Presentation on changing the system of material motivation. Non-material motivation of personnel. ideal employee. Employees have difficulty motivating themselves if...
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Motivation is an internal property of a person, an integral part of his character, associated with his interests and determining his behavior in the organization. An incentive is some influence on a person, the purpose of which is to direct his activities and correct behavior in the organization. There are several motivational types, each of which describes the characteristic behavior of a person in an organization. Motivational types can be divided into two classes: 1) the class of avoidant motivation (avoidant motivation - a person seeks to avoid the undesirable consequences of his behavior); 2) the class of achievement motivation (achievement motivation - a person behaves in such a way as to achieve certain milestones that he strives for).
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No. Need is a state of need for certain living conditions, activities, material objects, people or certain social factors, without which a given individual experiences a state of discomfort.
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Need is a state of need for certain living conditions, activities, material objects, people or certain social factors, without which a given individual experiences a state of discomfort.
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Level of needs Contents Physiological (biological) needs Human needs for food, drink, oxygen, optimal temperature and air humidity, rest. The need for security and stability The need for stability in the existence of the current order of things. Confidence in the future, the feeling that nothing threatens you, and your old age will be secure. Need for acquisition, accumulation and capture Need for not always motivated acquisition material assets. Excessive manifestation of this need leads to greed, avarice, stinginess. The need for love and belonging to a group. The need to love and be loved. The need to communicate with other people, to be involved in some group. The need for respect and recognition a) the desire for freedom and independence; the desire to be strong, competent and confident. b) the desire to have a high reputation, the desire for prestige, high social status and power. The need for overcoming difficulties The need for risk, adventure and overcoming difficulties. Need for self-realization The desire to realize your uniqueness, the need to do what you like, what you have abilities and talents for.
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Stimulation as the basis of motivation Labor stimulation is, first of all, an external motivation, an element of the work situation that influences human behavior in the world of work, the material shell of personnel motivation. At the same time, it also carries an intangible load that allows the employee to realize himself as a person and an employee at the same time. It performs a number of functions: The economic function is expressed primarily in the fact that labor stimulation helps to increase production efficiency, which is expressed in increased labor productivity and product quality. The moral function is determined by the fact that incentives to work form an active life position and a highly moral social climate in society. At the same time, it is important to ensure a correct and justified system of incentives, taking into account tradition and historical experience. The social function is ensured by the formation of the social structure of society through different levels of income, which largely depends on the impact of incentives on different people. In addition, the formation of needs, and ultimately the development of personality, is also predetermined by the organization and stimulation of labor in society.
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The main forms of incentives for company personnel: Material reward: Salary; Bonuses; Profit sharing; Additional payments; Payment of transportation costs; Additional incentives: Food subsidies; Discounts on the purchase of company goods; Help with educational expenses; Assistance in training; Club memberships; Country trips and picnics; Life insurance; Dependents' life insurance; Accident insurance; Medical and dental care.
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Theories of motivation The theory of the hierarchy of needs by A. Maslow Its essence comes down to the study of human needs. This is an earlier theory. Its supporters, including Abraham Maslow, believed that the subject of psychology is behavior, not human consciousness. Behavior is based on human needs, which can be divided into five groups: * physiological needs necessary for human survival: food, water, rest, etc.; * needs for security and confidence in the future - protection from physical and other dangers from the environment and confidence that physiological needs will be met in the future; * social needs - the need for a social environment, communication with people, a sense of “elbow” and support; * needs for respect, recognition of others and the desire for personal achievements; * the need for self-expression, i.e. the need for one’s own growth and the realization of one’s potential. The first two groups of needs are primary, and the next three are secondary.
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McClelland's theory of acquired needs A widely accepted concept of needs that determines a person's motivation for activity is McClelland's concept, which is associated with the study and description of the influence of the needs for achievement, participation and power. These needs are acquired throughout life and if they are present strongly enough in a person, they have a noticeable impact on his behavior, forcing him to make efforts to carry out actions that should lead to the satisfaction of these needs. Achievement needs are manifested in a person’s desire to achieve his goals more effectively than before. Needs for participation - manifest themselves in the form of a desire for friendly relations with others. People with a high need for complicity try to establish and maintain good relationships; approval and support from others are important to them; they worry about what others think of them. The need for power is the desire to control people’s actions, influence their behavior, and take responsibility for the actions and behavior of other people. People with a high need for power can be divided into 2 groups: Group 1 - those who strive for power for the sake of power. They are attracted to the possibility of commanding others. The interests of the organization in this case fade into the background, because they focus only on their position in the organization. Group 2 - those who strive for power in order to solve group problems; these people satisfy their needs for power by defining goals, setting tasks for the team and participating in the process of solving these problems.
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3 laws of motivation:
The behavior of all people is motivated. You cannot motivate other people. A person is guided by his own motives, not yours.
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WORK MOTIVATION
Work motivation is the main component of an employee’s self-awareness, which determines his attitude and behavior at work, his reaction to specific working conditions. Knowing the structure of motivation, we can more accurately predict which forms of incentives will be most effective for a particular category of workers
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STIMULATION
STIMULUS is an object or phenomenon that in a given situation has a certain meaning for the control object, activating its behavior due to the positively assessed chance and profitability of possessing them (or avoiding them) and contributing to the achievement of the goal set by the control subject
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Typological concept of work motivation (V.I. Gerchikov)
Active, constructive work behavior Avoidance motivation Achievement motivation Passive, destructive work behavior
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Typological concept of work motivation
Active, constructive work behavior Avoidant motivation Achievement motivation Passive, destructive work behavior Quadrant I. Increased organizational effectiveness labor activity is proportional to the degree of satisfaction of the employee’s motivational expectations and is limited only by “natural” limits (the maximum possible efficiency for given organizational and technological conditions)
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Active, constructive work behavior Avoidant motivation Achievement motivation Passive, destructive work behavior Quadrant II. The growth of labor efficiency of an employee with avoidant motivation is fundamentally limited by: 1) the task (normative value); 2) the manager’s ability to prove the employee’s guilt in case of failure to complete the task.
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Active, constructive work behavior Avoidant motivation Achievement motivation Passive, destructive work behavior III quadrant. The level of an employee’s destructive reactions is usually limited and most often comes down to passive labor behavior and “working according to the rules” (solid line). However, if a strong leader appears in the group and comes into conflict with the management of the organization (and this can only be a dissatisfied employee from the IV quadrant), he is able to captivate employees with an avoidant type of motivation and “ignite” them to extreme forms of destructive behavior, even until the organization is completely destroyed (dashed line).
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Active, constructive work behavior Avoidant motivation Achievement motivation Passive, destructive work behavior IV quadrant. If the organizational working conditions and the incentive system run counter to the motivational expectations of the employee, there is a high probability of receiving destructive work behavior from him, and in quite drastic forms. However, things most likely will not come to the destruction of the organization.
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Achievement types of work motivation:
Instrumental: Price (amount of earnings and other benefits) received as a reward for work. Earnings of money received. Developed social dignity.
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Professional: Diversity, interestingness, creative nature of the work. An opportunity to prove himself and prove that he can cope with a difficult task that not everyone can do. Opportunity for professional development. Independence at work. Developed professional dignity.
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Patriotic: Conviction of one’s need for the organization. Participation in the implementation of a common cause that is very important for the organization. Public recognition of participation in common achievements.
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Master: Voluntarily accepting full personal responsibility for the work performed. The desire for maximum independence in work (sovereignty). Aversion to control.
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Avoidant type of work motivation (lumpen employee):
Basic characteristics: The desire to minimize your labor efforts. Low labor price (qualification, responsibility, activity). Relying on “freebies” and the favor of the manager.
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Motivation Motivation as a management function
Once you have a staff of trained, skilled and energetic people, the next step is to stimulate their creativity. A. Morita
Creating staff interest in achieving the company's goals. Motivation is the process of encouraging oneself and other people to achieve personal and organizational goals.
Needs are the conscious absence of something that causes impulses to action. Needs Primary are physiological, they are genetically determined: the need for food, warmth, rest, etc. Secondary - by their nature they are psychological in nature, they arise in the course of cognition and gaining life experience.
Reward is what a person considers valuable to himself. Rewards External - they are given by the organization (monetary payments, promotion) Internal - received through the means of work (a feeling of success in achieving a goal, the content and significance of the work performed, self-esteem, friendship and communication that arise in the process of work)
Basic concepts Motive is what causes certain human actions. Incentives - act as levers of influence or carriers of “irritation” that cause the action of certain motives.
There are various theories of motivation based on satisfying needs and motivating people to take action. It is customary to highlight:
Maslow's hierarchy of needs theory Main ideas: unsatisfied needs motivate a person to action, satisfied needs do not motivate people; The higher the position of needs in the hierarchy, the fewer people they become motivators of behavior.
Hierarchy of needs according to A. Maslow The need for self-expression The need for recognition Physiological needs Social needs The need for security The need to feel a sense of self-worth and need for the enterprise, etc. The desire to discover one’s abilities and self-improvement, etc. The need to be accepted in a team, to receive support, etc. Satisfied with money. This is the preservation of life and health, confidence in the future, etc.
Disadvantages of Maslow's concept Ignoring the individual characteristics of people and the influence of situational factors; assumptions about the possibility of transition from one level of needs to another only in the direction from bottom to top; the assertion that satisfaction of the top group weakens the effect on motivation.
Herzberg's two-factor theory The author showed that people's behavior is influenced by both satisfaction and dissatisfaction of needs. The manager must first relieve dissatisfaction among employees, and then achieve satisfaction.
Groups of needs Motivating (for recognition, success, promotion, etc.) “Hygienic” (amount of payment, working conditions, interpersonal relationships and the nature of control by the immediate superior)
Scales for assessing the degree of satisfaction of needs “Satisfaction - lack of satisfaction” (satisfaction of motivating needs stimulates work activity, dissatisfaction does not demotivate). “Dissatisfaction is the absence of dissatisfaction” (dissatisfaction with “hygienic” needs reduces incentives to work, but satisfaction does not completely activate it).
The influence of motivational factors on people’s attitudes towards work Factors that increase productivity Force them to work better, % Make work more attractive, % Both together, % Good chances for promotion 48 22 19 Good earnings 45 22 22 Work that forces you to develop abilities 40 22 20 Complex and difficult work 38 30 15 Work requiring independent thinking 32 33 17 Interesting work 36 35 18 Work requiring quality 35 31 20 Recognition and approval of good work 41 34 17
The influence of hygiene factors on people’s attitudes towards work Factors that make work more attractive Make work better, % Make work more attractive, % Both together, % Quiet work 13 61 15 Availability of information 21 49 16 Good management 19 52 12 Quiet and clean environment 12 56 2 Flexible work schedule 18 49 15 Convenient location places of work 12 56 12 Additional benefits 27 45 18 Fair distribution of tasks 21 45 8 Good team 17 54 13
Money Forms of monetary incentives can be different: - increase wages- bonuses - incentives
Perspective Many companies lose their best employees because they do not give them the opportunity to “grow.” the opportunity to occupy a higher position is a more complex and responsible job.
Better working conditions Their mood depends on what color the walls of the room where people work are painted, how the furniture is arranged, and whether there are flowers on the windows.
Recognition No matter how strong the material incentives are, the moral ones can be even stronger. There is no person who would remain indifferent to the recognition of his abilities and the high appreciation of his work.
Free time The manager can reward subordinates for good job increasing the duration of vacation, give the employee a task for the day and release him from work if it is completed earlier.
Interesting work It is intended for the best workers. If a person performs well, the manager can reward him by giving him interesting tasks and allowing him not to do what he does not like.
Ways to reward people for their work: Material rewards for more intensive work and its better quality, regardless of the employee’s length of service, in various forms. One-time monetary reward for performing scientific and engineering work upon their implementation in production (bonuses). Promotion to a position or rank that best matches the employee’s capabilities. Encouraging free time or providing the employee with the opportunity to independently plan their workday. Public and personal recognition of the employee’s merits through awards, thanks, certificates, press, provision of benefits and privileges for the best work.
WORK MOTIVATION SYSTEM. SUBSTANTIVE THEORIES OF MOTIVATION: CLASSIFICATION OF NEEDS ACCORDING TO MASLOW; HIERARCHY OF NEEDS ACCORDING TO MCC CLELLAND; NEEDS ACCORDING TO HERZBERG.
INTRODUCTION Motivation is the process of inducing a person to act in order to achieve the personal goals of the organization. perceptions and expectations. Modern theories of motivation, based on the results of psychological research, prove that the true reasons that motivate a person to devote all his strength to work are extremely complex and diverse. According to some scientists, a person’s actions are determined by his needs. Those who hold a different position proceed from the fact that a person’s behavior is also a function of his
Motivation is the process of connecting the goals of the enterprise and the goals of the employee to most fully satisfy the needs of both; it is a system of ways to influence personnel to achieve the intended goals of the employee and the enterprise.
Main elements of the labor motivation system: payment system, a system for assessing the work of employees, social programs that provide social benefits and protection for workers.
qualification advancement and career development, increasing the content of work, Additional elements of motivation: staff stabilization, professional improvement working conditions, a system for forming the culture and image of an enterprise, assessing the effectiveness of payment systems and the motivation systems themselves, programs to increase employee awareness.
Examples of the content of the work motivation system at enterprises: 1. Incentive system, system of social programs for personnel motivation. 2. Creating the image of the enterprise, improving working conditions, social support workers, a system for assessing and remunerating workers, moral incentives, personnel training and advanced training, development and preservation of team traditions, reorganization of the management structure. 3. Recognition of the employee’s value to the organization, the use of labor enrichment programs and personnel rotation, the use of staggered schedules, discounts to employees on the company’s products, and the provision of recreational facilities.
Additional elements in the system of employee motivation: 1. culture of the organization (enterprise); 2. identification with the organization (enterprise); 3. system of participation in the results of work; 4. personnel service; 5. organization of the workplace; 6. personnel policy; 7. regulation of working hours; 8. informing employees.
CLASSIFICATION OF NEEDS BY MASLOW. When Maslow created his theory of motivation in the 1940s, he recognized that people have many different needs, but also believed that these needs could be divided into five main categories. 1.Physiological needs are essential for survival. These include needs for food, water, shelter, rest and sexual needs. 2. Needs for security and confidence in the future include the need for protection from physical and psychological dangers from the outside world and confidence that physiological needs will be satisfied in the future. A manifestation of the need for confidence in the future is the purchase of an insurance policy or the search for a reliable job with good views to retire.
3. Social needs, sometimes called affiliation needs, are a concept that includes a feeling of belonging to something or someone, a feeling of being accepted by others, feelings of social interaction, affection and support. 4. Esteem needs include the needs for self-esteem, personal achievement, competence, respect from others, and recognition. 5.Needs of self-expression - the need to realize one’s potential and grow as an individual.
According to David McClelland's theory, humans are driven by three levels of needs:
People with a need for power are not necessarily power-hungry careerists in the negative and most commonly used meaning of these words. They have no inclination towards adventurism or tyranny, and the main one is the need to demonstrate their influence. Such people must be prepared in advance to occupy senior management positions. Personal influence can be the basis of leadership only in very small groups. If a person wants to become the leader of a large team, he must use much more subtle and socialized forms to manifest his influence. interested in the company of acquaintances, establishing friendly relations, and helping others. Such people will be attracted to work that will provide them with extensive opportunities for social interaction. Their leaders must maintain an atmosphere that does not limit interpersonal relationships and contacts. A leader can also ensure that To motivate people with a need for success, you need to set them tasks with a moderate degree of risk or possibility of failure, delegate them sufficient authority to unleash initiative in solving the tasks, regularly and specifically reward them in accordance with the results achieved . People with a developed need for belonging
Needs according to Herzberg.
CONCLUSION Thus, there are many options for work motivation systems. Enterprises include in the motivation system those areas that are most important for solving enterprise problems in at the moment, or those that are provided with resources in terms of their costs.
Theories of motivation place the main emphasis on determining the list and structure of people's needs. Need is an awareness of the absence of something that causes an urge to action. A need can be satisfied with a reward - something that a person considers valuable to himself.
Herzberg's two-factor theory Hygiene factors Company policy and administration Working conditions Salary Interpersonal relationships with superiors, subordinates, colleagues Degree of direct control over work Motivation Success Promotion Recognition and approval of work results High degree of responsibility Opportunities for creative and business growth
Expectancy Theory A person directs his efforts to achieve a goal only when he is confident in the greater likelihood of satisfying his needs or achieving the goal. Motivation Labor costs - Results Results - Reward Valence = xx
