For effective management motivation of the staff, it must be investigated and evaluated. At the same time, the measurement of motivation is a complex methodological problem. The article discusses the methods of its study, and also proposes the author's model for studying motivation, in which three levels of its manifestation are distinguished. The parameters are both employee assessments and specific measurable results related to labor behavior and labor efficiency.

The results achieved by people in the process of work depend not only on the knowledge, skills and abilities of these people, effective activity is possible only if the employees have the appropriate motivation, that is, the desire to work.

An organized and controlled process of encouraging an employee to work determines his work behavior, and the productive use of human resources largely determines competitive advantages companies.

The issues of formation of motivation to work are dealt with by specialists in the field of economics, sociology, psychology, etc., as evidenced primarily by the emergence of many theories. However, the joint efforts of researchers make us remember the parable of the three blind men who could not come to a common opinion about what kind of animal was in front of them. At the same time, they absolutely correctly described the elephant, feeling its different parts.

At the same time, each of the approaches suggests that in order to manage motivation, it must be investigated and evaluated. Despite theoretical research, the measurement of motivation is a complex methodological problem. Practitioners are forced to admit that they are measuring the “immeasurable”. . In the structure of personality, theorists have identified stable "generalized motives", it is these variables - how tendencies are diagnosed and taken into account when developing motivational activities. In reality, there are no motives. “Firstly, motives are not directly observable and in this sense they cannot be presented as facts of reality. Secondly, they are not facts in the sense of real objects accessible to our direct observation. They are conditional, facilitating understanding, auxiliary constructs of our thinking, or, in the language of empiricism, hypothetical constructs.

Consider the methods for studying motivation that are offered to managers for the analysis of these stable personality attributes, “generalized motives”:

Polls- used to assess the degree of staff satisfaction. Forms of surveys can be different: interview, questionnaire. As a rule, the subject is asked to choose (and evaluate) from the proposed list of motives, interests, needs those that most accurately describe him, relatively direct questions are asked about how much the employee likes the work itself, its conditions, relationships in the team, leadership style, etc. .P.

A diagnostic interview requires a significant investment of time and effort, therefore it is used to assess the level of motivation of managers. In addition, based on the opinion of the heads of departments, it is possible to draw up a generalized description of the situation by departments, assessing the overall level of employee motivation.

With the obvious accessibility of this method, it has disadvantages: not all motives are conscious, since understanding complex deep motivational formations requires developed reflection; answers are often insincere due to the factor of "social desirability" (the desire to look like better side conform to certain social "norms" and "standards"). Nevertheless, surveys allow you to quickly collect mass material, find out how a person perceives his actions and actions, what he declares to the “world”.

Psychological tests. The test questionnaire contains a series of questions, the answers to which are used to judge the psychological qualities of the subject. A test task is a special kind of test, the results of which determine the presence or absence and the degree of development of characterological traits (personality properties), for example - success orientation.

With the help of standardized tests, quantitative estimates are obtained, by which it is possible to compare the severity of the psychological properties of an individual with their severity in popularization.

The disadvantage of standardized tests is a certain possibility of the subject's influence on the test results in accordance with the approved personality traits. These opportunities increase if the test-takers know the content of the test, or the criteria for evaluating the behavior and personality traits being studied.

Projective methods. The main emphasis is on diagnosing the hidden motivation of an employee, and hidden, including for the employee himself. Often, projective methods include combinations of all kinds of methods - cases (situations), specific tasks, interviews that include questions that at first glance are not relevant to the respondent (for example, "Why, in your opinion, do people work well in one company, and not so well in another?" trying?"). It is assumed that the subject identifies key indicators for him.

The information obtained using such methods is less structured and standardized, it is more difficult to process it. These methods require skilled interpretation of the collected data.

Knowing the motivational components allows the manager to create a "motivational map" of the employee. Information about the identified driving motives and needs of the employee is used in the development of a set of measures to motivate employees.

However, often, motivational programs in organizations lead only to short-term changes and have almost no effect on production and financial indicators. The reason is that "Generalized motives" are subject to diagnostics - dynamic formations that are updated under the influence of situational determinants, and "situational determinants" can potentially be a huge number of variables in a real situation, so it is impossible to take into account and measure them all.

Managers, emphasizing the employees' subjective assessment of their motives and "generalized motives" (without taking into account "situational determinants"), use a set of stimulating influences, which, despite its attractiveness, has practically no effect on business success.

The activities in question are often carried out as part of the development of a remuneration system, or the satisfaction of identified motivational factors. Some of these programs are focused on the analysis of what has been achieved: comparing employee satisfaction before and after the implementation of a motivational project.

Leaders welcome such initiatives in their companies, believing that their "correct" implementation will certainly allow them to achieve efficiency. All these programs are based on a fundamentally erroneous logic based on the confidence of managers that if you compare the subjective assessment of employees before and after the introduction of the motivational program, then in the case of positive changes, you can be sure that sales will increase and product quality will improve.

Consultants and HR professionals actively support the myth that in this case you don’t have to worry about the growth of indicators, since the results are optimized “by themselves”. As a result, top managers are firmly convinced that after some time these programs will pay off and that they made the right choice.

However, since there is no clear relationship between subjective assessments employees and efficiency labor activity- Improvements are rare.

In addition, statements about changing the level of motivation, based only on the self-assessment of employees, are not substantiated. To obtain an adequate picture, it is necessary to take into account the labor behavior in which it is reflected. It should be noted that in the domestic and foreign literature there are numerous scientific data stating the fact of a significant influence of motivation on the success and efficiency of a particular activity, therefore, it is also important to take into account the results for the company, for which, in fact, incentive measures have been started.

We have proposed a motivational model in which three levels of manifestation of motivation are distinguished. The parameters are both the assessments of employees and the achievement of specific measurable results associated with labor behavior and increasing labor efficiency.

Similar information.

In their writings, Taylor and Gilbert wrote that "news of Sigmund Freud's theory of the subconscious had spread through Europe and finally reached America." However, the thesis that people do not always act rationally was too radical, and managers did not immediately jump on it. Although there have been attempts to apply psychological motives in management before, it was only with the advent of the work of Elton Mayo that it became clear what potential benefits this promises, and also that carrot and stick motivation is not enough.

Elton Mayo was one of the few academically educated men of his time who had both the right understanding of scientific management and a background in psychology. He built his fame and reputation during an experiment conducted in a Philadelphia textile factory in 1923-1924. Fluidity work force in the spinning section of this mill it reached 250%, while in other sections it was only 5-6%. The financial incentives offered by the efficiency experts failed to change the turnover and low productivity of the site, so the president of the firm turned to Mayo and his comrades for help.

After careful examination of the situation, Mayo determined that the working conditions of the spinner provided few opportunities for socializing with each other and that their work was not respected. Mayo felt that the solution to the problem of decreasing employee turnover lay in changing working conditions, and not in increasing remuneration for it. With the permission of the administration, he gave the spinners two 10-minute rest breaks as an experiment. The results were immediate and impressive. Labor turnover dropped sharply, worker morale improved, and output increased greatly. When the inspector subsequently decided to cancel these breaks, the situation returned to its previous state, thus proving that it was Mayo's innovation that improved the state of affairs on the site.

The spinner experiment reinforced Mayo's belief that it was important for managers to take into account the psychology of the worker, especially some of its "irrationality." He came to the following conclusion: “Until now, in social and industrial studies, it remains insufficiently realized that such small illogicalities in the mind of the “average normal” person accumulate in his actions. Perhaps they will not lead to a “breakdown” in himself, but they will cause a “breakdown” of his labor activity. However, Mayo himself did not fully understand the importance of his discoveries in this area, since psychology was then still in its infancy.

The first major study of worker behavior in workplace were the main part of the experiments at Hawthorne, which were carried out by Mayo and his collaborators in the late 1920s. The work at Hawthorne began as an experiment in scientific management. It ended almost eight years later with the realization that human factors, especially social interaction and group behavior significantly affect performance individual labor. The findings of the Hawthorne group led to the founding of a new direction in management, the concept of "human relations", which dominated management theory until the mid-1950s.

At the same time, the experiments at Hawthorne did not provide a model of motivation that would adequately explain the motives for work. Psychological theories of labor motivation appeared much later. They originated in the 1940s and are currently being developed.

People's knowledge of each other's motives, especially in joint activities, very important. However, identifying the grounds for actions and deeds of a person is not an easy task, associated with both objective and subjective difficulties. Often such identification for many reasons is undesirable for the subject. True, in a number of cases, the motives of a person's actions and activities are so obvious that they do not require painstaking study (for example, the performance of a professional's duties). It is quite clear why he came to the enterprise, why he does this particular job, and not another. To do this, it is quite enough to collect some information about him, to find out about him. social role. However, such a superficial analysis gives too little to understand his motivational sphere, and most importantly, it does not allow predicting his behavior in other situations. The study of the mental make-up of a person includes the clarification of such questions:

What needs (inclinations, habits) are typical for a given person (which ones he most often satisfies or tries to satisfy, the satisfaction of which brings him the greatest joy, and in case of dissatisfaction - the greatest grief, which he does not like, he tries to avoid);

In what ways, by what means does he prefer to satisfy this or that need;

What situations and states usually trigger one or another of his behavior;

What personality traits, attitudes, dispositions have the greatest influence on the motivation of a particular type of behavior;

Is a person capable of self-motivation, or is outside intervention needed;

What affects motivation more strongly - existing needs or a sense of duty, responsibility;

What is the orientation of the personality.

The answer to most of these questions can only be obtained by using a variety of methods for studying motives and personality. At the same time, it is necessary to compare the reasons for actions declared by a person with actually observed behavior.

Psychologists have developed several approaches to the study of human motivation and motives: experiment, observation, conversation, survey, questioning, testing, analysis of performance results, etc.. All these methods can be divided into three groups:

1) a survey of the subject carried out in one form or another (the study of his motivations and motivators);

2) assessment of behavior and its causes from the outside (method of observation);

3) experimental methods.

The most incorrect method of studying the motivation of labor activity is at the same time one of the most common in the international practice of sociological research. This is the use of satisfaction-dissatisfaction scales by various aspects of the production situation and the content of labor.

Satisfaction with work is the estimated attitude of a person or a group of people to their own work activity, various aspects of its nature or conditions.

It is common among sociologists to define indicators of satisfaction with work and its various aspects as indicators of corresponding motives.

Another characteristic of the state of labor motivation is the attitude to work, which is studied in three aspects:

Attitude to work as a type of activity and social value (depends on the person, ideology, culture of education);

Attitude to a specialty (profession) as a certain type of labor activity (depends on public opinion, an objective situation, on personal views);

Attitude towards work, i.e. to a certain type of labor in specific working conditions, in a given team (from given working conditions).

The third group of methods for studying motivation to work is the study of the employee's personal disposition to work, interest in it, all other things being equal. Motivation in this case depends on how much this work allows him to satisfy the most important vital needs, how much the general interest in work is consistent with his individual interests.

These indicators, as a reflection of labor motives, are unsuccessful, since they contain the total result of the influence of a wide variety of conditions.

The attitude to work is general characteristics position of a person in the sphere of work, his motivation. The most common in practice is the study of specific indicators of job satisfaction.

Job satisfaction indicators are the most appropriate for characterizing the stability of the team. The attitude of the worker to work is largely formed under the influence of his labor orientation, the content and conditions of work, relations in the team, personality type, etc.

If we consider job satisfaction in more detail, then specific indicators of attitude to work will include many specific aspects of labor activity. These include: the level of labor safety, noise, pollution, the aesthetic design of the workplace, the availability and equipping of places of rest, the mode of work and working hours, labor characteristics, the level of work organization, the social climate in the team, leadership style, growth prospects, wage level etc. The employee evaluates the objective characteristics of labor that affect him. As a result, the employee may be satisfied or dissatisfied with his work. In a word, the attitude to certain aspects of labor serves as a way of manifesting labor motivation.

Another way to study the motives of labor activity is to use a set of methods that register the hierarchy of value orientations, social attitudes, subjective attitudes towards work and its features.

However, this method of obtaining information about the motives of activity must be approached with caution, because. there is a danger of distortion of the information received due to the fact that the personality is influenced by the norms of the macro environment and the immediate environment; the generalized motives of people's behavior do not always agree with the situational motives of their behavior in labor activity. It influences the formation of values and the level of self-reflection (a person may be inadequately aware of his needs and values and give the researcher wishful thinking).

Thus, in order to obtain reliable data on work motivation it is advisable to combine several methods. Nevertheless, it can be said that these methods can help both with explaining and predicting the motives of a person’s behavior in a given situation, since with their help his most stable and dominant needs, interests, personal dispositions, personality orientation are revealed.

For effective management of staff motivation, it must be investigated and evaluated. At the same time, the measurement of motivation is a complex methodological problem. The article discusses the methods of its study, and also proposes the author's model for studying motivation, in which three levels of its manifestation are distinguished. The parameters are both employee assessments and specific measurable results related to labor behavior and labor efficiency.

An organized and controlled process of encouraging an employee to work determines his work behavior, and the productive use of human resources largely determines the company's competitive advantages.

Motivation is the main link in the motivational sphere of personality. All definitions of motivation can be attributed to two areas. The first considers motivation from structural positions, as a set of factors or motives. For example, according to the scheme of V. D. Shadrikov (1982), motivation is conditioned by the needs and goals of the individual, the level of claims and ideals, the conditions of activity (both objective, external, and subjective, internal - knowledge, skills, abilities, character) and worldview, beliefs and orientation of the individual, etc. Taking into account these factors, a decision is made, an intention is formed. The second direction considers motivation not as a static, but as a dynamic formation, as a process, a mechanism. V. A. Ivannikov believes that the process of motivation begins with the actualization of the motive. Such an interpretation of motivation is due to the fact that the motive is understood as an object of satisfying a need, that is, the motive is given to a person as if ready. It does not need to be formed, but you just need to update it (cause its image in the mind of a person).

The motivational process begins with a physiological or psychological need that activates behavior or creates an impulse (motive) aimed at achieving a specific goal or reward (unsatisfied need). It all boils down to a more concise definition: a need is an internal motivator of activity.

Motives are actually formed on the basis of needs. Since the needs have a complex structure, differ in variety and varying degrees of severity, the motives formed on their basis are also complex in structure. Any action is based on not one, but several motives. Therefore, the behavior itself is sometimes called polymotivated.

Needs give rise to desires, aspirations, emotions, feelings, encourage the subject to activity. There are several classifications of needs according to different grounds. It was proposed to divide the needs into material (in food, clothing, procreation, etc.) and spiritual (in music, friendship, work, reading books, etc.). The structure of the motivation mechanism is shown in Figure 1.

A. Maslow developed the concept of the hierarchy of motives, in which all needs are divided into 5 classes (5 hierarchical levels). V. McDuggal proposed to bring the set of needs to 18, and the Polish psychologist K. Obukhovsky - to 120. Some psychologists reduce all needs to 7 main types: 1) physiological (nutrition, sleep, breathing, etc.), 2) procreation (birth, upbringing, protection), 3) earning a livelihood (housing, food, clothing), 4) spiritual needs (requests), 5) communication (duties, rights, sympathies, etc.), 6) self-expression (in religion, sports, art, science, etc.), 7) self-affirmation (respect, vocation, power, etc.).

Motives considered as dispositions can be divided into types, the names of which are similar to the names of needs: organic, material, social and spiritual (Figure 2).

In situational disposition, incentives act as external motivators. AT management activities this is the area of motivation and stimulation. In the process of motivation, the performers form internal, psychological motivations for work: interest in work, satisfaction with it. Interest in work is achieved by a number of administrative measures ( financial compensation, various systems of benefits, bonuses).

Satisfaction with work can be ensured only on the basis of the achieved results of labor. This means that the manager's efforts to create job satisfaction among employees should not be aimed at educating them of this personality trait, but at creating conditions for employees to achieve efficiency and high performance.

When building a system of motivation for employees of an enterprise, motivational factors are distinguished, which can be self-generated (internal) and created by management (external). On the strategic level, taking into account these factors, it is possible to distinguish three types of motivational policies for personnel management:

1) the predominance of external (stimulating) influences on personnel. In this case, the management of the enterprise focuses on the use of various incentives (material and moral incentives) to increase the interest of the organization's employees in the final results of their work (establishing a relationship between the results of work with wage increases, bonuses, bonuses, promotions, praise (social psychological encouragement of employees);

2) the predominance of internal (motivational) influences on personnel. In this case, the management of the enterprise focuses on the use of various management motives (responsibility, freedom of action, the ability to use and develop the necessary skills and abilities, personal development, interesting job). In practice, this approach often prevails in emerging (forming) organizations due to their lack of a material base as a basis for incentives;

3) a harmonious combination of a complex of stimulating influences and motivational personnel management (with a basic internal (motivational) one). This approach can be considered the most optimal, removing the extremes of the first two approaches. As a rule, such a motivational policy is implemented by organizations developed in all respects, in which a valuable corporate culture has already been formed, if this culture is supported by an effective distribution mechanism. financial incentives employees of the organization;

When developing and building a balanced motivational program for an organization, it is extremely important to take into account the stage life cycle organizations (formation, functioning, development) and a typology of the motivational orientation of employees (needs, motives, expectation systems, value systems, external conditions and incentives, etc.).

The main accents of motivation:

- with the individual-subject orientation of employees - the stability of material incentives; prospects for higher wages and social status;

- with the subjective orientation of employees - the guarantee of stability; organizational support; setting specific goals; approval of positive results in the presence of the team; openness of communication and trust;

- with the personal orientation of employees - stimulation of creative activity; delegation of responsibility in solving problems; support for initiatives; the assignment of a new unknown front of work; showing confidence in professionalism; collegial decision-making; support in conveying effective ideas and ways to implement them in the team.

It is possible to single out general strategic guidelines in building a motivational program at various stages of an organization's existence:

1) at the stage of formation of the organization, the following strategic motivational guidelines are inherent:

– leadership qualities, personal example and “infection” of employees with optimism, team spirit;

- the activity of the leader in resolving conflicts and contradictions in the team;

– encouragement of the active personal position of the employees of the organization;

- building and broadcasting by the leader of the picture "Development Prospects" of the organization;

- moral (if possible, material) stimulation of efficiency, etc.;

- distribution of tasks, functions, taking into account the predispositions of people (to give employees interesting work for them).

2) at the stage of functioning, the following motivational guidelines can be distinguished:

- stimulation of a clear correspondence to their functional tasks and norms of positional interaction (for subjective orientation);

- stable material incentives and salary increases in accordance with the results of work and the level of qualification (for all employees, especially for individual-subject orientation);

- Encouragement of improving the skills of employees (an incentive for an individual orientation is an increase in wages, for a subject - an increase in professionalism, for a personal emphasis - the possibility of self-development and a greater contribution to the activities of the organization);

- providing initiative in improving the ways of solving complex problems (for the subject) and problems (for the personal orientation);

- introduction of a system of incentives that allow employees to "manage" their own salary with an increase in the volume and quality of their work, get more (for an individual focus).

3) at the stage of development of the organization, a significant motivational reference point is:

– moral and material incentives for employees to search for new, promising, original ideas to improve their activities and the organization as a whole (mainly for personal orientation);

- creation of a system of incentives for informal leaders who have realized the need for organizational changes and explain this need to others (mainly for personal orientation);

- explanatory work among the staff, aimed at confirming the stability of the organization's activities (for subjective orientation).

In organizations, there should be a direct relationship between employee satisfaction and the system for reaching agreement on goals. The more consistent this relationship, the more positive the dynamics of employee satisfaction. Recognition of individual results is reflected in the remuneration of the employee, depending on the level of his responsibility through the level of achievement of goals.

Improving the motivation system is one of the most important areas personnel work. If we take into account the ratio of costs to the result obtained, then the return on investment in projects to improve motivation is one of the highest.

Studying motivation helps to save a lot of money. So, young and ambitious professionals are often willing to work for a small salary, just to gain the necessary experience, and changing the system of financial incentives for sales staff provides an opportunity to make a noticeable profit.

Despite all the advantages of studying the motivation of personnel, in Russia only foreign companies do this on a regular basis. True, recently they have been joined by large Russian organizations adopting the western style of work.

Leader who cares career and salary, he is usually sure that for his subordinates these factors are also an incentive. In addition, often the employee himself cannot accurately answer the question of what specifically motivates him. Therefore, it is better for management to trust not their own intuition, but methods developed and tested by practice. They allow you to understand what employees really expect from the organization.

Methods for studying motivation have been used in the West for more than a decade. According to experts, with the advent of the computer and the Internet, the cost of their development has decreased, and it has become easy and fast. However, fundamentally new technologies have not appeared for a long time.

Consider the methods for studying motivation that are offered to managers for the analysis of these stable personality attributes, “generalized motives”:

Polls— are used to assess the degree of satisfaction of the staff. Forms of surveys can be different: interview, questionnaire. As a rule, the subject is asked to choose (and evaluate) from the proposed list of motives, interests, needs those that most accurately describe him, relatively direct questions are asked about how much the employee likes the work itself, its conditions, relationships in the team, leadership style, etc. .P.

With the obvious accessibility of this method, it has disadvantages: not all motives are conscious, since understanding complex deep motivational formations requires developed reflection; the answers are often insincere due to the factor of "social desirability" (the desire to look your best, to meet certain social "norms" and "standards"). Nevertheless, surveys allow you to quickly collect mass material, find out how a person perceives his actions and actions, what he declares to the “world”.

Psychological tests. The test questionnaire contains a series of questions, the answers to which are used to judge the psychological qualities of the subject. A test task is a special kind of test, the results of which determine the presence or absence and the degree of development of character traits (personality properties), for example, an orientation towards success.

Projective methods. The main emphasis is on diagnosing the hidden motivation of an employee, and hidden, including for the employee himself. Often, projective methods include combinations of all kinds of methods - cases (situations), specific tasks, interviews that include questions that at first glance have nothing to do with the respondent (for example, “Why, in your opinion, do people work well in one company, and not so well in another?” trying?") It is assumed that the subject identifies key indicators for him.

The information obtained using such methods is less structured and standardized, it is more difficult to process it. These methods require skilled interpretation of the collected data.

However, often, motivational programs in organizations lead only to short-term changes and have almost no effect on production and financial performance. The reason is that "Generalized motives" are subject to diagnostics - dynamic formations that are updated under the influence of situational determinants, and "situational determinants" can potentially be a huge number of variables in a real situation, so it is impossible to take into account and measure them all.

However, since there is no clear relationship between subjective assessments employees and work efficiency - improvements are rare.

In large companies with tens of thousands of employees, a series of focus groups are held in addition to the copros. To do this, groups of several people are formed, representing different levels of organization management (top management, management, ordinary employees, etc.) and different professional interests. They are given the same topics for discussion as in the questionnaires. With skillful application, this method allows you to clarify all the subtleties of staff motivation.

Another method, a diagnostic interview, requires a significant investment of time and effort, and therefore is used to assess the level of motivation of managers. Also in this case, assessment centers are used.

To assess the overall level of motivation of employees, it is not necessary to talk to each of them. You can choose experts, for example, heads of departments, who are able to make a generalized description of the situation for their departments. Also, to study motivation, one can resort to organizational diagnostics, when conclusions about the degree of staff interest are made according to such indicators as staff turnover, average length of service in the company, attendance at corporate events, late arrivals, etc.

There are psychological tests that allow you to study the basic needs of a person. - All employees can be conditionally divided into "professionals", "neutrals" and "organizationists". Each group requires a special approach. So, for "professionals" it is important to delegate authority. "Organizationists" should be endowed with the opportunity to preserve the traditions of the company, feel like old-timers and mentors, and take an active part in public events. "Neutrals" especially appreciate the comfort of work. For them, a motivating factor can be, for example, the possibility of an after-school day off or the timely end of a work shift.

Currently, many specialists prefer innovative projective methods, which are implemented through interviews with employees at all levels.

Projective techniques have proven to be the most effective tool to obtain reliable results, competent systematization and adaptation of changes in the company. High reliability is achieved through a combination of various interview methods - case situations, specific tasks and such questions that at first glance are not relevant to the respondent (for example, “Why do you think people work well in one company, but not in another?” trying too hard?") A person involuntarily gives out answers with key indicators for him, so that a “fake” is practically excluded. In addition, such techniques are simple in terms of development and application, they can be used even by the head of the department.

The use of methods often depends on the goals set by the management, and in practice is largely determined by the price-quality ratio.

If we want to develop motivation for top managers, then here it is better not to rely only on a questionnaire or survey, but to conduct a diagnostic interview or individual assessment to understand what drives these people. If we are talking about a wider strata of workers, then polls or focus groups will be more effective, which provide less accurate information, but in a shorter time.

After conducting a survey and obtaining a more or less reliable picture of staff satisfaction, it is necessary to correctly analyze the data obtained. This requires knowledge of survey results from other companies.

A certain dissatisfaction is always characteristic of a person, and this manifests itself in the results of the survey, so some general universal psychological features should be taken into account. For example, questions about the degree of satisfaction with the level of pay always have a lower rating than other items. There are statistics according to which, even in well-known Western companies, almost half of the employees are not sufficiently satisfied with this indicator, although the wage system there is well balanced. If you do not know these statistics, then, based on the results of the survey, you can start changing something in the payment system, while this is just a reflection general trend. But if the difference in this indicator compared to other companies is significant, then it is worth considering.

At the same time, the data obtained cannot be interpreted literally. Surveys are more helpful in assessing employee satisfaction, and studies show that there is no clear linear relationship between employee satisfaction and employee performance. That is, questioning makes it possible to solve the problem of retaining an employee, but not increasing his ability to work. Experts recognize that training programs that contain information on methods of assessing and motivating staff are in the greatest demand today. This suggests that HR managers want to be more competent in these matters and use existing methodologies on their own. The main thing is that the application of these methods is competent and timely.

2 Practical part

Develop a program and tools, conduct research and draw up conclusions on this topic.

Method of expert assessments

In the course of development social production not only the complexity of management increases, but also the requirements for the quality and efficiency of decisions made. In order to increase the validity of decisions and take into account numerous factors, a comprehensive analysis is needed, based both on calculations and on reasoned judgments of specialists familiar with the state of affairs and development prospects in various areas of practical activity.

A significant increase in the level of management efficiency is the use of mathematical methods and models in the preparation of solutions. However, a complete mathematical formalization of technical, economic and social problems is often not feasible due to their qualitative novelty and complexity. In this regard, expert methods are increasingly being used.

The use of mathematical programming and computer science allows you to make decisions based on more complete and reliable information. However, choosing a rational (optimal) solution requires more than a good mathematical model.

Modern economic objects are developing rapidly. Planning and management of such facilities are always carried out in conditions of insufficient information about the future. In addition to the impacts envisaged by the plan, economic objects are influenced by various random factors. As a result, the economic patterns of development of such objects are mainly of a random, stochastic nature.

When making decisions, we usually assume that the information used to support them is true and reliable. However, for many economic, scientific and technical problems, which are qualitatively new and non-repetitive in nature, this is far from being the case.

The main "information" difficulties:

First, the initial statistical information is often not reliable enough. However, even if reliable data about the past are available, they cannot always serve as a reliable basis for making decisions aimed at the future, since existing conditions and circumstances may change in the future.

Secondly, some of the information is of a qualitative nature and cannot be quantification. Thus, it is impossible to accurately calculate the degree of influence of social and political factors on the implementation of plans, to develop formulas for assessing the behavior of people in production teams. But, since all these factors and phenomena have a significant impact on the results of decisions, they cannot be ignored.

Thirdly, in the practice of preparing decisions, situations often arise when, in principle, the necessary information can be obtained, but at the time of making a decision it is not available, since this is associated with a large investment of time or money.

Fourth, there is a large group of factors that may affect the implementation of the decision in the future; but they cannot be accurately predicted.

Fifth, one of the most significant difficulties in choosing solutions is that any scientific or technical idea contains a potential possibility various schemes its implementation, and any economic action can lead to multiple outcomes. Problem of choice the best option decisions can also arise because there are usually resource constraints, and therefore, the adoption of one option is always associated with the rejection of other (often quite effective) solutions.

And finally, when choosing the best solution, we often encounter the ambiguity of a generalized criterion, on the basis of which it is possible to compare possible outcomes. The ambiguity, multidimensionality and qualitative difference of indicators are a serious obstacle to obtaining a generalized assessment of the relative effectiveness, importance, value or usefulness of each of the possible solutions.

In this regard, one of the main features of solving complex scientific, technical and economic and social problems is that the application of calculations here is always intertwined with the use of judgments of managers, scientists, and specialists. These judgments make it possible to at least partially compensate for the lack of information, to make fuller use of individual and collective experience, and to take into account the assumptions of specialists about the future states of objects.

The pattern of development of science and technology is that new knowledge, scientific and technical information accumulate over a long period of time. Often in a hidden form, "latently", in the minds of scientists and developers. They, like no one else, are able to assess the prospects of the area in which they work, and to foresee the characteristics of those systems in the creation of which they are directly involved.

It is clear that the more streamlined and formalized the procedure for using expert judgments, the more reliable the information received.

Thus, the approach to decision-making depends both on the amount of information available and on how much available information formalized.

The impossibility of complete formalization does not exclude, however, the possibility and necessity of using the mathematical-statistical apparatus and logical analysis of rational decision-making processes.

In solving many control problems, the simplicity of the mathematical apparatus is often more important than the expected accuracy of the results. Since the structure and process of solving such problems in many cases cannot be reliably determined, the accuracy of the solution results cannot be greater than that contained in the problem itself, and therefore, the use of a more complex mathematical apparatus does not guarantee a more accurate result.

Rational use of information received from experts is possible if it is converted into a form convenient for further analysis aimed at preparing and making decisions.

The possibilities of formalizing information depend on the specific features of the object under study, the reliability and completeness of the available data, and the level of decision making.

When the objects under study can be placed in a certain sequence as a result of comparison, taking into account any significant factor (factors), ordinal scales are used to establish the equivalence or dominance of objects.

The use of ordinal scales makes it possible to distinguish objects even in those cases where the factor (criterion) is not explicitly specified, i.e., when we do not know the sign of comparison, but we can partially or completely order the objects on. based on the system of preferences possessed by the expert (experts).

In solving many practical problems, it often turns out that the factors that determine the final results cannot be directly measured. The arrangement of these factors in ascending (or descending) order of some property inherent in them is called ranking. Ranking allows you to choose the most significant of them from the studied set of factors.

It happens that phenomena have a different nature and, as a result, are incommensurable, that is, they do not have a common standard of comparison. And in these cases, the establishment of relative importance with the help of experts facilitates the choice of the most preferred solution.

The accuracy and reliability of the ranking procedure largely depends on the number of objects. In principle, the fewer such objects, the higher their “distinguishability” from the point of view of an expert, and, consequently, the more reliably the rank of an object can be established. In any case, the number of ranked objects P should not be more than 20, and this procedure is most reliable when P< 10.

Program and description of the study

Number of problem areas (yi) – 6;

Number of experts (k) - 19.

The number of factors influencing the problem area (n) - 6.

The main task. Analyze the state of a (given) problem in an enterprise, industry, etc.

The area of diagnostics is the features of the motivation of the labor activity of personnel in modern conditions

Diagnostics of the problem consists in assigning the real state of the system, described by the vector of values of the characteristic variables Y = (y 1 y 2 , y 3 ... y m) to one of the known classes of states S m using a certain rule R.

1. The state space of the problem is introduced in which diagnostics will be carried out:

S+ is a developing system that expands the field of its activity;

S 0 - stable state;

S- is the state in which the system is at the stage of decay.

For our task, with m = 6, the areas of diagnostics of the problem “Peculiarities of the motivation of the work of personnel in modern conditions” may look like this

Table 1a Diagnostic areas "Peculiarities of motivation of personnel work activity in modern conditions"

	Areas	Designation
	Labor productivity	1
	Psychological comfort	at 2
	material satisfaction	3
	Working conditions	at 4
	Fluidity	at 5
	creative level	at 6

Thus, through the introduced set of states, it is possible to determine the real state of the system.

2. An assessment of the state of the system is carried out using the method of expert assessments. The number of experts (k) is 19. Experts can be highly qualified employees of the enterprise, whose work experience is at least 5 years. For educational purposes, students who own the problem can be involved as experts.

The opinion of experts (evaluation of the state of the system) is realized by ranking the elements on an m-point scale. The results are entered in table 2.

Table 2a - Matrix of ranks

Experts	1	at 2	3	at 4	at 5	at 6	R


















∑ Ri
Ranks

3. For the matrix of ranks, the coefficient of agreement of experts is calculated:

where: to– number of experts;

m is the number of elements.

where: t– the number of regions that received the same rank;

R is the number of such cases.

T- is calculated for those cases when there are several elements that have received the same rank.

The expert agreement coefficient should exceed the value of 0.7. In this case, the opinion of the experts is considered to be consistent, and the survey data can be trusted. For educational purposes, when g > 0.7, it is necessary to draw a conclusion and you can continue further calculation.

S = (35-19*(6+1)/2) 2 + (31-19*(6+1)/2) 2 +(52 – 19*(6+1)/2) 2 + (91– 19*(6+1)/2) 2 + =

+ (93-19*(6+1)/2) 2 + (97-19*(6+1)/2) 2 = 306,25 + 462,25+0,25+110,25+1482,25+1640,25+1980,25 = =5981,75,

T \u003d 1/12 * ((2 3 - 2) + (2 3 - 2) + (2 3 - 2) + (2 3 - 2) + (2 3 - 2) + (2 3 - 2) + ( 2 3 – 2)+

+(2 3 – 2)+ (2 3 – 2)+ (2 3 – 2)) =5,0.

The expert agreement coefficient is equal to

g \u003d 12 * 5981.75 / (19 2 * (6 3 - 6) - 12 * 19 * 5) \u003d 71781 / (75810 - 1140) \u003d 0.961.

In this case, the opinion of experts is considered to be consistent, the obtained coefficient of agreement (g = 0.961), as it exceeds the minimum required (g = 0.7).

4. After analyzing the data of expert assessments of the state of the main aspects of the system, its diagnostic profile is built (for clarity). The state S 0 (zero axis) is determined by the expression:

S 0 = ∑∑Ri /m.

For our example, the calculation of S 0 is shown below, as is the diagnostic profile in Fig. 1.

∑∑R i = 35+31+52+91+93+97= 150

S 0 \u003d 399 / 6 \u003d 66.5

Based on the constructed diagnostic profile, a conclusion is made about the presence of favorable areas and problem areas of the system.

5. An extended description of shortcomings in problem areas is carried out, i.e. factors are identified, the change of which will reduce the problem (Table 3). Number of factors (n=6).

In our example, as established as a result of the above analysis, the most problematic area of "Peculiarities of motivation for the work of personnel in modern conditions" is "Psychological comfort". Let us consider the factors influencing the provision of the psychological comfort of the personnel in order to motivate them to work (Table 3).

Table 3 - Factors affecting the problem area

Problem area

Factors

Psychological comfort

1. Raising wages

2. Increasing interest in the end result

3. Satisfaction with the incentives used in the organization

4. The level of consciousness of workers

5. Employee job satisfaction

6. Interaction of employees in the organization

6. A study of the influence of the selected factors on the problem area is being carried out. Using the method of paired comparisons, using a scale of relative importance, we will highlight the main problems. To assess the influence of factors, a scale of relative importance is introduced:

Table 4 Scale of Relative Importance

Relative importance	Definition
	Minor importance
	moderate superiority
	Substantial superiority
	Significant superiority
	Very strong dominance
2, 4, 6, 8	intermediate

Comparison of the influence of factors on the problem area is carried out in the matrix of paired comparisons (Table 5).

Table.5 Pairwise Comparison Matrix

					5		∑ Ni
							24,0

							12,07
							3,13

							5,97

In order to determine the relative importance of the problems, we calculate the weight coefficients

wi = dсрi / ∑dсрi,

dсрi = ∑Ni / n.

where ∑Ni — is the sum over the rows of Table 5.

n is the number of compared factors.

The results of calculating the weighting factors are presented in Table. 6.
0,469

0,667

0,078

2,012

0,236

0,522

0,061

0,333

0,039

0,995

0,117

8,529

dav1 = 24 / 6 = 4

w1 = 4 / 5.29 = 0.11.

Other results in table. 6.

7.Conclusions. Thus, employees of one of the Krasnodar enterprises with more than 5 years of experience were selected as experts. The maximum experience was 7 years and 6 months for this enterprise continuously. In the course of diagnostics, the features of labor activity motivation in modern conditions in the areas of labor productivity, psychological comfort, material satisfaction, and working conditions were studied. In the course of assessing the opinions of experts, it was found that the coefficient of agreement is greater than 0.7, therefore, the opinions of experts do not differ much. The most problematic area is the problem of providing psychological comfort and the problem of material satisfaction of workers. To a greater extent, the problematic system is to provide psychological comfort, management needs to provide a favorable psychological climate, influence the growth of employees' consciousness, increase their psychological job satisfaction, introduce a mechanism for the interaction of employees in the organization, introduce the "principle of participation" of employees in the activities of the enterprise, apply measures more widely not only material incentives, but ways of psychological stimulation of employees.

Bibliography

Dundar M. Psychodiagnostic methods for studying human motivation // Personnel manager. 2008. No. 6,7.

Klochkov A. K. KPI and staff motivation. A complete collection of practical tools. - Eksmo, 2010. - 160 p.

Motivation and pay. - 2007. - No. 4. - P. 276-286 Methodology for diagnosing the work motivation of the organization's personnel Ozernikova TG Doctor of Economics. Sciences

Hekhauzen H. Motivation and activity. v. 1. M., Pedagogy, 1986.

Motivation Sources Inventory: Development and Validation of New Scales to Measure an Integrative Taxonomy of Motivation / John E. Barbuto, Richard W. Scholl // Psychological Reports.
Personnel controlling as a functional element of organization management What is personnel adaptation? Organization of recruitment interviews
2014-02-06

Motivation of labor activity is the desire of an employee to satisfy his needs for certain benefits through labor aimed at achieving the goals of the organization.

For effective management of staff motivation, it must be investigated and evaluated. At the same time, the measurement of motivation is a complex methodological problem. The parameters are both employee assessments and specific measurable results related to labor behavior and labor efficiency.

An organized and controlled process of encouraging an employee to work determines his work behavior, and the productive use of human resources largely determines the company's competitive advantages.

To solve these problems, the following main research methods motivation systems:

analysis of the problems of the organization;

analysis of documents;

Analysis of external factors;

sociological survey;

observation.

Organization problem analysis consists, firstly, in collecting information about the plans of the enterprise and current labor productivity, the movement of personnel, and secondly, in assessing the impact of these indicators on corporate results. The presence of organizational problems in the field of motivation is always indicated by:

The level of turnover, if its performance for a sufficiently long period (at least six months) exceeds 7-10%;

Decreasing during the specified period, the dynamics of labor productivity, if this trend is not associated with the seasonal nature of the organization's activities.

In addition, if the plans of the enterprise are associated with changes within the organization itself, then this directly indicates the need to improve the motivation system.

Document analysis. Company documents give official information about all elements of the motivation system. So the regulation on remuneration reveals the structure of the applied forms and systems financial reward, as well as the conditions for obtaining them for employees; the regulation on certification determines the methods and procedure for determining the results and effectiveness of the work of personnel; regulations internal regulations contain a set of requirements (rules) for the behavior of employees, as well as a list disciplinary actions, etc.

Analysis of external factors is carried out in order to timely identify the conditions of the external environment (labor market, competing enterprises, labor legislation), which create both favorable conditions for the implementation of a particular motivation policy, and complicate its implementation.

Sociological survey aims to study the attitude of employees to the forms and methods of stimulation used, existing management styles, established relationships, etc., carried out either in writing (questionnaires) or orally (interviews) on predetermined topics and questions corresponding to these topics.

Observation consists in studying the reaction of employees to ongoing events, including the application or introduction of certain incentives. The collection of problems that employees face in their work makes it possible to specify the directions of research. For example, employees' dissatisfaction with the manager's inattention to their proposals may indicate the presence of active achievement motives, the implementation of which is constrained by the existing leadership style.

Assessment Methods and Tools

Perspective level. People have their own ideas about their motives. At this level, the subjective opinions, judgments and assessments of employees are recorded. Both motivation as a whole and its individual aspects can be assessed.

The main thing that interests us at this level (with any assessment methods) is the emotional state of employees, interest, attention, their assessment of motivational factors (relationships in the team, remuneration, career growth, professional development).

For getting feedback can be used - questioning, testing, thematic questionnaires, essay writing.

Action level. Since we are talking about work motivation, we can designate it as a desire or unwillingness to comply with certain norms and standards. When we talk about "behavior" we mean results of behavior in the workplace, that is, the fulfillment of corporate requirements. Therefore, at this level, it is important to assess whether the actions meet the standards within the professional activity, it should also be taken into account whether they are carried out under the strict supervision of managers, or on their own initiative.

To obtain data on the implementation of established corporate standards, you can use informal methods (structured observation, video surveillance, keeping working diaries, beating time cards, etc.).

Productivity level. The organization invests in the development of motivation among its employees in order to: raise labor productivity and reduce costs.

It is possible to assess the impact of motivation results on improving the efficiency of the organization as a whole in various areas: finance; clients(marketing indicators); internal aspects(improvement of business processes); education(transformations corporate culture, innovation, striving for personal growth).

To conduct this form of assessment, you can use such business indicators as - sales; quality improvement; reduction in the number of claims or complaints from customers, staff turnover, the number of conflicts; formation of new effective teams, etc.

As you move from the first to the third level, the assessment process becomes more complex and costly - in terms of both time and financial costs. However, its results are extremely important. Most often, the effectiveness of staff motivation is assessed only at the first level. This is the simplest type of assessment and provides the least valuable information. Measurement of results from the first to the third level provides an objective assessment of motivational impact.

A person is a very complex system, and there are no simple recipes in the field of motivation and stimulation and cannot be. To obtain practical results, it is not so much the number of tools used that matters, but the correct setting of research goals, understanding how the results will be used. It is important to understand the complexity of the "object of study" - motivation, to take into account the many indicators and data obtained both with the help of tests and as a result of practical observation, analysis of activities and labor results.

Sinetova Ruzilya Ganievna, Candidate of Economic Sciences, Associate Professor of the Department of Economics and Management ZIMIT (branch) KNITUKAI

Study of work motivation

Annotation. In the article, models of labor motivation are studied. It is revealed that their complex use will improve the quality of life of an individual. The problem of work motivation is represented by two concepts. The role of innovative approaches to the problems of motivation is highlighted. Key words: motivation, quality of life, wages, labor activity.

Motivation models for improving the quality of life and work activity of workers, both in Russia and in other countries, are built in such a way as to maximally encourage an individual or a team to work towards achieving personal and collective goals. World practice has accumulated significant experience in improving the quality of life of an individual. For a long time, many enterprises have been testing new methods of incentives that encourage employees to work more efficiently, which is one of the most important factors in creating favorable conditions for improving their quality of life, using motivation methods for this purpose. Science currently allows us to identify several models of labor motivation , which can be conditionally divided into: meaningful, based on the use of internal incentives that make the employee act in a certain direction; procedural, taking into account the behavior of workers, taking into account the perception and knowledge of their needs. In meaningful models, universal human needs are divided into primary (physiological) food, water, sleep, housing, rest and secondary (psychological, associated with awareness of life experience) personal success, recognition in society , confidence in the future, respect, etc. According to the theory of A. Maslow, the founder of the content model of labor motivation, needs are in a hierarchical order: primary, secondary and needs of a higher nature. .Such a division makes it necessary to take into account, in order to encourage effective activity, the whole variety of human needs that the employee considers valuable for himself: salary, promotion, microclimate in the team, additional rest, the possibility of implementing creative ideas, the prospect of promotion, etc. e. The study of the level of satisfaction of human needs is of practical importance for substantiating the organization of wages. Although, we should not forget that labor motivation, focused solely on wages does not fully reflect the complexity of people's motivational behavior. Therefore, it is necessary not to replace some incentives with others, but to form a system in which, along with material incentives, there are incentives. social orientation, taking into account individual characteristics worker, his changing attitude to work and production, his value orientations, in particular, knowledge, creativity, intelligence, competence, professional experience, sociability. As for process theories, they analyze how a person distributes efforts to achieve various goals and how he chooses a specific type of behavior. The behavior of a person is the result of his perception of reality and the expectations associated with this situation, as well as the possible consequences of the actions taken. The essence of this approach is most fully reflected in the theory of expectations and the theory of justice. Thus, the theory of expectations is based on the assumption that employees expect a clear relationship between labor costs, its results and the remuneration received. Effective motivation labor is when people see that their efforts help to achieve the intended goals of the organization (obtain certain results), and, therefore, they will be rewarded accordingly. The main thesis of the theory of justice says that people constantly compare rewards with the efforts expended, comparing it with , which other employees receive for similar efforts. Along with the substantive and procedural approaches to labor motivation, according to the author, one can single out a complex one, which is based on the fact that it is a function of target settings, needs. In other words, the labor activity of an employee depends on the quality of the goals, the value of the reward for achieving them, as well as on the ability to satisfy their needs and the needs of the team. Theoretical research on the problems of labor motivation, of course, is not limited to the analysis of the above models. Economic science and economic practice The problem of work motivation is represented by two main concepts - the concept of rational behavior and the concept of irrational behavior. At the same time, the first concept was widely used and developed for a long time, according to which an "economic" person by nature seeks to satisfy his own interest, expressed in money or reduced to money. According to the author Sinetova R.G., a person makes labor efforts only when they are conditioned by the desire for personal gain, personal enrichment, and the growth of one's own well-being. Because of the prospect of material reward, he adapts his behavior to the changing conditions of the economic environment, guided by the principles of rationality: a limited amount of money and the effort expended to obtain it force him to carry out necessary calculations, compare labor costs and the amount of remuneration for labor, choosing optimal solutions and implementing certain behavioral reactions. Thus, the main idea of the concept of the driving force that pushes a person to intensify labor activity is a material, or rather monetary result. In economic practice, this was expressed in the development of a model for the use of a person in production, where the growth of labor productivity was firmly linked to a system of material incentives. At a certain stage, this concept, its conclusions and practical advice contributed to the growth of labor productivity, the rapid development of entrepreneurship and business. However, practice has shown that the labor efforts of people are not always associated with material benefits. Often they manifest themselves as “disinterested enthusiasm”, or are pushed by the ideas that have been formed in society. social norms(the norm of labor, the norm of cooperation, etc.), their driving force there are such needs as social recognition, social status, social contacts, i.e. social components. Thus, it became necessary to search for a new approach to the nature of labor motivation, the central idea of which was the recognition of the diversity of interests and needs of people, the importance for them of not only material, but also non-material incentives. As noted by Sinetova R.G., in a modern civilized society, a person does not always adhere to ideal scheme of rational behavior. Rationality, as the basis of human behavior, is increasingly losing its theoretical significance, giving way to irrationality. The formation of a system of non-material incentives functioning on the basis of subsystems of moral, socio-psychological and creative stimulation will holistically complement any developed system of material incentives for labor, which can become one of effective ways improvement of the motivational sphere. To important and ever-expanding management functions by human resourses relate the development and application of innovative approaches to the problems of motivation.

Links to sources 1. Bazarov R.T., Leasing as the main component modern economy International Scientific and Practical Conference "Science and Education in the 21st Century", Publishing House TROO "BusinessScienceSociety", Moscow, 2013, p. 19212. Bazarov R.T., Improvement of quality management non-profit organizations, International scientific-practical online conference "Humanitarian and socio-economic research: from theory to practice", Cheboksary, 05.08.2014.3. Bazarov R.T.,Role consulting services in modern economic conditions, International Correspondence Scientific and Practical Conference " Modern tendencies in science and education”, 2014, Saratov, p. 8790.4. Bazarov R.T., On the issue of investment policy of the non-profit sector of the Republic of Tatarstan, Today and tomorrow Russian economy, Moscow, S. 9093, 2014.5. Sinetova R.G. Social orientation as a basis for economic development // Horizons of the economy, 2014, No. 4 (16) - P. 4547.6. Sinetova R.G. Increasing the social awareness of business as a factor in business success // Actual problems of the humanities and natural sciences., 2014. No. 9. C.187189.7. Tishkina T.V. Improving the mechanism for the formation of an enterprise management system // Electronic scientific and practical publication "Economics and Society", issue No. 1 (10). 2014 URL: http:// www.iupr.ru8. Tishkina T.V. Prospects for the development of interaction between the state and the private sector // Collection of articles based on the materials of the international scientific and practical conference "Management innovative development of modern society: trends, priorities: economic, social, philosophical, political, legal general scientific laws. -Saratov.: from the Center for Materials Management "Academy of Business", 2014.-S.110114s. 9. Basyrova E.I., Some aspects of industrial enterprise management on the basis of increasing the efficiency of the use of labor potential "Today and tomorrow of the Russian economy", 2009 No. 2910. Basyrova E.I., Evaluation and activation of the use of labor potential industrial enterprise, Actual problems of the humanities and natural sciences. Moscow. –2014. -No. 12 (71) part 1 -C. 111115.11. Basyrova EI, Three-level model of the enterprise's labor potential management system, Actual problems of the humanities and natural sciences. Moscow. –2014. – No. 12 (71) part 1. -FROM. 115118

Practical aspects of the applicability of the theory of work motivation. Methods for studying the motives of labor activity

2 Practical part

∑ Ni

Bibliography

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