations in the organization should be served by a system of de-bonding, disciplinary fines, etc. The same employee who has not accepted the general norms of the organization should not be accepted for work at all, because. can act as a destroyer of the "foundation" of the organization.
5 See, for example, our publication "An Effective Business Meeting Model" in No. 9 "Director's Consultant" 1998
6 Why optimal stimulation ? OPTIMAL /lat. optimus is the best / - the most favorable, the most appropriate (Dictionary of foreign words.-M.-UNVES.-1995). In the event of a collision of two interests (employee and employer; performer and manager, etc.), the best, i.e. can only be optimal mutual favorable incentive option. This approach eliminates the "tug of war" between the two parties, each of which has its own specific interest.
The personnel service of the enterprise was created to carry out a number of very specific tasks, one of which is to ensure the level of high efficiency of personnel, to ensure the fulfillment of this task, a system of motivation of employees of the enterprise is being developed. namely, a personnel incentive system is being developed in the company, which is one of the most important tasks of the personnel management service in the organization. When developing and implementing an incentive system, it is necessary to carefully consider the specifics of the business, the situation in a given company, the financial situation of the organization, and so on.
It is no secret that every person has needs: primary and secondary. Primary (vital) have a "corridor", although they differ for the loader and the director. Secondary (psychological) do not have a "corridor" and are the same for everyone, regardless of the status of the person.
You can deceive the company's personnel with impunity no more than 2 times. Further in the team comes - dissatisfaction, a negative attitude towards the performance of one's duties, the motivation of avoidance begins to prevail. The prevailing profile of the needs of employees indicates the degree of development of society. It is necessary to periodically examine the profile of the needs of employees in order to timely prevent all the resulting problems in the work of the organization as a whole.
The main needs that must be taken into account when developing a motivation system in an enterprise:
social needs:
Assigning employees work that would allow them to communicate.
Creating a team spirit in the workplace.
Holding periodic meetings with subordinates not only to make strategic decisions, but also to discuss current issues.
Retaining informal groups if they do not cause real damage to the organization.
Creation of conditions for social activity of employees outside the organization.
need for respect
Constant increase in the content of the work of employees.
Providing them with effective feedback on the results of work and the reaction of the manager.
Evaluation and encouragement of the achieved results.
Involving subordinates in formulating goals and developing solutions.
Delegation of sufficient rights and powers to subordinates.
Promotion of subordinates through the ranks.
Providing and supporting training and retraining of subordinates.
need for self-expression
Accurate determination and realization of the potential of each employee.
Assigning subordinates complex and important tasks that require full dedication.
Encouragement and development of the creative abilities of subordinates and their own.
Remuneration for work is a material incentive, although it is external. But for most workers, it is the main and decisive one when applying for a job. Motivation and stimulation are opposites. Motivation is what's inside. There are many theories of motivation in management. There are theories of Taylor, Mayo, Maslow, Aldelfer, Barnard, McKeland, Herzberg). But for each specific company, the personnel management service develops its own motivation system that meets the requirements of a particular company, takes into account the internal psychological situation in the team, the state of affairs in the company, etc.
For example, the studies of Soviet scientists in the 70s. of the last century showed a low level of development of society as a whole, this was due to the nervousness, uncertainty, vagueness prevailing in Soviet society at that time. Gerchikov noted that in the 90s of the last century our society was divided into critics of destructive and constructive 50x50. He notes that different people different motivation Therefore, they need to be stimulated in different ways. People with a predominant avoidance motivation prefer fines and sanctions. Achievement motivated people prefer the “earned - get it” principle (20%). 80% is the traditional wage system for our country.
Earn
I quadrant II quadrant
Achievement Avoidance
IV quadrant III quadrant
Receipt
Motivational Strategies:
I quadrant - to strengthen motivation through stimulation, listen carefully and look at what employees offer. This quadrant includes the most effective employees with proper stimulation: the carrot and stick method.
III quadrant - this category also needs to be ratified, have an adequate replacement, are characterized by low labor productivity, exceptionally harsh incentives (whip) are suitable. These are people who are ruining the company, their activity is destructive for the company. Almost, at the slightest mistake, they try to get rid of such people, so as not to suffer more serious losses - to fire them. (As a rule, there are about 10% of such people in the company, these are lumpen workers who adhere to the rule - “I don’t want to earn, I want to receive”).
IV quadrant - This category includes the most profitable employees for the company, this is the category of people (“old school”) who do not know how to work poorly, are very responsible for fulfilling orders, responsive to non-financial incentives, but not everywhere you can find a use for them, very good performers and no more.
G. Ford: “We organized good business. But there are people who know him better than us. These are those who have learned to steal (including working hours). They must be treated with great care. Don't show you figured it out. Close the hole through which he carries away. And watch him: he will search and find the next one. The decision in such a difficult case is made by the leader. The case is difficult, because most often such “diseases” affect the leading employees of the enterprise, who have been at the helm for many years.
Statistics say that: 20% of people always work well, 15% always work poorly. About 65% of people need material and non-material incentives to increase their productivity, therefore, profiting from the activities of these people for the company, how the motivation system is built in the company depends on what benefit these 65% will bring to the common cause.
According to sociological studies, the ratio of the minimum and maximum wages in Sweden and Japan is 1:3, 1:4; in Western Europe 10-15:1, in underdeveloped countries 20-30:1.
It is fashionable to compare motivation management in companies with the use of living water in fairy tales. In the business world, this magic tool is the interest of people in achieving their goals, their job satisfaction and meaningful performance of their duties. A deep understanding of the content of these factors and skillful use of them can "revive" the company, i.e. qualitatively change its functioning and link all its levels into a single organism.
There is a management of personnel motivation based on process theories of motivation, in particular, on the theory of expectations. Process theories of motivation explain how a person distributes efforts to achieve goals and how he chooses a particular type of behavior. Expectancy theory, associated mainly with the work of Victor Vroom, is based on the assumption that the need for something is not the only necessary condition to achieve the goal. A person must also rely on the fact that the type of behavior he has chosen will lead to the satisfaction of needs or the acquisition of what he wants.
This means that when choosing a way to motivate an employee, it is important to take into account not only his actions, but also the thought process, including an independent analysis of the task, the choice of a specific method of work, the expectation of possible consequences, the results of their activities and rewards. The condition of effective work, according to the theory of expectations, is the understanding that there is a clear relationship between the performance of duties and the receipt of compensation.
Expectancy theory analyzes the following relationships:
Labor costs and results (Z-R);
Results and remuneration (P-B);
Reward and valency (satisfaction with the reward).
The interaction of these components can be written by the formula:
The transformation of any of the variables in the formula can lead to significant changes in the motivation of employees, which will be expressed in an increase or decrease in the efforts of people.
When developing the incentive system at our enterprise, we thought for a long time: what is the best way to determine the constant component of remuneration?
The most popular now is the system of ranks or grades. We came to the conclusion that we will use it as a matrix for compiling the salary component of the remuneration of workers.
The grade scale is based on the main earning profession (sometimes there are two, but no more). Above - the 1st person of the company. The remaining positions are lined up relative to them, the level of wages according to the rank, grade.
Next, a fork of official salaries for each grade is determined. For example: manager: category 1 (working in the company for more than 5 years - 15,000 =; manager of the 2nd category - working in the company from 2 to 5 years, salary - 12,000 =; manager of the 3rd category (trainee ) experience in the company from 0 to 2 years has a salary component of 8,000 =. When you reach the top step - career growth. The possibility of transferring an employee to a higher step of the career ladder is considered. His ambitions, desires and real opportunities are evaluated.
Keep in mind that people don't like leveling. They need to be given the opportunity to learn something in the process of work, to strive for something, to achieve something and receive appropriate benefits for success. This also applies to career and professional growth in the company. Perhaps the employee did not climb the career ladder, but he grew professionally. Became a professional in his specific position, This also needs to be encouraged and rewarded financially.
The grading grid is very good in terms of motivation, it stimulates the development of a specialist, both in career and professionally. It determines the employment, the complexity of the work, the responsibility of the employee in the company, his importance, significance for the common cause, as a result, an increase in the quality of work.
It is important to achieve such a state of affairs in the company, when the goals of the company coincide as much as possible with the goals of each individual employee. And this is not so easy to achieve, a well-established and well-built system of motivation certainly helps in this.
Factors affecting payroll:
Number: need to clearly approve how many jobs are needed? How much headcount is needed? How much headcount do you need?
Carry out certification of workplaces at the enterprise.
The workplace passport includes:
Job title (by profession).
workplace number (service number, department, place, inventory number).
General characteristics:
1.1. Type of manufactured finished products (quantity, quality).
1.2. Description of equipment: technological operations, model, type, requirements for working with this equipment.
1.3. Labor organization: specialty code, its name, form of organization - collective or individual, characteristics of the boundaries of the workplace (work zone), requirements for the employee (age, gender, health status), work permits, required attendance by shifts.
Normative indicators:
1.4. Assessment of the technical and economic level.
1.5. Normative indicators of the organizational and economic level: labor productivity (production), workplace planning, technical equipment, organizational equipment.
2. Working instructions (perks to mention).
Passportization begins with the main profession. The passport of the workplace is the basis of the tariff and rationing part.
Funds. Typically, a company operates on capital and clearly knows its cost side. The payroll calculation is carried out according to several mechanisms.
It should be borne in mind that we pay for the end result, and not for the costs of this work (after all, you can do some work for a week to no avail, when it can and should be done on a clearly set deadline and with a certain end result). Although since the 18th century the price of the result is also taken into account. There should be a labor cost. This is determined during the normalization process.
Payroll (thr.) Normative volume Amount of costs
labor costs(people/hours)
The normative volume of labor costs depends on the number of jobs, number, complexity of work, responsibility, specificity, seasonality. To reduce this figure, many modern enterprises apply and quite successfully a relatively new phenomenon in Russia outstaffing.
The company is also developing a system of allowances and surcharges. We consider as an additional payment what is connected with the workplace - the harmfulness of labor, etc., we consider as allowances - everything related to a person (for length of service, etc.)
Before moving on to the variable part, it should be noted that bonuses, as a variable part of wages, are the most motivating part, it reflects the quality of work of both a person and an enterprise as a whole. At the same time, it should be remembered that bonuses must be paid on time, otherwise their motivating role drops very much, or even simply ceases to have a stimulating effect, and even vice versa: they won’t pay me on time anyway, so I won’t rush to complete this task and others nuances!!! To the point of refusing to do more work.
Rewards can be individual or collective. The bonus system for these 2 categories should be developed with special care. The purpose of bonuses is to take into account all levels of interests, and there are only three of them: the company, the employee and the department.
It is very important to increase the efficiency of interaction between the company's management and departments and the interaction between the departments themselves. This is done through a system of mutual claims. In the company, once a month, a collective discussion is scheduled (a seminar, a meeting - whatever). Such meetings help to timely identify errors in the work of the interaction of departments, express constructive wishes, proposals for joint activities. persecuted specific purpose: the unification of all departments in an effort to achieve the common goal of the company - to obtain the greatest profit.
Department Chief's Award - in the department's bonus fund, it should always be at the top of the list. This perfectly stimulates the manager, makes him more collected, responsible for the task that the department performs, he is enthusiastic, interested, attentive and responsible for the implementation of the current project. With a competent approach, optimization, coherence, and high performance of all departments are achieved, and not the appearance of vigorous activity.
When building any motivation system, we always take into account the interests of the company - we develop in detail schemes of what we stimulate, what indicators, what we want to achieve with one or another motivation tool, and we also take into account the needs of employees.
The main principles of building an incentive system today:
1. The motivation system should be simple, understandable for employees (no complicated terms, coefficients and other confusion for ordinary people).
2. Absolutely transparent.
3. Must take into account as objectively as possible the results of the activities of each individual employee, departments, and the overall activities of the enterprise (evaluation criteria must be accessible, understandable, transparent).
Each award statement must answer the following questions:
Bonus conditions (plan indicators).
Bonus indicators (what bonused employees can really affect). This is very important, it needs to be “pulled out”, maybe even at a general meeting.
Basic and additional bonus. (If the main one does not solve the issue of incentives. For example, some employees are in other working conditions, an additional bonus system is being developed).
Bonus deductions, fines, sanctions up to dismissal (clear framework: who, when and for what specifically). Orders should be available to employees, you can use the information board as for orders about disciplinary action, and for orders for awards and bonuses.
Targeted bonuses are issued: a bonus based on the results of the year, bonuses for a professional holiday. (For this, a so-called “Director's fund” is being created).
Financial assistance in the amount of salary or 50% of salary: before annual leave of an employee (except for vacation pay), upon initial diagnosis of a serious illness, as well as the need for hospitalization of an employee, accidents (accident, fire, etc.), death of close relatives of an employee, etc.
Various coefficients are often introduced. Each enterprise develops and implements these coefficients taking into account the specifics of its activities.
So why is an incentive system being introduced in organizations and is it really necessary?
1. Management of employee motivation, unmanaged motivation can lead to huge losses and even destruction of the company.
2. Attracting and retaining highly qualified employees required by the company.
3. Encouraging employees to achieve the best results, as a result of the growth of labor productivity and profits of the entire organization.
1. Positioning the company as the best employer in the labor market.
2. Image of the company as a whole.
Motivation is one of the most important factors that determine the behavior of an employee in the labor process. Its accounting in the personnel management system requires appropriate methods and technologies.
Motivation is the process of stimulating oneself and others to activities aimed at achieving individual goals and the overall goals of the organization, activities that encourage and stimulate employees of the organization to fulfill their goals with greater impact. Its creation is based on the mutual consideration of the interests of the organization and the employee.
Stimulus (lat. stimulus - a pointed stick that drove cattle) - an external impulse to action, a push, a motivating reason 2. In a broad sense, a stimulus is such an impact of one person on another that induces him to a directed action, the necessary initiator of the impact.
Stimulation- the process of influencing a person through an external object that is significant for him (object, conditions, situation, etc.), prompting a person to certain actions(somehow: staying in comfortable conditions, etc.) 3 .
The goals of developing and implementing a system of material and non-material incentives (motivation) for the personnel of the enterprise
These include the following:
♦ increase in revenue and fulfillment of production and financial plans;
♦ improving the quality of products and services of the enterprise;
♦ increasing the material interest of the employees of the enterprise and providing them with social guarantees;
♦ Encouragement of the company's personnel to work as efficiently as possible for minimal money with a persistent illusion of the adequacy of the remuneration received and the inevitability of a well-deserved punishment;
♦ maintaining the interest of personnel in the successful implementation of possible structural transformations at the enterprise, stimulating highly qualified personnel various categories;
♦ attraction and retention of highly qualified specialists, development of such personnel qualities as initiative, loyalty and devotion to the enterprise;
♦ creating incentives to improve the quality of management decisions by the top management of the enterprise, contributing to the growth of efficiency and cost reduction;
♦ strengthening the discipline of employees, loyalty to the enterprise and joint responsibility of the personnel;
♦ clarification, coordination and bringing the system of management goals to the level of each workplace (each position).
Principles of motivation management
Currently, the following principles of motivation management are known and scientifically substantiated, when team members really work with maximum efficiency:
1) motivation (reward) includes not only material and monetary elements, but also non-monetary (moral, social, organizational, etc.);
2) staff motivation is optimal to the extent that subordinates are informed about issues related to the results of work;
3) employees are provided with acceptable freedom of action and the ability to control the situation, the right to make decisions regarding the performance of work. The mere realization that a person can control the situation brings him satisfaction. To have choice and control is a subconscious human need. Therefore, it is natural that the delegation of authority and responsibility to the lower levels of management of the organization increases the motivation of subordinates;
4) the motivation of employees performing certain work is enhanced if they are given the opportunity to take part in solving issues that affect the results of work.
In order to increase the independence and activity of employees, to achieve the validity of their actions, in order to make work more interesting and varied, and connections between employees more intense, in order to increase the interest of employees in the results of their work and in mutual assistance, the following rules must be observed:
♦ clear arrangement and distribution of tasks according to the degree of importance. A reasonable distribution and redistribution of tasks between employees allows, for example, to increase their sense of responsibility, a sense of their own importance, to solve the problem of monotony of work, etc.;
♦ establishing signs of the quantity and quality of work, feedback on the work done;
♦ indispensable improvement of the working conditions of the employee in the company;
♦ providing an opportunity for the employee to use his knowledge and experience gained, and, if necessary, to receive help and support.
Performers are usually committed to achieving the desired results to the extent that management is interested in the desired results.
Motivation brings results when subordinates receive recognition for their contribution to the results of work, for a well-deserved status in the team. For example, for a manager, the environment and size of the office, participation in prestigious congresses, the function of the representative of the company in important negotiations, a trip abroad, an extraordinary job designation emphasize his position in the eyes of colleagues and outsiders. However, this method requires delicacy: the partial or complete deprivation of an employee of a previously granted status, as a rule, leads to an extremely violent reaction, up to and including dismissal. What used to work as an incentive can be transformed into a curse.
Unexpected, unpredictable, and irregular incentives are more motivating than predictable ones when they practically become part of the paycheck.
The work done and the unexpected reward should not be separated by too much time: the longer the time interval, the smaller the effect. In other words, reinforcement is effective if it is immediate, i.e. the reaction to the actions of employees must be immediate and fair. Then they begin to realize that their extraordinary achievements are not only noticed, but also tangibly rewarded.
Employees should be stimulated on intermediate achievements, without waiting for the completion of all work. It is important to keep in mind that great successes are difficult to achieve and therefore relatively rare. Therefore, it is desirable to reinforce positive motivation through not too large intervals of time. But for this, the overall task must be divided and planned in stages so that each employee can receive an adequate assessment and proper remuneration corresponding to the volume of the actually completed task.
It is important to make the employee feel confident, because this is required by the internal need for self-assertion. Success brings success.
As a rule, large awards, rarely given to anyone, cause envy among others, while small and frequent ones cause satisfaction. A person is inclined to a comparative assessment of his achievements not according to absolute indicators, but mainly by comparison with the results of others. Therefore, without serious reasons, for the sake of preserving the team, one should not constantly single out one of the employees, even if he deserves it.
It is useful to organize internal competition, perhaps even competition, between employees in order to encourage them to work with greater efficiency. The main thing is that competition does not lead to a situation where the failure of some becomes a reward for others.
The ratio between positive reinforcement, reward and negative reaction (the threat of sanctions) should be adequate. Positive reinforcement is more effective and constructive than negative action.
Usually, top management sets itself the task of achieving such a quality of work of subordinates that the goals of the enterprise are fulfilled. However, to obtain good results, it is necessary to set a number of goals that are considered significant by both managers and their subordinates. If this condition is not met, staff demotivation is possible. A successful combination of the goals of the organization and the individual goals of employees is achieved if, when stimulating employees, the degree of satisfaction (dissatisfaction) with the work of each member of the team is taken into account. But even the elimination of factors of dissatisfaction with work does not at all mean the possibility of the appearance of satisfaction.
The following incentives are typical: promotion, expansion of powers, increase in power, percentage of the economic effect, recognition, the best place at the table at the meeting, verbal gratitude from the head in the presence of colleagues, material bonus indicating for what, life and health insurance, extraordinary paid vacations, job security, reduced rate student loans, home purchases, personal vehicle repairs and gas, long-term employment contracts, access to direct communication with a top executive, medical bills, etc. There is no standard set of incentives; it must be targeted and focused on a specific employee.
Employees are most motivated when their expectations are met to the greatest extent. The “fairness theory” states that if workers believe they are underpaid compared to the wages accepted in the labor market, then they reduce the intensity of their work, and when they believe that they are paid more, they work more intensively. So
it is important to reward employees in such a way that they consider their work to be fairly evaluated.
At the same time, employees whose results are higher should be rewarded in total more than those who show a low result. If the amount of pay is guaranteed regardless of performance, then the employee has little incentive to achieve goals, and if you simply increase the salary of an employee at a time when he achieves high results, then in the future it will be quite difficult to respond to a subsequent improvement or deterioration in his achievements .
Non-material motivation system
The motivation system is formed by permanent and variable elements, benefits and factors of non-material motivation.
According to the Japanese management theory "hoshen management" (one of the translations of this term sounds like "spearhead"), all the efforts made by the company's employees should be unidirectional: the company's mission, strategy, tasks solved by each unit and each employee should converge at one point, which is as close as possible to the company's goal and ensures its forward movement. Here it is appropriate to compare a company with a ship where the sailors work together, the captain and navigator see exactly where and how the ship is moving, how to use the possibilities of a fair wind and avoid dangers; only then will the ship reach its destination. For non-material motivation, the following components can be distinguished: corporate culture, competition, communication, social policy.
These elements are so closely related that it is often difficult to separate them.
Corporate culture is a set of elements that motivate employees without any monetary payments, creating a favorable climate for work. The basic elements of corporate culture include: the mission of the company (general philosophy and policy); basic goals (company strategy); code of ethics companies (relationships with customers, suppliers, employees); corporate style (color, logo, flag, uniform).
Company's mission, her basic goals for most employees of Western companies are a given, an integral part of the work; they are clearly articulated and publicly available.
code of ethics- an official document of the company that describes the relationship of employees with various groups of people (external and internal customers), to which each employee is obliged to adhere. In many companies, violation of the code is considered a serious disciplinary offense that can lead to various sanctions, up to and including termination of employment.
Corporate style with all its complex of elements gives employees a sense of belonging to the company, pride in it. From disparate individuals, workers turn into a single team with their own laws, rights and duties. All elements of corporate style must be clearly spelled out in the Staff Regulations.
As an element of symbolism, a photograph of the leader can be used. In our country, perhaps, such a technique will evoke associations with the socialist period, but in every company there are people who have played a decisive role at one stage or another of its functioning. In most Western companies, there are posters on the walls with portraits of prominent employees of the company, with their statements. It also raises the corporate spirit.
In order to develop corporate culture, such projects as the "Employee Code", "Employee Portfolio", "Head", "Mentor" are being created. The “Employee Portfolio” is a set of all the documents necessary for working in the company, having studied which, the employee can get all the answers to the questions that have arisen from his mentor or manager.
In a number of companies, when hiring a new employee, orientation is carried out, but most often this is not enough.
Orientation (adaptation) of personnel in the Radisson SAS Slavyanskaya hotel is carried out as follows.
Employees first of all learn about the appearance of any vacancy, and then an external search is already carried out. In the Staff Regulations, in the paragraph "Training and promotion" it is said: "When promoting, give preference to distinguished experienced employees over new job applicants." Anyone who wants to transfer to work in another service must bring to the personnel department an application signed by the immediate supervisor.
The first working day of new employees is Thursday, the employees of the training center meet them at the service entrance. On Thursday and Friday they undergo orientation and training, on Monday they begin their immediate duties.
The general orientation of the hotel is carried out by the training department. This is a detailed story about the hotel with photos and videos, an excursion, familiarization with safety regulations, fire safety, study of the Regulations on personnel and labor regulations. On the second day, new employees undergo professional orientation directly in the department.
economic competition. By nature, a person has a competitive beginning, a desire to be the first. It is important that the really best employees are rewarded, no one wants all payments to be egalitarian. The basis of economic competition is created by the system for evaluating the work of the company's personnel. Competition, on the one hand, ensures the realization of the competitive spirit of employees, on the other hand, it allows the administration to single out the best and demonstrate its gratitude to them. The competitive style of work ensures the best understanding of the goals and objectives of the unit and the company by all employees, and also cultivates a sense of involvement of everyone in the results of the work of the entire team.
Communication is a means for the implementation of corporate culture and its element. The lack of strong and high-quality communication leads to the loss of a sense of ownership by employees in the affairs of the company. Communication can be implemented through e-mail, corporate magazine, meetings, information memorandums, website.
Without a doubt, communication must be two-way. The main element of effective communication is regular feedback, which can be provided by employee surveys, focus groups, regular meetings with managers, and the organization of hotlines via e-mail.
corporate social policy, being an element of corporate culture, it implies the development and implementation of activities and programs that ensure social security and a high social status of a company employee. It defines working conditions, corporate holidays, branded overalls, etc.
Corporate holidays in isolation from the goals of the company, from joint work, they lose their meaning; moreover, they can do considerable harm. A corporate holiday implies an understanding of the purpose of this event (discussion of any work issues, the creation of informal relationships, recreation, etc.). The holiday should be decorated in such a way that it is clear: this is a holiday of this company, and not any other. This is facilitated by the use of elements of corporate style and design in accordance with the goals of the holiday, a program that emphasizes the elements of corporatism. Holding corporate holidays should be clearly regulated. It is necessary to know in advance when they will take place, whether leaders will participate, what is the procedure for holding them, as well as the budget for the holidays for the coming year. It is advisable to regulate all internal events, regardless of their scale: meetings of young employees or veterans, farewell to retirement, birthdays, awards, whether this is done behind the scenes or whether all employees of the company gather.
There is a group of factors that do not have a direct motivating effect on employees, i.e. do not encourage them to work better; among them - wages, working conditions, workplace equipment, social package, guarantees. But if these factors are absent, then it definitely demotivates employees. The system of material motivation (cash reward plus social package) is a basic condition for the introduction of non-material motivation mechanisms, since only after meeting the basic needs, the employee thinks about self-realization and development.
Among the intangible motivating factors are the possibility of success, recognition, work associated with responsibility, with teamwork or the opportunity to show creativity. Each person finds his own. Therefore, an individual approach is extremely important, the talent of a leader to find a motive that encourages a particular employee to act.
In addition to universal methods of motivation, each category of personnel requires a different technology for correlating its interests with the interests of the company and finding a form for their implementation.
Recently, the number of those for whom the motive for promotion is most important has been growing. For this tool to work effectively, we need clear criteria for the internal rotation of personnel and their training. Often it is the lack of career paths both horizontally and vertically that becomes the main reason for the dismissal of an employee.
Staff training plays a dual motivating role for an employee - it is an essential career planning module and an increase in its value in the labor market through the acquisition of new knowledge and skills.
For many, belonging to a team is a strong motivator. Sometimes this factor not only keeps the employee from looking for a new job, but also forms his desire to improve the efficiency of his work.
Attentive attitude towards the children of employees is also very important factor motivation. Most of these programs do not require significant investments. For example, it is not difficult to organize a competition of children's drawings with a solemn rewarding, tea drinking and gifts, but it will significantly raise the spirit of parent employees.
Motivation is something that arises within the person himself. Ideally, the entire motivation system is aimed at making employees feel happy: a happy employee means a happy client. But happiness is an internal feeling of a person, and to such an extent (to the state of happiness) it is impossible to motivate someone from the outside. The goal of any leader is to create a situation where the employee voluntarily gives himself to the cause, motivates himself.
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