Introduction 3
Chapter 1. Theoretical aspects of motivation 6
1.1. The concept of motivation and motive 6
1.2. Methods of motivation 9
1.2.1. Economic methods of motivation 10
1.2.2. Non-material incentives to work 11
Chapter 2. Classical theories of motivation 14
2.1.1. Hierarchy of Needs Theory A. Maslow 14
2.1.2. McClelland's Theory of Needs 17
2.1.3. Herzberg's two-factor theory 19
2.2. Process Theories of Motivation 21
2.2.1. Expectancy Theory 21
2.2.2. Justice Theory 25
2.2.3. Porter-Lawler Model 26
Chapter 3. Analysis of the personnel motivation management system at the enterprises of the tourism industry in Murmansk 29
3.1. Analysis of the state of the personnel motivation management system at the enterprises of the tourism industry in Murmansk 29
Conclusion 38
References 42
Appendix 44
INTRODUCTION
Employee motivation is one of the central places in personnel management, since it is the direct cause of their behavior. The orientation of employees to achieve the goals of the organization is essentially the main task of personnel management. Due to changes in the conditions and content of labor in the context of scientific and technological progress, widespread automation and informatization of production, as a result of an increase in the level of education and social expectations of employees, the importance of motivation in personnel management has increased even more, the content of this kind has become more complicated. management activities.
Today, for the effective operation of the organization, responsible and initiative employees are required, highly organized and striving for labor self-realization of the individual. It is impossible to ensure these qualities of an employee with the help of traditional forms of material incentives and strict external control, wages and punishments. Only those people who are aware of the meaning of their activities and strive to achieve the goals of the organization can expect to receive high results. The formation of such employees is the task of motivational management.
Over the past 25 years, few problems in management theory have been discussed as heatedly as the question of what is the incentive for workers in commercial organizations. Employee motivation in the tourism industry is one of the hotspots that creates constant problems for managers. Until now, the motivation to work and the associated state of morality in industrial relations are the most important factors for the success of any organization in the hospitality industry, which is largely dependent on effective interpersonal relations between the employee and the client.
When planning and organizing work, the manager determines what exactly this organization should do, when, how and who, in his opinion, should do it. If the choice of these decisions is made effectively, the manager gets the opportunity to coordinate the efforts of many people and jointly realize the potential of a group of workers. Unfortunately, managers often mistakenly assume that if an organizational structure or activity works well on paper, it will also work well in real life. But this is far from true. The leader, in order to effectively move towards the goal, must coordinate the work and force people to do it.
The fundamental factor in the success of organizations operating in the modern market of goods and services is the people working there. First of all, such competent and necessary people need to be found, and this, as every leader knows, is not so easy. After such a person is found, other problems begin, mainly problems associated with a person’s lack of motivation for work. This is very dangerous, because the lack of motivation gives rise to a reluctance to work, and subsequently a desire to change jobs altogether.
Leaders put their decisions into action by putting into practice the basic principles of motivation. Of course, every leader dreams of purposeful and efficient employees, but is he worthy of them? Has he created such a character of industrial relations and conditions as a whole that would stimulate such behavior?
The problems of recruiting, training and retaining qualified specialists are also quite real, but if we take the value of these workers to the organization also in terms of the costs that would be required if they were replaced, it becomes clear the importance that business leaders attach to the use of psychological and material methods of creating interest in work.
The topic of motivation in our country has always been relevant, but at present, with the transition to market relations, this problem has become aggravated, since the quality of education and subsequently the productivity of labor activity have acquired a special price. This is what determines the relevance of the chosen topic.
The purpose of the course project: to analyze the management of personnel motivation at the enterprises of the tourism industry in Murmansk.
This goal entails the following tasks:
1. Consider the theoretical aspects of staff motivation.
2. Spend short review classical theories of motivation and their use in the field of management.
3. Conduct a study of the personnel motivation system on the example of travel agencies in the city of Murmansk.
CHAPTER 1. THEORETICAL ASPECTS OF MOTIVATION
1.1. The concept of motivation and motive
Motivation - stimulation of activity, the process of encouraging oneself and others to work, influencing human behavior in order to achieve personal, collective and social goals.
Motives to work appear when society has at its disposal the necessary set of benefits that meets human needs. At the same time, the motives of human activity can be economic and non-economic. The first are related to the possibility of obtaining material benefits that increase human well-being. The latter, being indirect, make it easier to obtain both direct material benefits and more free time and corresponding spiritual benefits.
The criterion in distributive relations is status differences (position, qualification grades, titles, etc.), length of service, belonging to a certain social group. Labor motives are different:
According to the needs that a person seeks to satisfy through labor activity;
According to the benefits that a person needs to satisfy his needs;
The level of price that a worker is willing to pay for the desired benefits.
There is a certain system of motives for work. It includes motives: content of labor, its usefulness; status, associated with public recognition of the fruitfulness of labor activity; receiving wealth; focused on a certain intensity of work.
Motives for work are formed before the start of labor activity. A person learns the values, norms of labor morality and ethics, laying the foundations of his attitude to work.
If we analyze motivation as a process, we can distinguish several successive stages.
The first stage is the emergence of needs. The person feels that something is missing. He decides to take some action.
At the second stage, the search for ways to meet the needs is carried out.
The third stage is characterized by the definition of goals (directions) of action, i.e. it turns out what exactly and by what means can be done to satisfy the need.
The fourth stage is the implementation of the action, i.e. effort to carry out an action that satisfies a need.
The fifth stage is associated with receiving rewards for the implementation of actions. Having completed a certain work, a person receives something that will help satisfy his need.
The sixth stage is the satisfaction of the need.
At the same time, a person either stops activities until a new need arises or continues to look for new opportunities.
It is very important for a manager to understand the logic of the motivation process (Appendix 1) in order to use it with the greatest efficiency in management. At the same time, it is not at all easy to identify which motives are leading in the motivational process of a particular person. Here it is necessary to understand what needs initiate this person.
The needs themselves are in a complex dynamic interaction with each other, very often contradicting each other. They are able to change over time, as well as depending on gender, age, social status, etc., changing the direction and nature of the action of motives. All this entails changes in human behavior and unexpected reactions to motivating influences. The motives of different people can vary significantly from each other. For some, the desire to achieve a result can be very strong, for others it can be very weak. At the same time, the same motive will have a different effect on the behavior of different people.
Thus, material rewards most often imply cash income, allowing access to material goods and services, normal social security.
Leisure time is also a very important motive, especially for creative people for those who combine work with study, for family women and others. With the improvement of well-being, the attractiveness of free time increases.
One of the main tasks of management is to determine the motives for the activities of each employee and to harmonize these motives with the goals of the enterprise.
The ratio of goals that a person sets for himself determines his behavior. For the majority of Russians, work today is necessary to solve the main goal - the satisfaction of the consumer needs of the worker and his family. At the same time, the motive for high earnings in the 90s. gained more importance than in the 1970s. This is a consequence of the decline in the standard of living of the majority of the country's population.
Basically, people's activities are aimed at achieving such goals as: material wealth, power and glory, knowledge and creativity, spiritual improvement.
Of course, the goal orientation is individual, but most authors agree that material wealth should not be the goal, but serve as a prerequisite, a means for the development of creative abilities and spiritual improvement.
Means to achieve goals usually expresses two aspects - either volumes necessary resources or ways to achieve goals. At the same time, the means of achieving the goals of human activity can be: any, including criminal ones; only legal; conforming to the norms of religious morality.
Such a classification of ends and means and related statistical information are necessary to ensure management social processes. Consequently, the process of motivation is very complex, multifaceted and ambiguous.
1.2. Motivation Methods
Management has a large selection of motivation methods. Obviously, the manager must know thoroughly what variety to choose from. He can use motivation based on fear and apprehension, or he can use motivation based on reward and trust. In the system of motivation, you need to find the right balance between encouragement, reward and punishment, the inevitability of sanctions. The negative reaction of the management hinders the activity of the employee, causes negative emotions, creates stressful situations, and reduces the degree of self-confidence. At the same time, favorable assessments of the work done increase self-esteem, motivate the employee's labor activity, and enhance creative initiative. Encouragement instills a person’s confidence in himself, gives hope for success in completing tasks, and strengthens the desire to work with the greatest return.
Positive measures are more effective than negative ones. The application of negative measures of influence is best done alone with a subordinate. In this case, they tend to have a greater effect than when applied in the presence of other workers.
There is a dialectical relationship between material and non-material incentives, so wages (material incentive) affect the evaluation and self-esteem of the employee, thereby satisfying his needs for recognition, respect for others, self-esteem and self-affirmation, i.e. material incentive acts simultaneously as a social, moral, psychological. But if you use only a material incentive without using social, creative, moral incentives, then the entire incentive system will cease to fulfill its inherent functions to the fullest, which will lead to the predominance of economic incentives to the detriment of social, moral, psychological and ethical ones.
Thus, material and non-material incentives complement and enrich each other.
1.2.1. Economic methods of motivation.
Money is the most obvious way an organization can reward employees. Conflicting estimates of the amount of money needed to motivate effective action date back to the dawn of human relations theory. Supporters of this theory argue that the social needs of people are of paramount importance, while supporters of the theory of scientific management argue that rewards of a material and economic nature necessarily lead to increased motivation.
To no lesser extent, the overall program of compensation measures of the organization can also characterize how this organization evaluates the significance of the work entrusted to this person and the results achieved by him. In this regard, it should be remembered once and for all that the value of any type of activity and the value of a person working in this position are two completely different things.
1.2.2. Non-material incentives to work
A modern manager must constantly note the value of an employee for the team, the presence of his creative potential, positive aspects, good qualities, as well as the results achieved. This assessment should be as objective as possible, based not on a general impression, but on specific and accurate indicators and data. Material factors do not always come to the fore and cannot be the only form of remuneration for work. The attractiveness of labor and its creative nature are of great importance. This is what the manager should create, constantly updating the content of the work of each subordinate.
Non-material incentives are divided into social, moral and socio-psychological. Using them in combination, you can achieve high efficiency.
Social incentives are associated with the need of workers for self-affirmation, with their desire to occupy some kind of social position, with the needs for a certain amount of power. These incentives are characterized by the ability to participate in the management of production, labor and the team, to make decisions; prospects for career advancement, the opportunity to engage in prestigious types of work. Consequently, it is assumed that employees are given a voice in solving a number of problems, they are delegated rights and responsibilities.
Moral incentives to work are connected with the needs of a person in respect from the team, in recognition of him as an employee, as a morally approved person. Recognition can be private or public.
Personal recognition implies that especially distinguished employees on the occasion of holidays and anniversaries are personally congratulated by the administration. Public recognition is expressed in the wide dissemination of information about the achievements of employees, in awarding especially distinguished people with diplomas, etc. Often, public recognition is accompanied by prizes, valuable gifts, etc.
Moral incentives include praise and criticism.
With the correct work of the manager, these elements of moral stimulation should be used constantly. Any meritorious performance by performers and even minor results should be followed by praise. However, it has some requirements. Praise should be dosed, consistent, regular, contrasting. In addition, it must have objective criteria, since insincere praise or its absence is demotivating.
Criticism should be approached even more legibly. It should stimulate human actions aimed at eliminating shortcomings and omissions. This is possible with complete objectivity. Rules for the application of criticism: confidentiality, goodwill created by weakening the accusatory accent, introducing elements of praise, respect for the personality of the criticized, empathy for him, self-criticism, reasoning, the absence of categorical requirements for admitting mistakes and the correctness of the critic, emphasis on the possibility of eliminating shortcomings and demonstrating readiness to come for help.
Socio-psychological incentives arise from the special role played by communication in human life. It is communication that is a fundamental need and a condition for normal human life. Therefore, a comfortable climate in the team, which ensures normal communication, allows a person to fulfill himself, is an excellent incentive to feel the satisfaction of employees in work.
Chapter 2. Classical theories of motivation
A feature of the issue of theories of motivation is that until today, none of the theories has become outdated, has not lost its relevance, new theories are added, and the old ones “do not go into circulation”. Theories of motivation fall into two categories: content and process.
2.1.1. A. Maslow's hierarchy of needs theory
Abraham Maslow was one of the first behaviorists from whose work leaders learned about the complexity of human needs and their impact on motivation. Creating his theory of motivation in the 40s, Maslow recognized that people have many different needs, but also believed that these needs can be divided into five main categories:
1. Physical needs are essential for survival. These include the 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 the confidence that physiological needs will be met 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 secure job with good retirement prospects.
3. Social needs, sometimes called belonging needs, is a concept that includes a sense of belonging to something or someone, a feeling of being accepted by others, feelings social interaction, affection and support.
4. Esteem needs include the need for self-respect, personal achievement, competence, respect from others, recognition.
5. Needs of self-expression - the need to realize their potential and grow as a person.
According to Maslow's theory, all these needs can be arranged in a strict hierarchical structure (pyramid).
By this he wanted to show that the needs of the lower levels require satisfaction and, therefore, affect human behavior before the needs of higher levels begin to affect motivation. At each particular moment in time, a person will strive to satisfy the need that is more important or strong for him. Before the next level need becomes the most powerful determinant of human behavior, the lower level need must be satisfied. Since with the development of a person as a person his potentialities expand, the need for self-expression can never be fully satisfied. Therefore, the process of motivating behavior through needs is endless.
In order for the next, higher level of the hierarchy of needs to begin to influence human behavior, it is not necessary to satisfy the need of a lower level completely. Thus, hierarchical levels are not discrete steps. For example, people usually start looking for their place in some community long before their security needs are provided or their physiological needs are completely satisfied.
In other words, although at the moment one of the needs may dominate, the activity of a person is stimulated not only by it.
Maslow's theory has made an extremely important contribution to understanding what underlies people's desire to work. Managers of various ranks began to understand that the motivation of people is determined by a wide range of their needs. In order to motivate a particular person, the manager must enable him to satisfy his most important needs through a course of action that contributes to the achievement of the goals of the entire organization. Not so long ago, managers could motivate subordinates almost exclusively with economic incentives, since people's behavior was determined mainly by their needs at lower levels. Today the situation has changed. Thanks to higher wages and social benefits, even people at the lower rungs of the hierarchical ladder of the organization are at relatively high rungs of Maslow's hierarchy.
As a result, we can conclude that the head of an industry enterprise needs to carefully observe his subordinates in order to decide what active needs drive them. Since these needs change over time, it is impossible to expect that the motivation that worked once will work effectively all the time. Annex 2 summarizes some of the ways in which managers can meet the needs of higher levels in their subordinates during the work process.
2.1.2. McClelland's theory of needs
Another model of motivation that emphasized the needs of higher levels was the theory of David McClelland. He believed that people have three needs: power, success and belonging.
The need for power is expressed as a desire to influence other people. Within Maslow's hierarchical structure, the need for power falls somewhere between the needs for respect and self-expression. People with a need for power most often manifest themselves as frank and energetic people who are not afraid of confrontation and strive to defend their original positions. Often they are good speakers and require increased attention from others. Management very often attracts people with a need for power, because it provides many opportunities to manifest and exercise it.
People with a need for power are not necessarily power-hungry careerists in the negative and most commonly used sense of the word. Analyzing various possible ways to satisfy the need for power, McClelland notes: “Those people who have the highest need for power and no inclination to adventurism or tyranny, and the main one is the need to exercise their influence, must be prepared in advance for the occupation of higher leadership positions. Personal influence can only be the basis of leadership 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... performance, in helping the team in formulating goals, in taking the initiative to provide members of the managed team with ways and means to achieve goals, in building confidence in their own abilities and competence among team members, which will allow them to work effectively.
The need for success also lies somewhere in the middle between the need for respect and the need for self-expression. This need is satisfied not by proclaiming the success of this person, which only confirms his status, but by the process of bringing the work to a successful conclusion.
People with a highly developed need for success take moderate risks, like situations in which they can take personal responsibility for finding a solution to a problem, and want specific rewards for their results.
Thus, if you want to motivate people with a need for success, you must set them tasks with a moderate degree of risk or the possibility of failure, delegate sufficient authority to them to unleash the initiative in solving the tasks set, regularly and specifically reward them in accordance with the achieved results. results.
Motivation based on the need for belonging according to McClelland is similar to motivation according to Maslow. Such people are interested in the company of acquaintances, establishing friendships, helping others. People with a developed need for belonging will be attracted to a job that will give them extensive opportunities for social interaction. Their leaders must maintain an atmosphere that does not limit interpersonal relationships and contacts. The leader can also ensure that their needs are met by giving them more time and periodically bringing such people together as a separate group.
2.1.3. Herzberg's two-factor theory
In the second half of the 1950s, Frederik Herzberg and his collaborators developed another model of motivation based on needs. This group of researchers asked 200 engineers and clerks from a large paint company to answer the following questions: “Can you describe in detail when you felt especially good after working on duty?” and “Can you describe in detail a time when you felt particularly unwell after completing your duties?”
According to Herzberg's findings, the responses received can be divided into two broad categories, which he called "hygienic factors" and "motivation" (Table 2.).
Hygienic factors are related to the environment in which the work is carried out, and motivations are related to the very nature and essence of the work. According to Herzberg, in the absence or insufficient degree of presence of hygienic factors, a person develops job dissatisfaction. However, if they are sufficient, then by themselves they do not cause job satisfaction and cannot motivate a person to do anything. In contrast, the absence or inadequacy of motivation does not lead to job dissatisfaction. But their presence fully causes satisfaction and motivates employees to improve performance.
Table 2.
According to Herzberg's theory, the presence of hygiene factors will not motivate workers. It will only prevent the emergence of a feeling of dissatisfaction with the work. In order to achieve motivation, the leader must ensure the presence of not only hygienic, but also motivating factors. Many organizations have attempted to implement these theoretical insights through work enrichment programs. During the implementation of the program of "enrichment" of work, the work is restructured and expanded in such a way as to bring more satisfaction and rewards to its direct executor. “Enrichment” of labor is aimed at structuring labor activity in such a way as to make the performer feel the complexity and significance of the task entrusted to him, independence in the choice of decisions, the absence of monotony and routine operations, responsibility for this task, the feeling that a person is performing a separate and completely independent work. .
In order to use Herzberg's theory effectively, it is necessary to draw up a list of hygiene and, especially, motivating factors and give employees the opportunity to determine and indicate what they prefer.
2.2. Process theories of motivation
Content theories of motivation are based on needs and related factors that determine people's behavior. Process theories look at motivation in a different way. They analyze how a person distributes efforts to achieve various goals and how he chooses a particular type of behavior. Process theories do not dispute the existence of needs, but believe that people's behavior is determined not only by them. According to process theories, an individual's behavior is also a function of his perceptions and expectations associated with a given situation, and the possible consequences of the type of behavior he has chosen.
There are three main process theories of motivation: expectations theory, equity theory, and the Porter-Lawler model.
2.2.1. Expectancy Theory
Expectancy theory, often associated with the work of Victor Vroom, is based on the premise that the presence of an active need is not the only necessary condition for motivating a person to achieve a certain goal. A person must also hope that the type of behavior he has chosen will actually lead to the satisfaction or acquisition of the desired.
Expectations can be thought of as an assessment by a given person of the likelihood of a certain event. Most people expect, for example, that graduating from a higher education institution will enable them to gain best work and that if you work hard, you can get promoted. When analyzing motivation to work, the theory of expectation emphasizes the importance of three relationships: labor costs - results; results - reward and valency (satisfaction with the reward). Expectations in relation to labor costs - results (Z-R) - this is the ratio between the efforts expended and the results obtained. Thus, for example, a restaurant manager may expect to receive high marks for his performance if he puts in the extra effort and writes all the certificates and reports required by his superiors. Of course, in the above example, a person may not expect that his efforts will lead to the desired results. If a person feels that there is no direct connection between the efforts expended and the results achieved, then, according to the theory of expectation, motivation will weaken. The lack of relationship may be due to an employee's misjudgment of self, due to their poor training or incorrect training, or due to the fact that the employee was not given enough rights to complete the task.
Expectations for results - rewards (R-B) are the expectations of a certain reward or reward in response to the level of results achieved. Thus, a restaurant manager may expect that, as a result of his efforts, he will be appreciated by management as a highly qualified specialist and receive promotion and related benefits and privileges.
In this case, as well as in the previous one, if a person does not feel a clear connection between the results achieved and the desired encouragement or reward, the motivation for labor activity will weaken. If a person is confident that the results achieved will be rewarded, but with a reasonable effort he cannot achieve these results, then the motivation in this case will be weak.
The third factor that determines motivation in expectancy theory is the valency or value of the reward or reward. Valence is the perceived degree of relative satisfaction or dissatisfaction arising from the receipt of a particular reward. Since different people have different needs and desires for rewards, the specific reward offered in response to the results achieved may not be of any value to them. Let's continue our example. For a job well done, a restaurant manager may receive a raise in salary when he was expecting a promotion or a more interesting and challenging job, or a greater degree of respect and recognition for his merits. If the valency is low, i.e. the value of the remuneration received for a person is not too great, then the theory of expectations predicts that the motivation for labor activity will also weaken in this case.
If the value of any of these three critical factors for determining motivation is low, then there will be weak motivation and poor performance.
For managers who seek to increase the motivation of the workforce, expectations theory provides various opportunities for this.
Since different people have different needs, they evaluate the specific reward differently. Therefore, the leadership hotel enterprise must match the proposed remuneration with the needs of employees and bring them into line. Quite often, rewards are offered before they are evaluated by employees.
For motivation to be effective, a manager must establish a firm relationship between results achieved and rewards. In this regard, it is necessary to give remuneration only for effective work.
Managers must set a high but realistic level of performance expectations for subordinates and instill in them that they can achieve them if they put in the effort. How employees evaluate their strengths largely depends on what management expects from them. Analyzing this problem, Sterling Livingston, known for his work in the field of management theory and practice, notes: “The relationship between the boss and subordinates is largely determined by what the bosses expect from them. If the manager's level of expectation is high, the performance of subordinates is likely to be excellent. If his expectations are not too high, then performance is likely to be low. Everything happens as if there were such a law that the performance of subordinates must meet the expectations of the boss. The powerful influence exerted by the expectations of one person on the behavior of another has long been recognized by physiologists and behaviorists, and more recently by educators. But the idea that management expectations can have a noticeable effect on the performance of one person or a whole group of subordinates, until recent years, was supported only by a small group of specialists.
It should be remembered that employees will be able to achieve the level of performance required to receive valuable rewards if the level of authority delegated to them, their professional skills are sufficient to complete the task.
Experimental studies usually testify in favor of the theory of expectations. Some critics of this theory call, however, for such experimental studies that would be able to take into account the specific characteristics of both individuals and organizations. Other experts believe that it is necessary to clarify and refine the technical, conceptual and methodological foundations expectations theory.
2.2.2. Justice theory
Another explanation of how people distribute and direct their efforts to achieve their goals is provided by the theory of justice. The theory of justice says that people subjectively determine the ratio of the reward received to the effort expended and then correlate it with the reward of other people doing similar work. If the comparison shows imbalance and injustice, i.e. a person believes that his colleague received a greater reward for the same work, then he experiences psychological stress. As a result, it is necessary to motivate this employee, relieve tension and correct the imbalance in order to restore justice.
People can restore balance or a sense of fairness either by changing the level of effort they put in or by trying to change the level of reward they receive. Thus, those employees who feel that they are underpaid compared to others can either work less intensively or seek higher rewards. Those employees who feel that they are overpaid will strive to maintain the intensity of work at the same level or even increase it.
The main conclusion of the theory of justice for management practice is that until people begin to believe that they receive a fair remuneration, they will tend to reduce the intensity of work. However, the perception and evaluation of justice is relative, not absolute. People compare themselves to other members of the same service or to members of other services doing similar work. Since the performance of employees who assess their remuneration as unfair (due to the fact that another person doing similar work gets more) will file, they need to explain why there is such a difference. If the difference in remuneration is due to different efficiency work, it is necessary to explain to employees who receive less that when their performance reaches the level of their colleagues, they will also receive the same increased remuneration.
2.2.3. Porter-Lawler Model
Lyman Porter and Edward Lawler developed a comprehensive process theory of motivation that includes elements of expectations theory and equity theory. In their model (Appendix 4), five variables appear: effort expended, perceptions, results obtained, reward, degree of satisfaction. According to the Porter-Lawler model, the results achieved depend on the efforts made by the employee, his abilities and characteristics, as well as his awareness of his role. The level of effort expended will be determined by the value of the reward and the degree of confidence that a given level of effort will in fact entail a well-defined level of reward. Moreover, in the Porter-Lawler theory, a relationship is established between reward and results, i.e. a person satisfies his needs through rewards for the results achieved.
In order to better understand how Porter and Lawler explained the mechanism of motivation, we will analyze their model one by one element by element. The figures given in parentheses in the text are taken from the figure in Appendix 4. According to the Porter-Lawler model, the results achieved by an employee depend on three variables: the effort expended (3), the abilities and characteristics of the person (4), as well as on his awareness their role in the labor process (5). The level of effort expended, in turn, depends on the value of the reward (1) and how much the person believes in the existence of a strong relationship between the expenditure of effort and the possible reward (2). Achieving the required level of performance (6) can lead to internal rewards (7a), such as a sense of satisfaction from the work performed, a sense of competence and self-esteem, as well as external rewards (7b), such as praise from the manager, bonus, promotion.
The dotted line between performance and external reward means that there may be a relationship between the performance of an employee and the rewards given to him. The fact is that these rewards reflect the reward possibilities determined by the manager for this employee and the organization as a whole. The dotted line between performance and rewards perceived as fair (8) is used to show that, according to the theory of justice, people have own assessment the degree of fairness of the remuneration given for certain results. Satisfaction (9) is the result of external and internal rewards, taking into account their fairness (8). Satisfaction is a measure of how valuable a reward really is (1). This evaluation will influence the person's perception of future situations.
One of the most important findings of Porter and Lawler is that performance leads to satisfaction. This is the exact opposite of what most managers think about it. They are influenced by early theories of human relations, which believed that satisfaction leads to high performance at work, or, in other words, happier workers work better. Porter and Lawler, on the other hand, believe that a sense of accomplishment leads to satisfaction and appears to increase performance.
Research supports Porter and Lawler's view that high performance causes complete satisfaction and not a consequence of it. As a result, the Porter-Lawler model has made a major contribution to the understanding of motivation. She showed that motivation is not a simple element in the chain of cause and effect relationships. This model also shows how important it is to combine such concepts as efforts, abilities, results, rewards, satisfaction and perception within a single interconnected system.
CHAPTER 3. ANALYSIS OF THE DEPARTMENT OF MOTIVATION OF THE PERSONNEL OF THE TOURIST INDUSTRY ENTERPRISES OF THE CITY OF MURMANSK.
3.1. Analysis of personnel motivation management at the enterprises of the tourism industry in Murmansk
Currently on the market tourism services In our region, there are about 85 travel companies engaged in travel agency and tour operator activities.
On average, a travel agency employs 5-7 people. But, unfortunately, despite the small number of employees, there are problems of labor motivation. The state of this problem depends on many factors, which include the general state of the tourism industry in our region. The vast majority of travel agencies work to send tourists, and about 7 thousand people a year travel through the line of organized tourism, which are divided into all agencies. It follows from this that the number potential clients few. Inbound tourism is developing very poorly. Basically, this is transit, or arrival at the invitation of commercial partners, i.e. travel companies practically do not apply. It makes no sense to obtain a license for tour operator activity, since the costs for it are not justified. All this suggests that in the region there is a struggle for each client.
A lot also depends on whether the company is engaged in other activities in order to have additional income that would cover the seasonal decline. The conditions in which the staff have to work are also not encouraging. As a rule, offices are rented by travel agencies, the rent is quite a decent amount, and an average agency is not able to rent a large enough space in order to provide comfortable working conditions.
If we talk about material incentives, it should be noted that the basic salary of employees is very low (with the exception of a few) and amounts to about 2–2.5 thousand rubles, only a percentage of the sale of vouchers, insurances and visas is added to it. The average sales manager, even during the season, does not have a competitive wages in terms of staff motivation.
Often there is an irrational distribution functional duties(for example, in one of the firms in Murmansk, the chief accountant is responsible for issuing visas and insurance).
Among the shortcomings, one can also rank the fact that the employees of firms for the most part do not have the possibility of promotion.
For a deeper analysis of the problem of staff motivation, a study was made of the level of staff motivation at the enterprises of the tourism industry in Murmansk.
Employees of firms were asked to answer a series of questions in the questionnaire. (Appendix 5).
What methods of increasing staff motivation are the most effective?
Getting an answer to this question was the main goal of the study, during which it was also revealed:
What incentive methods are the most popular in Murmansk companies,
Are there any actions taken by the management of the company to increase the motivation of employees,
The survey was conducted in December 2002 at 20 enterprises located in Murmansk. The questions of the questionnaire were answered by both heads of firms and ordinary employees.
“Which is better: to use one method, but “expensive”, or several, but “cheap” to increase the motivation of employees? There are three possible answers:
One, because it's easier;
A lot, because it's cheaper;
You need to apply what works.
As our survey has shown, the vast majority of managers of Murmansk enterprises are still inclined towards the first answer, and the third, it would seem, the most “correct” option is recognized in words, but in reality is not carried out.
Before moving on to clarifying the most popular incentive methods undertaken by the management of travel companies, we were interested in how they themselves evaluate the organization of the employee motivation system at the enterprise.
The results were as follows:
24% of those surveyed said that motivation is high;
43% of respondents rated the level of motivation at the enterprise as low;
9% found it difficult to answer.
The remaining part of the respondents (24%) did not agree at all with the fact that motivation can be low or high, and stated that it either exists or it does not. Accordingly, the answer of this group was: "There is no motivation at the enterprise."
In connection with the answers to the first question, it is interesting to know: are there any actions taken by the management to increase the motivation of employees?
At 59% of the surveyed enterprises, this does not manifest itself in any way, and only 41% of the respondents answered positively.
At the same time, 10% of them answered that the actions taken had no effect, and 5% - that the actions of the management only reduced the motivation of employees.
The following were named as the most popular incentive methods: linking wages to the results of work, its increase, team building activities and creating opportunities for career and professional growth of employees.
It should be noted that the possibility of career and professional growth refers only to the professional growth of employees. This is explained by the fact that the studied companies have been operating on the market for quite a long time and the team has been formed; the rapid expansion of activities does not occur and the expansion of the staff, respectively, too. Most of the enterprises are small, in which there is a small team, and the opportunities to climb the steps of a career are limited, therefore, it is important for these enterprises to improve their own qualifications.
Also, only a very limited number of leaders of travel agencies pay their employees for sports, vouchers, recreation centers, and give valuable gifts.
Despite the fact that the binding of salary to the results of work, is used most often by management, it has not been evaluated as an effective method of stimulating employees, since it most often depends on the percentage or volume of sales and has a small value.
Oral praise is used, as a rule, without "linking" with other methods of stimulation and, according to the respondents, do not bring the desired result.
In most organizations, in addition to paying salaries, staff motivation does not manifest itself in any way, while it should be noted that it has a fixed amount (and it is usually not large), it can only increase during the season active sales, and does not stimulate the employee to increase labor productivity.
When asked what methods of increasing employee motivation are the most effective, the following answers were received.
The increase in wages leads by a huge margin. In second place is the creation of career and professional growth opportunities, followed by the improvement of working conditions and team building activities.
It is important that the most popular methods of stimulating employees coincided with their assessment as the most effective, but linking the results of work to pay did not become as popular as in the previous question. Moreover, the binding of wages to the results of work is most often found together with the provision of greater freedom and authority to employees, and verbal praise - in a complex of various incentives, but not separately.
Many respondents noted that despite the fact that the team is small, there is an unfavorable psychological climate at the enterprise. This problem was suggested to be solved with:
1. team building activities;
2. change of individual employees.
The question of wage increases is relevant always and everywhere. It is clear that it is the main and often the only means of generating income.
When asked whether it would be useful to improve the incentive system, the vast majority of respondents answered positively, some found it difficult to answer.
Many begin to think about this issue when the company is faced with high employee turnover. However, at the time of the survey, only one of the 20 surveyed enterprises was developing a new incentive system.
The development of an incentive system is decided individually at each enterprise; a necessary condition for its effectiveness is the proper matching of motives and incentives.
It is important that the methods most often used by management to motivate employees are not considered the most effective.
The probable reason for this discrepancy may be that the enterprises did not analyze the motivation of employees and select appropriate incentives. The same reason may explain the opinion of employees of surveyed enterprises that managers do not take visible steps to increase motivation.
The development of an incentive system is one of the tasks of management.
Summary of research findings:
· In a quarter of the surveyed companies, motivation is assessed by employees as high;
· In only 20% of tourism firms management takes action to increase the motivation of employees;
· As both the most popular and effective incentive, employees indicated wages;
· The vast majority of respondents noted that the incentive system used at their enterprise needs to be improved.
“Every self-respecting enterprise should have a system of employee motivation” - no one dares to argue with this postulate. However, when a manager hears the words "motivation system", he imagines an impressive pile of money that will have to be spent on developing and maintaining this system. "It's a good thing, but there is no money for it now" - this is the answer of the vast majority of leaders.
Yes, and it’s also a lot of time spent on its creation, maintenance and adjustment, and sometimes a radical change. When setting up a motivation system, there is where to turn around. Table 1 lists only some of the motivation methods that can be applied in travel company.
Is it really all that scary and complicated? Are large-scale spending always justified? We can say with complete certainty that it is not. You can start building a motivation system from any angle - the main thing is that it should really be a system tied to the goals of the enterprise. And it is not at all necessary to develop it all at once "from nose to tail", it can be developed, increased depending on the needs of the organization. Naturally, it needs to be maintained, corrected (at least slightly, so as not to cause an addictive effect).
Table 1
| Motivation | |
| Material | Moral |
| wage | informing about what is happening in the company |
| prizes | tracking and accounting for the needs of staff, and their dynamics |
| bonuses | alignment of personnel goals with the goals of the enterprise |
| cars (service), apartments (for branches of companies) | employee career planning |
| employee insurance | providing work (interesting, challenging, creative, etc.) |
| staff medical care | evaluation and reward of a job well done |
| Fitness | delegation of authority, increasing the responsibility of employees |
| social programs | personal attention (direct and indirect) |
| training | Professional Development/ career |
| company image (prestige of working in a well-known company) | |
| corporate culture, atmosphere, holidays, birthdays, etc. | |
1. Conduct competitions during the season for the maximum number of tickets sold and, based on the results of the competition, reward employees.
2. Introduce a bonus system, reward the most diligent employees with promotional tours.
3. Pay for fitness classes. On the one hand, this is a material incentive, and on the other hand, one of the opportunities for team building.
4. Unfortunately, not every travel company can pay for medical care for its employees, but in some cases (depending on the situation) this can be used as one of the ways to increase motivation.
5. Personnel training includes not only all kinds of training seminars, but also payment for education at universities, language courses, advanced training courses, etc. Unfortunately, this is not practiced in any of the city's companies.
6. It is necessary to inform employees in detail about everything that happens in the company and not to treat the staff as performers. To give the opportunity to participate in decision-making regarding the further work of the company, the expansion of its activities.
7. If possible, let employees prove themselves, entrust new interesting work for them.
8. Never forget to appreciate the results of the work of the company's employees, maybe even introduce the long-forgotten delivery of diplomas. This may seem ridiculous to some, but remember your parents, who still keep the diplomas that were awarded based on the results of their work.
9. Never forget about the image of the company - it also has a great influence on the motivation of employees, since not everyone deserves to work in a prestigious company.
CONCLUSION
With the most beautiful plans, effective organizational structure, modern equipment (office equipment, means of collecting and processing information), but without the motivation of the work of employees of the company it is impossible to achieve the desired results: members of the labor collective will not cope with their official duties. Leaders have always recognized the need to encourage people to work for the organization. However, they believed that a simple material reward was enough for this. This paper shows why this is usually successful, although, in essence, it is not. At the same time, it can be concluded that the judgment that money always induces a person to work harder is erroneous.
For the employees to fulfill the tasks set by the organization, it is necessary to interest them in this; in other words, there must be a motive for human behavior in its interests.
The economic motives of people's behavior are based on the receipt of material benefits for the performance of certain work. Since Russia has a rather low level of income of the population, most of the needs, at least of the lowest order, are satisfied with the help of money, the main source of which is wages. Therefore, the choice of the most optimal remuneration system is one of the most important tasks of management.
In a market economy, approaches to remuneration are changing, not costs are paid, but the results of labor - the recognition by the market of the product of labor as a commodity. Each manager from the whole variety of forms of remuneration chooses the option that best suits the specific conditions of production.
However, the manager must also take into account non-material incentives to work, using them with the highest return.
The management of firms can use a wide range of modern system labor motivation. These include promotion, public appraisal of an employee's merit, raising the morale of employees, increasing business spirit and creating a comfortable climate in the team.
Material and moral incentives mutually complement and enrich each other, making work pleasant and highly productive.
Most of the work is devoted to the consideration of theories of motivation that have been developed over the past 30 years. Having considered the basics of modern views on the motivation of human activity, it is clear that the true motives that make one give maximum effort to work are difficult to determine, and they are extremely complex. Only by mastering modern models of motivation, the manager will be able to significantly expand his capabilities in attracting an educated, wealthy employee of today to perform tasks aimed at achieving the goals of the organization.
When working with subordinates, the head of the company must always take into account that most people want to get not only money from work, but also pleasure. The very first approach to the problem of labor motivation is the creation of satisfaction of the company's employees with all aspects of its activities. A correct assessment of the labor activity of employees allows us to achieve that the average becomes the best. By analyzing a person's place, his abilities and needs, it is possible to coordinate and stimulate the worker's activity.
A rational balanced management system for a tourist enterprise aimed at meeting the needs of not only tourists, but also its employees is the key to quality tourist services. The essence of rational management is to give the employee of the tourist enterprise the opportunity to earn enough, feel satisfaction from their work and participate in the management of the enterprise. The essence of the humanism of management is manifested in respect for the individual.
The aspects of the activities of managers include organizational culture and the image of the enterprise, which contribute to the preservation of a good internal and external state of the organization. One of the prerequisites for the success of a company in the service market is the creation of such conditions under which the natural inclinations and motivations of people are closely related to the prosperity of the company. At its core, people strive to prolong life and maintain health, which is manifested both in the tendency to avoid life-threatening situations and in the tendency to work for the future. The firm, therefore, must pursue such a policy and set itself such goals that would coincide with the natural inclinations and needs of people.
If the internal inclinations of a person and his natural behavior coincide with the policy of the company, then harmony sets in: they will work hand in hand. Conversely, if the policy of the company is hostile to human instinct, then any progress is impossible without violence against the individual. Only a constructive approach to personnel ensures the qualitative contribution of each employee to the common cause.
The new conditions for doing business have set new tasks for organizations, which can only be solved by relying on motivated personnel. It is not enough material interest and the exact performance by the employee of his functions and duties, the employee is required to have motivated behavior and show initiative. The time when a manager told an employee what to do and how to do it has sunk into oblivion.
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Attachment 1
Motivation mechanism
Annex 2
Methods for meeting the needs of higher levels
| Social needs |
| 1. Give employees a job that allows them to communicate |
| 2. Create a team spirit in the workplace |
| 3. Hold periodic meetings with subordinates |
| 4. Do not try to destroy the emerging informal groups, if they do not cause real damage to the organization |
| 5. Create conditions for social activity of members of the organization outside of its framework |
| Esteem Needs |
| 1. Offer subordinates more meaningful work |
| 2. Give them positive feedback on their progress. |
| 3. Appreciate and reward the results achieved by subordinates |
| 4. Involve subordinates in setting goals and making decisions |
| 5. Delegate additional rights and powers to subordinates |
| 6. Promote subordinates through the ranks |
| 7. Provide training and retraining that increases competency |
| Needs for self-expression |
| 1. Provide subordinates with learning and development opportunities to reach their full potential. |
| 2. Give subordinates difficult and important work that requires their full dedication |
| 3. Encourage and develop creative abilities in subordinates |
Annex 3
The main characteristics of Maslow's models,
McClelland and Herzberg
| Maslow's theory |
| 1. Needs are divided into primary and secondary and represent a five-level hierarchical structure where they are placed according to their priority. |
| 2. Human behavior is determined by the lowest unmet need of the hierarchical structure |
| 3. After the need is satisfied, its motivating effect stops |
| McClelland's theory |
| 1. Three needs that motivate a person are the need for power, success and belonging (social need) |
| 2. Today, these higher-order needs are especially important, since the needs of the lower levels, as a rule, have already been satisfied. |
| Herzberg's theory |
| 1. Needs are divided into hygiene factors and motivations |
| 2. The presence of hygiene factors only prevents the development of job dissatisfaction. |
| 3. Motivations that roughly correspond to the needs of the highest levels in Maslow and McClelland actively influence human behavior |
| 4. In order to effectively motivate subordinates, the manager himself must delve into the essence of the work. |
 |
Appendix 4
Porter-Lawler Model
Annex 5
Name of company__________________________________________
Full Name ____________________________________________
Job title ________________________________________________________
1. How do you assess the motivation of employees in the enterprise as a whole?
1 high
1 rather high
1 rather low
1 find it difficult to answer
1 other __________________________________________________________
2. Are there any actions taken by the management to increase the motivation of employees?
1 yes, hurry
1 yes, no effect
1 it does not show up in any way ==> question 4
1 management actions only lower the motivation of employees ==> question 4
3. If they are, what are they?
1 salary increase
1 improvement of working conditions
1 shift of individual employees
4. What do you think are the most effective methods of increasing employee motivation in your company?
1 salary increase
1 linking salary to labor results
1 improvement of working conditions
1 team building event
1 giving more freedom and empowerment to employees
1 creating opportunities for career and professional growth
1 verbal praise, presentation of certificates
1 shift of individual employees
1 other ______________________________________________________________
5. Why are these methods the most effective?
_____________________________________________________________________________
6. Do you think that it would be useful for your company to improve the incentive system?
1 find it difficult to answer
Pugachev V.P. Personnel management of the organization: Textbook. – M.: Aspect Press, 2000.
Fundamentals of management: Proc. for universities / D.D. Vachugov, T.E. Berezkina, N.A. Kislyakova and others; ed. D.D. Vychugova. - M .: Higher. school, 2001.
Travin V.V., Dyatlov V.A. Fundamentals of personnel management - M.: Ed. Delo, 1995.
To begin with, it should be noted that the motivational activity in a travel company complies with all the principles described above, but there are also some peculiarities.
The specificity of the activities of the travel agency is reduced to the fact that its activities are carried out in the non-material sphere. The intangible sphere means that the company provides services to the public, and does not produce any products. Thus, the management of a tourism company will depend more on the proper motivation of the staff than in manufacturing industrial enterprises. The efficiency of the activity of industrial enterprises equally depends on the serviceability of the mechanisms for the production of products and on the stimulation of workers to organize work on this equipment. The work of a travel company is based solely on the activities of people - employees of the company. Therefore, depending on how interested employees are in the quality performance of their duties - friendliness, sociability, activity of creative advertising activities - the productivity and efficiency of the company will depend.
Based on this, it would be advisable to consider ways to motivate labor in tourism firms. They are combined into relatively independent areas: material incentives, improvement of labor organization, involvement of personnel in the management process and non-monetary incentives.
The first direction - material incentives - reflects the role of the motivational mechanism of remuneration in the system of increasing labor productivity. It includes as elements the improvement of the wage system, the provision of opportunities for staff to participate in the property and profits of the enterprise.
At the heart of the material incentive programs for employees of the travel agency is the theory of reinforcement that we have already considered, stating that behavior can be changed by reinforcing its desirable manifestations and ignoring undesirable ones.
Of course, the use of money as an incentive is not new and seems to date back to the time of its inception. We will not analyze the entire wage system, but only that part of it that is directly related to the qualitative and productive side of labor activity.
The components of the applied financial incentive programs are:
- - allowances (for diligence, qualifications, work experience, etc.);
- - bonus for the work performed;
- -- group bonus for work done by the group as a whole - "sharing in profits".
Needs are constantly changing, so you can’t expect that motivation that worked once will be effective in the future. With the development of personality, opportunities and needs for self-expression expand. Thus, the process of motivation by satisfying needs can be endless, but not always effective.
A bonus in any form is an additional payment as a reward for diligent work, qualifications or seniority.
Performance bonus is a cash payment as an incentive for effective performance in a certain period of time. Usually, motivational programs that use a bonus system are able to link the quality of an employee's current activity with material incentives more firmly than when using bonuses. Bonuses are usually set for the subsequent period, based on the quality of work of the employee of the company in the past period. In such cases, the actual receipt of the bonus often not only does not coincide with an improvement in performance, but occurs even when it deteriorates. With a bonus system with remuneration paid based on the results of the past period, the deterioration in performance is reflected in the availability of incentives immediately. Many authors, management theorists support this system of material incentives, considering it effective. Currently, she has proven herself from the best side in existing travel companies.
Mostly in travel agencies, like most modern commercial firms, the "profit sharing" scheme applies, referring to a group bonus for work, encouraging the team as a whole.
Ideally, under this system, rewards are tied not to the activities of an individual employee, but to the results of the work of the entire group. Members of the group have the opportunity to share this bonus either equally or in accordance with any criteria adopted by the group. It is most appropriate to use such a reward system in cases where the group works as a team, performing interrelated tasks. In these situations, it is rather difficult to measure the individual contribution of each member. In fact, travel companies this system operates in a slightly modified form.
The essence of the system of "sharing in profits" is that at the expense of a predetermined share of profits, a bonus fund is formed, from which the employees of the travel agency receive regular payments - bonuses at the end of the established reporting period. The amount of payments is made dependent on the level of profit, the overall results of the production and commercial activities of the travel agency employee. Profit-sharing payments are tax deductible. Thus, private tourist firms, as well as other commercial structures, are encouraged by the state to spread this system. In many cases, "profit sharing" involves the payment of all or part of the award in the form of shares, or bonuses, scholarships, valuable gifts, etc.
In the system of “profit sharing” bonuses are awarded for the achievement of specific results production activities travel company: increasing the level of sales, conducting an effective promotion, reducing production costs, etc. Bonuses are accrued in proportion to the salary of each employee, taking into account the personal and labor characteristics of the performer: seniority, absence of delays and absenteeism, rationalization activities, as well as a tendency to cooperate, loyalty to the company, etc., or depending on the profit brought for the travel company.
In this case, the most important thing in developing an incentive system is, perhaps, determining the effectiveness of the system under study. Striving for performance without a clear understanding of its measurable parameters is obviously doomed to failure. If the manager strives for performance, and it is defined and adequately rewarded, then you can count on improving the efficiency of the organization. Practice shows that the system of "profit sharing" works, but it is always effective, because work in the tourism business depends on many factors - the season, weather, political events, incomes of the population. Therefore, there are shortcomings in its application, which the managers of the company are trying to regulate by changing the rate, the percentage of incentives, on which the surcharge depends.
The next direction for improving motivation - improving the organization of labor - contains setting goals, expanding labor functions, enrichment of labor, production rotation, the use of flexible schedules, improving working conditions.
Goal setting assumes that a correctly set goal, through the formation of an orientation towards its achievement, serves as a motivating tool for an employee of a travel company.
The expansion of labor functions implies the introduction of diversity into the work of personnel, that is, an increase in the number of operations performed by one employee. Let's assume that each employee of a travel agency is assigned a certain direction of the travel business (regions of Russia, neighboring countries, far abroad, etc.), but also assigning duties not only to the role of a sales manager, but also a tour operator, advertising manager of the direction assigned to him and etc. As a result, the work cycle for each employee is lengthened, and the intensity of labor is growing. The use of this method is advisable in case of underloaded workers and own desire them to expand the range of their activities, otherwise this may lead to strong resistance from workers.
Enrichment of labor implies providing the employee of a travel agency with such work that would enable growth, creativity, responsibility, self-actualization, inclusion in his duties of some functions of planning and control over the production and provision of services, as well as increasing material content (wages).
Improving working conditions is the most acute problem of today. At the stage of transition to the market, the importance of working conditions as one of the most important human needs increases. The new level of social maturity of the individual denies the unfavorable conditions of the working environment. Working conditions, acting not only as a need, but also as a motive that encourages work with a certain return, can be both a factor and a consequence of a certain labor productivity and its efficiency.
It is necessary to distinguish another side of this problem - the low labor culture of the employees of the travel company themselves. For a long time, working in unsatisfactory sanitary and hygienic conditions, a person does not know how, and does not want to properly organize his workplace. Recently, Japanese performance management methods have been introduced as an experiment in our leading tourism companies, one of which is to improve the culture of production. Compliance with the five principles of work is one of the elements of labor morality.
- 1. Eliminate unnecessary items in the workplace
- 2. Properly arrange and store the right items
- 3. Keep the workplace clean and tidy at all times
- 4. Constant readiness of the workplace for work
- 5. Learn discipline and observe the listed principles.
The condition of the workplace is assessed daily when checking for compliance with its content to the specified rules. Travel agency employees are directly interested in constantly maintaining their place in good condition, since in this case the tariff part of their earnings increases by 10%. The use of such a system allows to increase the level of production culture and contributes to the growth of labor productivity.
Penalty system
It is a well-known fact that motivation can be carried out with the help of rewards and restrictions. Incentives, of course, are more common and are used in almost all travel agencies, but some of them introduce a system of fines as restrictions that force the employee to step up their efforts.
But, since the activity of the travel agency is carried out in the field of services, the liability for the production of low-quality products disappears. This motive exists only in the form of a system of fines for certain actions (inaction) on the part of a labor company employee. Such actions may include, for example, violation of the uniform, being late for work and other violations of the daily routine, systematic customer dissatisfaction, etc.
This type of motivation is aimed at simultaneously streamlining discipline and increasing the interest of travel agency employees in the correct implementation of their activities.
Currently, this type of motivation is not widespread. This is due to the fact that with small salaries of travel agency employees, imposing a fine on them can cause a reverse motivational reaction. However, the application of a fine sometimes has a much more tangible effect than an encouragement.
Human motivation is understood as a set of driving forces that induce a person to carry out certain actions. These forces are outside and inside a person and make him consciously or unconsciously perform certain actions. At the same time, the connection between individual forces and human actions is mediated by a very complex system of interactions, as a result of which different people can react in completely different ways to the same effects from the same forces. Moreover, the behavior of a person, the actions carried out by him, in turn, can also affect his reaction to the impact, as a result of which both the degree of influence of the impact and the direction of behavior caused by this impact can change.
Needs are something that arises and is inside a person, which is quite common for different people, but at the same time has a certain individual manifestation in each person. The famous American psychologist Maslow believes that in different time people are driven by different needs. These needs are arranged in order of hierarchical importance from most to least urgent:
1. physiological needs and self-preservation needs;
2. social needs (meetings, friendship, love);
3. needs for respect;
4. needs for self-affirmation.
People can try to eliminate needs, satisfy them, suppress them, or not respond to them in different ways. Needs can arise both consciously and unconsciously. At the same time, not all needs are recognized and consciously eliminated. Most needs are periodically renewed, although they can change the form of their specific manifestation, as well as the degree of perseverance and influence on the person.
Experts identify five groups of factors that influence the formation of tourist needs:
1. Natural factors (geographical location of the place of rest, climate, flora, fauna, etc.)
2. Socio-economic development of the holiday destination (language, economic and cultural level of development of the country)
3. The material base of the tourism industry (transport, hotels, catering, leisure, sports and resort facilities, etc.)
4. Infrastructure of the recreation area (communications, access roads, lighting, beaches, parking lots, landscape gardening facilities, etc.)
5. Tourist offer (hospitality resources, including excursion, educational, sports, entertainment, resort and recreational offers).
The motive causes certain actions of a person. The motive depends on many external and internal factors in relation to a person, as well as on the action of other motives that arise in parallel with it. The motive not only induces a person to action, but also determines what needs to be done and how this action will be carried out. A person can act on his motives, muffling their action or even eliminating them from his motivational complex.
Human behavior is usually determined not by one motive, but by their combination, in which motives can be in a certain relationship to each other according to the degree of their impact on human behavior. Therefore, the motivational structure of a person has a certain stability. However, it can change, in particular, consciously in the process of upbringing a person, his education.
The process of motivation is the impact on a person with the aim of inducing him to certain actions by inducing certain motives in him.
Tourists go on a journey, pursuing various goals. A prerequisite for every trip is the presence of motives.
Tourist motivation can be defined as a person's motives aimed at satisfying recreational needs, depending on his individual physiological and psychological characteristics, belief system, values, inclinations, education, etc.
There are many types and subspecies of travel in the world, which are constantly supplemented by new varieties that can satisfy the most diverse desires and needs of the tourist.
A tourist trip is based on motivation, which is one of the most important factors in making a decision about traveling and choosing tourism product and its constituent elements. Motivation for choosing a tourist trip (time, duration, direction, type, costs, nature of activity) - the most important characteristic, which influences the behavioral initiatives of a tourist when planning a vacation, choosing, purchasing and making a tour.
Tourist motives are the most important constituent elements of the system of tourism activities, which can be considered as determining components of demand, the basis for choosing a trip and a recreation program.
A person's motives to a certain extent shape his behavior as a buyer and consumer of goods and services, especially in tourism. Understanding the motives of a potential tourist is of great importance when planning, shaping and organizing the process of implementing a tourist product. This makes it possible to produce and offer to the market the tourist product that best meets consumer expectations.
The necessary base on which an effective system for planning, developing and implementing a tourism product should be built is called tourism motivation.
The active participation of various enterprises and organizations in the development of tourism causes an urgent need to identify, study and understand tourist motives, their use and increase professional attention to them.
Tourist motives, as a determining component of demand, should be the basis for the activities of a tourism company, with the expectation that the tourism product produced will be able to provide tourism demand.
Tourist motives predetermine not only the decision to travel and the choice of a specific tourist product, but also numerous opportunities for the emergence and development of new tourist destinations, new forms and types of tourism.
The practical significance of motivational aspects in tourism, the knowledge and use of tourist motives that influence the choice of a specific tourist product and the decision to travel, are the key to the successful functioning of a tourist enterprise, promotion and popularization of a tourist destination. Having identified the motives, it is possible to develop effective techniques that contribute to attracting tourists, which can affect the nature and volume of demand and sales.
Motives predetermine human behavior when buying a tourist product, influencing the choice of almost all components.
Travel goals are the basis of the initial difference of tourist motives. Among the purposes of travel, the following can be distinguished: recreation, leisure, entertainment; knowledge; sport and its accompaniment; treatment; pilgrimage; business purposes; guest targets.
Types of recreation allow you to make a conditional classification of tourist motivations when choosing a trip:
1. Health care. To implement this motive, there are spa and health tours, medical tours, with the use of recreational sports, as well as exotic tours (for example, for those who want to quit smoking).
2. Playing sports.
3. Training. Tours related to the study of foreign languages and conversational practice; tours teaching various sports; professional training programs (management, marketing, economics, etc.).
4. Possibility of self-expression and self-assertion. Here, such tours stand out as: high-category hiking trips, safaris, hunting, conquering mountain peaks, etc.
5. Opportunity to do what you love (hobby). Special tours are organized for motorists, fans and sports fans to sports competitions, championships and olympiads; tours for pilgrims, gourmets. For example, there is a "cheese tour" in Switzerland, a "beer tour" in the Czech Republic.
6. Solving business problems. Business, congress tours and others. In particular, the largest Russian tour operator VAO Intourist offers specialized business trips and incentive tours, organizes congress services, a cultural and tourist excursion program, as well as the whole range of necessary support for such events.
7. Entertainment and the need to communicate with people.
8. Satisfying curiosity and raising the cultural level. This tourist motive is implemented in all of the above tours, but is most typical for educational tours (for example, tours of famous cities, capitals, historical and cultural centers).
Also, the purpose of the trip allows you to classify motivational methods as follows:
Relieve stress accumulated over a certain period of time;
Change the environment and natural and climatic conditions;
Being surrounded by other people;
Get to know another culture, way of life of other people, their way of life;
Compare someone else's way of life with your own in order to assert the correctness of its organization or borrowing innovations;
To be in a new role for yourself - to receive a high level of service and care for a certain period of time;
Feel exciting experiences, so that later you can tell your friends and acquaintances about it;
Take part in gambling;
Relax outside the home; spend the money that, regardless of the level of income, the tourist always saves for vacation.
2. Cognition:
See the sights and phenomena of nature, beautiful views and landscapes, National parks and other; get acquainted with the sights of the region, the achievements of culture, science and technology (museum, galleries, places of worship, architectural ensembles etc.);
Visit environmentally friendly or, on the contrary, very polluted objects;
See exotic flora and fauna;
Visit historical places and buildings;
Take photos, shoot a video.
3. Entertainment:
Visit attractions, theme and water parks;
Visit famous theaters, circuses, casinos, cabarets, strip shows;
Visit carnivals, festivals, national holidays;
Visit as spectators or fans of major sports competitions, games.
4. Treatment. Any rest can have health-improving goals, depending on the proportion of the therapeutic component of the objective function, there are three types of motivational outcomes:
Wellness - common goal all tours (climate, recreation, moral and physical effects beneficial to health);
Treatment as an accompanying program, i.e. not as the main goal;
Treatment as prescribed by a doctor as the main purpose of a tourist trip (visiting a resort, a hydropathic clinic, a specialized sanatorium, a clinic, etc.).
5. Pilgrimage:
Celebration of religious rites;
Self-improvement and affirmation of the spiritual state;
Achievement of internal confessional goals;
Receiving a charge of spiritual energy.
The ratio of the main and secondary goals of recreation, which determine the choice of a tourist, allows us to classify motivational outcomes as follows:
1. A single, clearly dominant and justified motivational outcome is decisive when choosing a tourist destination, for example, a ski resort, an elite and expensive form of recreation and entertainment. A well-prepared tourist will give preference to a ski route in a well-known resort with a well-equipped ski station and, if possible, will use the offered tourist resources to the maximum to achieve their main goal - skiing. All other goals are secondary, and are not decisive when choosing.
Sports interest (skiing, participation in sports competitions, etc.);
Entertaining interest (interesting acquaintances, meetings, communication, ski entertainment super shows, etc.);
Health-improving interest (fresh air, good living conditions, food, intense exercise, spring tan).
A positive complex of tourist impressions can influence the choice of a given vacation spot by a tourist for many years.
2. One overriding motivational outcome and several secondary or expected outcomes, which can be decided under appropriate circumstances during the trip. For example, to France, where a set of excursions and entertainment is often given to tourists to choose from: some will be able to choose Euro Disneyland, others - the Louvre, etc.
The motivation group for choosing this trip will be the following motives:
Cognitive (visiting a country whose sights are the Eiffel Tower, the Seine, etc.);
Prestigious image (popular destinations);
Cultural and entertainment - visiting the Louvre, other museums, Lido performances, etc.
Despite the fact that the motives of the trip are clearly limited to a group of close educational goals, various directions of the tour are possible. Various circumstances can influence the decision to make an educational trip to a particular country, however, as a rule, a tourist will not go to the same place twice with clearly defined educational goals.
3. The main motivational outcome and several well-defined accompanying outcomes, for example, when choosing a beach holiday. The choice of geographical direction (specific resort) and the level of recreation largely depends on the company, the availability of funds and the experience of previous trips. Two or three days are enough to relax on the beach, then it is good to supplement it with entertainment, excursions, and other active activities.
The group of motivation consists of the following motives:
Beach and wellness (sea, sea air, etc.);
Beach-active and sports (the sea is conducive not only to passive recreation, but also to active entertainment);
Purchasing (holidays at sea contributes to the manifestation of interest in spending accumulated funds);
Entertaining (as the tanning process becomes saturated, the tourist becomes interested in various types of entertainment).
The study of motivational outcomes is revealed on the example of an average tourist.
With motivation aimed at choosing a tourist product, it is necessary to take into account the interests of the tourist, demographic and socio-economic factors.
There are also a number of factors that influence tourist motives, which must be taken into account when studying the demand for a tourist product and when developing service programs. Highlighting the dominant and secondary factors of tourist motivation that have certain capabilities that affect consumer behavior and the process of making a decision about travel and the choice of a tourist product, we can distinguish:
1. Age and independence in decision-making or the ability to influence his choice:
Children under two years old. They do not make decisions on their own, but indirectly have a great influence on the choice of the type of vacation by parents;
Children preschool age(up to seven years). Travel with parents, do not make decisions on their own, but can put pressure on parents;
Schoolchildren (under 18 years old). They are mostly financially dependent, have limited independence, and are highly inquisitive. Focus on cognitive and active recreation;
Youth, students (under 25). They have sufficient education, high demands on the satisfaction of cognitive outcomes, active recreation, are prone to independence, individual or amateur tourism, are sociable, with pronounced adventure motives;
Tourists 25-35 years old. Usually family, with young children, are connected by the need to consolidate their position in society, a career;
Tourists 35-50 years old. They prefer active, less cognitive, more peaceful rest, more often without children and without a partner. The main motive is to get an excellent vacation for your money, adequate to the invested funds and life experience;
Tourists aged 50 and over. They are shown significant climatic limitations. They prefer cognitive rest, as a rule, out of season, and also indirectly associated with recovery. The main motivation is the possibility of a relaxing holiday, the exceptional motivation is “to have time to see”. High requirements for external influences.
2. Education. This factor initiates the urge to see directly the phenomenon, sights, cultural and entertainment events. The following levels of education are distinguished: primary, secondary, secondary specialized, higher, etc. When recruiting groups, it is desirable for employees of travel companies to take into account the level of education of tourists, which will make it possible to identify common interests when visiting cultural and entertainment centers, will simplify the maintenance and maintenance of groups.
3. Social belonging. The following social groups are distinguished:
Workers and employees. Occupied with monotonous work, they are prone to striving for active recreation and constitute a significant contingent of tourists;
Pupils and students. Due to their capabilities and social characteristics and the characteristic in connection with this desire to expand and confirm knowledge, they make up the vast majority of educational tourism groups;
Pensioners. In most countries, they have benefits and subsidies, the use of which, under the conditions of climatic restrictions, allows them to make tourist trips in the "medium" and "low" seasons;
Farmers and farm workers. Due to the lack of a clearly regulated vacation or the possibility of allocating time for rest, they are an extremely unfavorable group for tourism. In Western countries, farmers actively participate in Christmas and New Year tours.
4. Income. The tourist chooses the level of tourist service and the type of travel, based on their cost - their material capabilities. People with low income make the least number of tourist trips. The profitability of various categories of the population that make up the potential contingent of tourists affects the formation of the planned vacation.
5. Marital status. This factor significantly affects the motivation for choosing a trip. Family groups:
children and schoolchildren. Able to influence parents in the choice of those countries where their schoolmates were;
young people are free from families and therefore have all the prerequisites for active travel;
spouses with children or persons accompanying children. Strive to ensure the rest of the child. Relatively limited in the possibility of choosing the type of recreation and entertainment;
Family couples. They have sufficient funds for their preferred type of recreation, have the advantage of not looking for a partner for the period of travel. Educational tours are less common, more often - beach holidays.
6. Health. Physical fitness, immunity, sports skills largely determine the choice of travel. A person who has never skied will not choose a vacation under the Ski-extreme program, just like a person suffering from seasickness - a sea cruise or yachting. Fear of heights will not allow you to climb the mountain peak. A person suffering from some kind of illness will try to choose a journey that provides an opportunity for treatment, recovery, and the adoption of procedures. A significant part of the resorts offer such services, which can significantly affect the decision to travel and purchase a tourist product.
7. Number of tourist group. It is customary to distinguish the following groups of tourists:
individual tour or small group (up to 10 people). For the tourist of this group, the greatest degree of consideration of his needs is offered, high degree independence, low sociability and adaptability to the interests of the group;
a group of more than 30 people. Weakly managed, with significant differences in the requirements for organizing recreation. More diverse opportunities for choosing tourist services in terms of their content and price level are required.
Participation in a group tour is characterized by the following motivational outcomes:
1) suppression of individual requirements in order to adapt to common interests;
2) suppression of negative aspects (ignorance of the language, geography, culture and customs of the visited country, fear of getting lost, etc.) when visiting an unfamiliar place;
the opportunity to make new acquaintances and friends;
having a companion while traveling.
8. Remoteness and accessibility of the tourist destination. The decision regarding travel centers around the choice of a tourist destination. The choice is determined by the assessment of possible ways of entertainment, satisfaction of tourist needs. The geographical direction may attract:
Location (natural or artificial factors, cultural elements, etc.),
Event (festival, sports games, etc.),
Opportunities for certain activities (for example, for sports),
The state of the material base, transport infrastructure, etc.
9. Seasonality. Tourist resources, due to their geographical location and climatic features, have a seasonal appeal. No one goes to India during the monsoon season.
In tourism, the annual cycle is usually divided into seasons that promote or, conversely, hinder rest in a particular area in a certain period of time.
Separate seasons:
"high" period, the most favorable for recreation in a particular area in certain time;
"medium" - a period when rest is possible, but under less comfortable conditions;
"Low" - a relatively unfavorable period for rest in a particular place at a particular time.
A tourist prefers to visit the resort during the “high” season, and in the world you can always find a place with the most favorable conditions for relaxation at a certain time.
10. Passive and active rest. The motivation for choosing an attractive type of recreation for a tourist depends on his age, character, lifestyle, sustainable principles, the influence of society and other factors, but, most importantly, on health. The tourist's propensity for passive recreation can also be influenced by seasonality.
When choosing a segment of the consumer market, it is necessary to clearly distinguish between types of recreation, for each of them to find its consumer, to more accurately and fully take into account his needs and level of entertainment.
To participate in a tour of a high category of complexity, restrictions on age and medical indicators should be introduced, coordinating them in advance with a doctor and requiring a recommendation or permission from the tourist to participate in the tour.
The interests of various tourist groups make it possible to single out motives, the elements of which determine the choice of a tourist.
Also, tourist activity depends on a number of factors not directly related to tourism, but affecting the volume and form of demand for a tourist product. The WTO identifies external factors that give direction to the development of tourism and shape the direction of tourist flows, namely:
1) demographic and social changes. Manifested in the fact that all more people prefer to allocate time and money to travel. The main demographic and social changes include: aging of the population, a trend towards late marriages, an increase in the proportion of single people, an increase in family income, a rapid increase in the number of childless couples compared to population growth, an increase in family income, an increase in awareness of tourism opportunities and others;
2) economic and financial changes. Tourism is sensitive to what phase (up or down) the economy is in. Crisis of 1997-1998 affected the development of tourism in many countries. In Russia, the decline in outbound tourism occurred after the August (1998) fall in the exchange rate of the ruble, which reduced the purchasing power of the population and reduced the number of people with high rates for foreign trips. This affected the tourism industry in countries with a warm climate, which were focused on meeting the needs of Russian tourists who had, but did not use, the opportunity to travel;
3) the state of transport infrastructure and information support. The use of more advanced modes of transport, information support, as well as the design of tours through a computer will simplify the organization of trips and the delivery of tourists to the place of tourist destination.
Motives for tourism depend on many factors. These include: a specific feature of various groups of people, the level of the tourism industry of the host country (region), advertising a new tourism product, reviews of a previously implemented tourism product, etc.
All factors causing the need for tourism can be divided into 4 groups; cultural-cognitive, regional, economic, psychological. Each of these groups may include various subgroups of types of motives.
Cognitive group - a person's interest in historical, cultural, economic, natural and climatic factors.
Historical sights include all the cultural heritage of the country, its historical and archaeological monuments. Customs, clothing, cuisine and other manifestations of folk art are also of particular interest.
Economic factors include the originality of forms of farming.
Natural and climatic factors of tourism are very attractive for tourists. These include the relief, flora and fauna of the area, which play a significant role in the creation of certain types of tourism, especially winter sports, sea, mountain, etc. Natural and climatic elements in the motivation of tourism relate to the psychological and biological needs of the population of cities.
Geographical and climatic conditions favor the development of summer and winter sports. Particularly attractive are areas where conditions contribute to the treatment and recovery of tourists, including resort areas.
The group of regional factors can also include eventfulness, saturation of the area, which may cause a visit this region tourists. For example, theater and music festivals, film festivals, fairs, exhibitions, etc.
The group of economic factors includes the socio-economic conditions of tourist travel. These are the incomes of buyers of a tourist product, prices for tours, services and goods at destinations that receive tourists, the level of development of the tourism industry, as well as the level of development of the service sector as a whole, the transport system, the trade sector, including the availability of shops for foreign tourists that sell them goods at low prices. Economic factors play a primary role in shaping the range of inexpensive goods and affect the number of tourists with average incomes.
Psychological factors include the motives that motivate tourists to travel and that meet their psychological needs. These include the special interests and inclinations of a person, worldview, etc.
The analysis shows that only a few tourists come back to the same places where they have been before, unless there are economic or sentimental motives. As their income increases, a person gives preference to psychological motives when choosing a new tourist route.
Thus, tourist motives, as an essential element of demand, are subject to a number of influences that may not be directly related to tourism, but at the same time affect both the volume and forms of demand and choice of a tourist product and services. Some of these influences can be dominant, others are secondary, but all of them have a certain ability to increase their impact on the decision to travel and the choice of a tourist product.
Introduction
Socio-cultural service and tourism constitute an important area of public life, is part of the system of social infrastructure, organization of people's life in accordance with their need for communication, health improvement, recreation and leisure.
Today, tourism has become one of the most significant economic sectors worldwide. Employment in this sector is growing almost twice as fast as in other services. Its most important resource is its employees.
In the modern management of travel companies, motivational aspects are becoming increasingly important. Motivation of personnel is the main means of ensuring the optimal use of resources, mobilization of existing human resources. The main goal of the motivation process is to get the most out of the use of available labor resources, which allows you to increase the overall performance and profitability of the enterprise. A feature of personnel management in modern economic conditions is the increasing role of the employee's personality. To motivate employees, companies today use both financial and non-financial incentive methods. State, private, corporate enterprises in practice felt that the development and success market relations is impossible without the search for new modern forms of motivation and stimulation of labor.
The problems of employee motivation have always been and remain the most relevant to this day. The relevance of the problems of motivation is obvious, because. from clear development effective system motivation depends not only on increasing the social and creative activity of a particular employee (manager, worker), but also on the final results of the enterprise.
Subject of study- individual, person.
Object of study– a system of labor motivation for workers in social and cultural services and tourism.
Subject of study- factors of labor motivation at the enterprise of social and cultural service and tourism.
The purpose of my work- to study the features of the system of labor motivation of workers of social and cultural services and tourism.
Chapter 1. Theoretical aspects of personnel motivation management
1.1 The concept and content of the motivation process
motivation staff tourist
Motivational management- this is a type of management activity associated with the formation and development of a system of motivation and stimulation of the organization's personnel, aimed at achieving individual, group and organizational goals. The basis of motivational management is the motivation and stimulation of labor.
Motivation- this is a combination of factors, mechanisms and processes that ensure the emergence of an incentive to achieve the goals necessary for the individual.
Motive (fr. motif - motivation)- motivation for active activity of the individual, social group associated with the desire to satisfy their specific needs.
Needs- this is the need for something objectively necessary to maintain the life and development of the individual, social group, an internal stimulus of activity. Needs cause a special state of the personality's psyche, felt or perceived by him as "tension", "dissatisfaction", a reflection of the discrepancy between the internal state and external conditions of his activity, manifested in drives and motives. Needs stimulate behavior that is recognized by employees. In this case, they take a specific form of interest in certain activities, objects or subjects.
Interest (lat. interest -- matters) is a concrete expression of perceived needs.
Stimulation- a type of managerial activity aimed at managing the labor behavior of the organization's personnel in order to achieve its goals by influencing the living conditions of the employee. In the broad sense of the word, incentives are a set of requirements and a corresponding system of rewards and punishments.
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: need is an internal motivator of activity. There is no general opinion on how to classify human motives, but there is the following classification:
1.primary motives. Primary motives are innate and have a physiological origin, so they are called:
"primary", "physiological", "biological", "congenital". The use of the term "primary" does not mean that this group of motives has some superiority over other (common and secondary) motives. The category of primary includes motives that meet two conditions: to be innate and to be determined by physiology. On this basis, the most common of the primary motives are hunger, thirst, sleep, the desire to avoid pain, sex and maternal instinct. Since all people are physiologically the same, they will naturally have the same basic needs.
2. General motives. When classifying, common motives are not always distinguished into a separate category. However, it is sometimes necessary, since there are motives that are between primary and secondary motives. These are innate, but not physiological motives. While primary motives tend to reduce stress, general motives drive a person to increase stimulation, which is why they are sometimes called stimulating. These include such motives as curiosity, the desire to manipulate, affection, etc.
Understanding general motives is very important for explaining human behavior, especially its organizational behavior, therefore, in the field of work of an employee, general motives are more important than primary motives.
3. secondary motives. These motives are the most significant. As human society develops economically and becomes more complex, primary and, to a lesser extent, general motives in motivating behavior give way to acquired secondary ones. Even with some obvious exceptions that still have to be fought, the motives of hunger and thirst are still not dominant among people living in economically developed countries.
Secondary motives are closely related to the concepts of learning and reinforcement, when reinforcement is seen as an element that serves to increase motivation to repeat behavior.
Needs are the "starter" of a certain behavior of the individual. Concretely, this is expressed in the fact that in the presence of certain needs (a “lack” of something), the individual becomes more receptive to the management’s attempts to motivate him.
The motivational process is purposeful. The goals that the employee wants to achieve are considered by managers as incentives that attract this individual. The achievement of the intended goals is expressed in the satisfaction of needs through actions, and thus purposeful behavior appears. After a certain period, management evaluates such behavior with a reward or punishment. The results of such an assessment are accepted by the worker, and the “lack” in needs is reassessed. This, in turn, contributes to a new resumption of the motivation process.
At the heart of the stimulation process is a stimulus, i.e. motivation for action, the cause of which is interest as a form of needs realization.
Stimulus- this is a motivating force that can act as a "stick" or "carrot". The basis of incentives is the relationship between an action and the reward for that action. Incentives can be material and moral.
Each employee has a specific set of needs that are motivating causes of labor behavior and actions of the employee. . Labor behavior motives are formed from three main components:
Reflection by the employee of his needs, the satisfaction of which is possible through labor (labor activity);
Reflection of those benefits that an employee can receive as a reward for work;
Reflection of the process by which the connection is made between needs and those final goods that satisfy them.
The employee's choice of a variant of his behavior depends not only on the expected reward, but also on the price (payment) for the results in the process of labor activity and the motivational core of the individual.
The motivational core of a personality is understood as a set of motives, an internal determinant of behavior that determines its general direction. There are three layers in the motivational core of the personality: the value of labor, practical requirements to work and an assessment of the probability of implementing these requirements in a specific production situation.
Motives of the individual can be strengthened or weakened. This shows the dynamism of the motivational core of the personality. Motivational core personalities- the main criterion in determining the type of motivation of the individual.
Motivation and incentives as methods of personnel management are opposite in direction: the first is aimed at changing the existing situation: the second is to consolidate it, but at the same time they complement each other.
Incentives should correspond to the needs, interests and abilities of the personnel of the organization, i.e. the incentive mechanism should be adequate to the mechanism of employee motivation.
Each person has their own needs, in connection with this, theories of motivation have been developed.
1.2 Modern theories of motivation
There are various theories of motivation based on the satisfaction of needs and inducing people to take action. Among them, there are three most famous theories of motivation according to needs, developed by A. Maslow, D. McCleland and F. Herzberg.
A. Maslow- the author of the theory of motivation through the hierarchy of needs. In accordance with it, each individual has a hierarchy of five basic needs: at the first, the lowest level, these are physiological needs, at the second - security needs, at the third - the need for social recognition, at the fourth - the needs for respect and, finally, at fifth, the highest - the need for self-expression.
As the needs of the lower level are satisfied, a person strives to satisfy the needs of the next level; this continuously expands his potential, so the need for self-expression can never be completely exhausted. This means that the process of motivating behavior through needs is endless.
Another theory of motivation, authored by D. McCleland, is known as the theory of three needs: power, success and belonging. To a certain extent, it is similar to Maslow's theory: the need for power and success, for example, is characteristic of people who have achieved satisfaction of their needs between the fourth and fifth levels, and the need for belonging is characteristic of people who have reached the third level according to Maslow's theory. Therefore, it is believed that in practice this theory is more applicable to the motivation of people occupying (or striving to occupy) high positions in the organization.
In accordance with the two-factor theory of motivation by F. Herzberg, all factors affecting work are divided into two large groups: hygienic, related to the environment and motivation factors that reflect the nature and essence of the work itself. Hygienic factors are the amount of pay, working conditions, interpersonal relationships and the nature of control by the immediate superior. This group of factors corresponds to the first three levels of needs according to Maslow's theory. If they are satisfied, the employee does not develop a sense of job dissatisfaction. To achieve motivation, it is necessary to ensure the impact of motivating factors that are comparable to the two highest levels of motivation according to Maslow's theory. They express the motives of the life and labor activity of the employee: obtaining satisfaction from the work itself and its results, promotion through the ranks, recognition of the merits and merits of others, self-expression, responsibility, growth of opportunities. In modern conditions, the feeling of belonging to a team, an organization and its value orientations is also of great importance.
Along with the theories of motivation based on needs, scientists have developed other approaches, which are called process theories of motivation. What they have in common is that the behavior of people in an organization is determined not only by their needs, but also by the perceptions and expectations associated with a particular situation and the possible consequences of the chosen type of behavior.
Expectancy theory, for example, views motivation as a function of the expectation of rewards for effort. The motives that induce an employee to a certain behavior depend on the magnitude of the expectation that this behavior will lead to a result, as well as on how this result is assessed by the employee himself. This theory uses three variables: attractiveness, the ratio between results and reward, and the ratio between effort and results.
The theory of equity is based on the fact that employees weigh their efforts with rewards and compare the result with the evaluation of other employees of the same or other categories. If this reveals a discrepancy, tension arises, which is a motivating factor.
Complex process theory, known as the model L. Porter - E. Lawler, views motivation as a function of needs, expectations, and employees' perceptions of fair remuneration. The amount of effort expended depends on the employee's assessment of the value of the reward and the confidence in receiving it.
The theoretical provisions developed in these theories have found some reflection in the methods of motivating employees used by organizations. Their main purpose is to ensure the maximum involvement of people with knowledge in solving the overall problems of the organization. In theory, the following main methods of motivation are distinguished:
Coercion - based on the fear of being punished, for example, in the form of dismissal, transfer to lower paying job, fine, etc.;
Remuneration - in the form of systems of material (wages, bonuses, participation in profits, etc.) and non-material (rewards, gratitude, etc.) incentives for good work;
Solidarity is the development among employees of values and goals that coincide or are close to the values and goals of the organization, which is achieved through persuasion, education, training and the creation of a favorable organizational climate. The use of each of the methods of motivation or their combination depends on specific conditions in which the organization operates. In administrative systems based on orders and directives, the correct application of enforcement methods in relation to discipline, work order, compliance with norms, standards and other work requirements is necessary. The use of coercive methods in creative teams can cause great harm, causing the energy of the search to fade, the fear of getting a negative result.
The use of remuneration is based on the provisions of the theory of needs that the goals, aspirations, values and behavior act as motives, and the actions of the organization - as incentives that largely determine the behavior of employees. All types of incentives used by organizations are usually divided into two groups: material and non-material.
The first group includes monetary incentives in the form of wages, bonuses, allowances, participation in capital and profits, as well as various forms of non-monetary incentives (for example, the provision of preferential vouchers for rest and treatment, conditions for consumer services at the enterprise, organization of jobs, sanitary and hygiene conditions, etc.).
The value of material incentives increases with a low level of provision of employees of enterprises and, conversely, decreases with a significant excess of its average values (by country, region, industry, etc.). Most often, material incentives are associated with the results of the work of an individual employee, group or organization as a whole. The last approach - incentives for employees to achieve the goals of the organization as a whole - has become quite widespread in world practice in the form of payments annual bonuses staff.
Along with material incentives, non-material incentives are being actively developed, taking into account the following types of needs:
Social, reflecting the need for self-affirmation, a certain social status and power; they are satisfied by expanding the possibility of taking part in management, in developing skills and abilities, in promotion through the ranks;
Moral, reflecting the need for recognition and implemented through approval, gratitude and other forms of positive assessment;
Creative, including incentives, allowing not only to use, but also to increase the potential of people. This is the creation of an appropriate creative environment, openness in relationships and information support, the use of group forms of work, participation in conferences and seminars, etc.;
Socio-psychological, reflecting the needs of communication and represented by all elements of the culture of organizational relations both within the organization and outside it. Solidarity as a method of motivation is given great importance where the role of group and teamwork is especially valued and efforts are made to create a favorable climate that unites workers into a single, integral team. An example of the application of solidarity is Japanese companies with their quality circles as a way of a collective approach to setting and solving production problems. In the history of domestic industry, this method of motivation was used in conjunction with such principles of socialist ideology as mutual assistance, mutual assistance, cooperation and friendly relations between workers of all ranks.
1.3 The role of staff motivation and methods of staff incentives
Ideas about the possibilities of motivating the work of workers have undergone major changes in management practice. For a long time, it was believed that the only and sufficient incentive to induce an employee to work efficiently is material reward. Taylor, the founder of the school of scientific management, developed his system of organizing the work of workers, convincingly proving the relationship between labor productivity and its payment. However, later a significant influence on labor productivity of other factors - psychological ones - was discovered. Over time, various psychological theories of motivation have appeared, trying to consider the determining factors and structure of the motivational process from different positions. As a result, the so-called "carrot and stick" policy was replaced by the development of more complex systems for stimulating the motivation of workers to work, based on the results of its theoretical study.
Modern theoretical approaches to motivation are based on ideas formulated by psychological science that studies the causes and mechanisms of purposeful human behavior. From these positions, motivation is defined as the driving force of human behavior, which is based on the relationship of needs, motives and goals of a person. The motives driving a person are extremely complex, subject to frequent changes and are formed under the influence of a whole range of external and internal factors: abilities, education, social status, material well-being, public opinion, etc. Therefore, predicting the behavior of team members in response to different systems of motivation is very difficult.
Motivation as a control function is implemented through a system of incentives, i.e. any actions of a subordinate must have positive or negative consequences for him. negative consequences in terms of meeting his needs or achieving his goals. The study of the team can allow the leader to create a motivational structure with which he will carry out the education of the team in the right direction.
Often the responsibility for ensuring a high level of staff motivation is assigned to the personnel department. They create departments or bureaus dealing exclusively with motivation issues, rename labor and salary departments into labor motivation departments. There are companies that have central office created structural units dealing with motivation issues throughout the organization. But people in the company are not managed by the personnel department. People are led by their immediate superiors. Therefore, the main responsibility for ensuring high labor motivation of employees lies with managers at all levels.
The paradoxical situation with solving the problem of motivation management is that although the top management of many Russian companies persistently puts on the agenda the issue of strengthening and motivating staff, but is not ready to start with himself. But the motivation of employees begins precisely with the management practices that they face not only daily, but also hourly (even more often than with the problem of wages). Managers often refuse to change something in their existing management models(how decisions are made, which management style dominates when interacting with subordinates, how meetings are held, how information is communicated to employees, etc.), even if their failure clearly harms the motivation of employees.
HR department, specialists in human resources here they can only perform the functions of consultants, methodologists, performers who solve specific auxiliary tasks such as conducting surveys, organizing certain actions within the framework of the current system of moral incentives or aimed at forming an organizational culture. But the direct management of employee motivation is the business of managers at all levels.
Methods of staff incentives can be very diverse and depend on the development of the incentive system at the enterprise, common system management and features of the enterprise itself.
The classification of motivation methods can be carried out on organizational and administrative (organizational-administrative), economic and socio-psychological is one of the most widespread. This classification is based on the motivational orientation of management methods. Depending on the orientation to the impact on certain needs, management methods are divided into:
Economic methods of management driven by economic incentives. They involve material motivation, that is, an orientation towards the fulfillment of certain indicators or tasks, and the implementation of economic rewards for the results of work after their fulfillment. Usage economic methods associated with the formation of a work plan, control over its implementation, as well as economic incentives for labor, that is, with a rational wage system that provides incentives for a certain quantity and quality of labor, and the application of sanctions for inappropriate quantity and insufficient quality.
Organizational and administrative methods based on directives. These methods are based on imperious motivation, based on obedience to the law, the rule of law, senior officials, etc., and based on the possibility of coercion. They cover organizational planning, organizational regulation, instruction, direction, control. In management, power motivation plays a very significant role: it involves not only unconditional observance of laws and regulations adopted at the state level, but also a clear definition of the rights and obligations of managers and subordinates, in which the execution of the order of the leadership is mandatory for subordinates. Power motivation creates the necessary conditions for organization and interaction, and the organizational and administrative methods themselves are designed to ensure the effective operation of management at any level on the basis of its scientific organization.
Socio-psychological methods used to increase the social activity of employees. With the help of these methods, they influence mainly the consciousness of workers, the social, aesthetic, religious and other interests of people and carry out social stimulation of labor activity. This group of methods includes a diverse arsenal of methods and techniques developed by sociology, psychology and other sciences that study a person. These methods include questionnaires, testing, surveys, interviews, etc. "The use of socio-psychological methods in management in trade is considered in two aspects: in the traditional aspect of their application in personnel management and in terms of managing the behavior of the buyer (when choosing a social target by a trading company, in advertising, etc.)".
In management practice, as a rule, various methods and their combinations are used simultaneously. For effective management of motivation, it is necessary to use all three groups of methods in enterprise management. Thus, the use of only power and material motivations does not allow mobilizing the creative activity of staff to achieve the goals of the organization. To achieve maximum effectiveness, it is necessary to apply spiritual motivation.
In modern management, various groupings of incentive methods are used. All stimulation methods can also be grouped into the following four types:
1. Economic incentives of all types (salary in all its varieties, including contract wages, bonuses, benefits, insurance, interest-free loans, etc.). The success of their impact is determined by how much the team understands the principles of the system, recognizes them as fair, to what extent the inevitability of rewards (punishment) and work results is observed, their close connection in time.
2. Goal management. This system is widely used in the United States and provides for the establishment of a chain of goals for an individual or group that contributes to the solution of the main task of the organization (achieving certain quantitative or qualitative levels, improving the skills of personnel, etc.). Achieving each goal automatically means an increase in salary or another form of encouragement.
3. Enrichment of labor - this system is more related to non-economic methods and means providing people with more meaningful, promising work, significant independence in determining the mode of work, the use of resources. In many cases, wage growth is added to this, not to mention social status.
4. The system of participation currently exists in various forms: from the wide involvement of the team in decision-making on the most important problems of production and management (Japan) to participation in ownership by acquiring shares of one's own enterprise on favorable terms (USA, England).
Within the framework of these groups of methods, separate methods and systems for stimulating personnel are being developed today.
Chapter 2. Analysis of the motivation management system in a travel agency
2.1 Staff motivation in Russian travel companies
"The personnel incentive system of any company is a complex and multifaceted process, the main task of which is "to create a system of remuneration based on the results of work and consider this system as an investment that requires optimization of its cost in order to achieve a competitive advantage."
On the subject of staff motivation, there are many theories and concepts of their implementation. But, it is unlikely that we will find a company that clearly adheres to a certain theory. In practice, we see combined embodiments of these concepts.
The main problems that may arise in a company where there is low motivation of employees:
staff turnover. Serious problem in travel agencies. Mainly related to the seasonality of work. Many companies recruit staff for the high season and leave them at the end of it. This is especially “sinful” for companies where the owners or directors are Turkish citizens.
low discipline. Alas, typical problem for travel agencies. Companies are trying to deal with this. But especially in large travel agencies, this is poorly obtained. Being late for work, long or frequent smoke breaks, etc. - a very common phenomenon in travel agencies.
lack of conditions for self-realization of employees and their career growth- a typical problem for small agencies, where minimum staff employees and the director of the company is its owner.
In almost every operator company, you will encounter low professional level employees. Sometimes it is enough to make a phone call for additional information on the proposed tourist product, and already at the level of telephone communication it is clear that the employee does not know the product that his company sells. He is trying to send you to the company's website or just avoid a specific answer.
lack of initiative of employees often found among employees who have worked for many years in the same company, or among those who receive fixed salaries regardless of the season.
unfavorable moral and psychological atmosphere and conflict typical for large operator companies, especially where job responsibilities are not clearly defined. The employee has thoughts that he works more than a colleague in the shop.
disinterest of employees in the results of the company's activities with a weak connection between the result of labor and their remuneration. Fortunately, the management of companies still tries to financially stimulate their employees. Although in practice I had to deal with employees of small Turkish agencies, where they did not know what salary they would receive per month and whether they would receive it at all. At the same time, it did not depend at all on the volume of customers served and the profit received.
conflict between management and middle management can occur in any area of business.
Based on the above problems, we can formulate the basic principles for building staff motivation:
Individual approach to the determination of the salary of each employee, based on the position, length of service, qualifications, results of work, compliance with discipline. This approach is widely used in travel agencies. For managers of the same department, salaries can vary greatly due to work experience, knowledge of the proposed tourist product and sales volumes. Monetary fines for persistent lateness are common.
Maintaining the company's image as one of the leading companies in the market. A number of operator companies are starting to introduce elements corporate identity, work on the image of their companies, but in the end everything depends on a specific employee of the company, who can leave an impression of the company, both very positive and negative.
Reasonable ratio of staff costs to company income. This principle is followed by the sane management of any company. Otherwise, such a company will not last long in the market.
Regular review of staff salaries taking into account inflation and the level of wages in the country as a whole, and in this market in particular. The level of inflation in our country allows you to revise the amount of wages no more than once a year. And, fortunately, there have not been any sharp jumps in wages in recent years. As a rule, the level of wages is reviewed at the end current year the next and positive amendments are made.
Flexibility in determining the monthly amount of material remuneration. Travel agencies use several forms of such incentives. It can be interest on salary, the amount of which is negotiated in advance. But the amount, depending on the season, varies both upwards and downwards. Another variant. Having completed the season on fixed salaries, at the end of it, employees receive a bonus based on performance. It can also be an encouragement for the performance of a specific amount of work (for example, the development of a new tourist product).
Analysis of the current wage system and its adjustment under the influence of external factors, changing the strategy and tactics of the company in the field of personnel management. Of course, the tourism market is very susceptible to external factors, and it is clear that any economic crisis in the country will hit the tourist activity of its citizens and their salaries. Any internal changes in the company: change of leadership, unclear prospects, lack of stability, miscalculations when entering the market with a new tourist product, unjustified advertising costs, etc. will inevitably affect the level of wages of its employees.
Company social policy aimed at team building. In small agencies, these are, as a rule, joint celebrations of national and intra-company holidays at the expense of the company. In large operating companies, this is the organization of holidays with the invitation of major partners, representatives of aviation and transport companies, representatives of the host parties, payment for the rest of employees, gifts for New Year employees' children...
It is obvious that the amount of wages is certainly a strong lever for stimulating the company's employees. And in the tourism industry, it is the undisputed leader in terms of employee motivation.
A few words about social payments. On the programs of medical insurance or property insurance applied in travel agencies in relation to employees.
The most common social packages:
Payment for staff meals. May be partial or complete. The company organizes catering in the office, concluding a contract for the delivery of ready meals. Or the company enters into an agreement with a restaurant, which is located in the business center where the company's office is located, to serve its employees. And the most unpopular form is the monthly subsidy for out-of-office meals. Irrational use of working time and labor of employees.
Travel expenses for employees. As a rule, this is not offered to everyone. But the courier or employee who escorts / meets groups at the airport always receives compensation for their transport costs.
Payment for calls by mobile phone. Again, it applies to those employees who actively use mobile phone on business matters. For example, there is no need to pay for an accountant's expenses for a mobile phone: he can always be found at his office number.
Employee training. Widely used in travel agencies:
a) free seminars organized by operator companies for employees of agencies working with them. With a limited number of places, preference is given to representatives of agencies that provide a large number of tourists.
b) info-tours to the countries in which the operator specializes. For agency managers who have shown high sales results, the tour is provided free of charge or with discounts. The manager has an additional incentive to increase sales and improve their skills.
Payment (full or partial) of the employee's rest. A less common form in agencies and a widely used form of stimulation in operator companies. It may concern both employees of the company and members of their families.
Improved working conditions. Flexible schedule, start and end time shifts are actively used in the tourism industry, but more for the sake of the client than for the sake of employees. This allows you to meet the wishes of customers as much as possible, for whom it is convenient to call in to discuss vacation issues either before the start of their work or after. As for the vacation schedule, in tourism it is usually built taking into account the tourist season. Managers in advance, when hiring, stipulate that vacations are not provided during the high season.
Career. Ideally, within the same company, an employee has the opportunity to build a career. As for agencies, career growth is unlikely there. The director and the owner are often the same person or close to him. You can grow from a courier to a manager and, perhaps, that's all. In a large operator company, the prospects are much brighter, and there is room for maneuver from one department to another.
Material aid. In the event of personal circumstances, emergency cases, the company issues material assistance. It is also possible to provide an interest-free loan for expensive purchases (cars, apartments), etc.
In addition to social benefits, moral incentives are very common in the tourism sector. These are incentive certificates, and the awarding of titles to distinguished managers and agencies, and the presentation of memorable valuable gifts. Naturally, when moving to a new job, these certificates, diplomas, etc. have a good weight.
In our time of fierce competition, it is difficult to retain strong employees and attract new qualified personnel. Polls show that a high salary is not always a determining factor when looking for a job. It is important for a potential employee to enjoy work, recognition of a job well done, its prestige, growth prospects, stability, the opportunity to prove oneself ...
Employee motivation is a process that requires constant attention and work on the part of management. The higher the competence of employees, the more they are aimed at productive work, the higher the efficiency of the company ...
2.2 Analysis of motivational models used in the travel agency
Needs can be satisfied by reward, giving a person what he considers valuable for himself.
A person receives “internal” reward from work, feeling the significance of his work, feeling for a certain team, satisfaction from communication, from friendly relations with colleagues.
"External" rewards are promotions, symbols of official status and prestige.
The motivational process can be presented in the form of the following stages one after another: the employee's consciousness of his needs as a system of preferences, the choice of the best way to receive a certain type of remuneration, the decision to implement it; implementation of the action; receiving rewards, satisfaction of needs.
For labor management based on motivation, such prerequisites are necessary as identifying the inclinations and interests of the employee, taking into account his personal and professional abilities, identifying motivational opportunities and alternatives in the team and for a particular person. It is necessary to fully use the personal goals of the participants in the labor process and the goals of the organization.
No goals set from outside arouse a person's interest in intensifying his efforts until they turn into his "internal" goal and further into his "internal" plan of action. Therefore, for the ultimate success, the coincidence of the goals of the employee and the enterprise is of great importance.
To solve this problem, it is necessary to create a mechanism to motivate the increase in labor efficiency. This implies a set of methods and techniques for influencing employees from the enterprise management system, encouraging them to certain behavior in the labor process to achieve the goals of the organization, based on the need to satisfy personal needs.
When developing a personnel management strategy, the management of a travel agency should focus primarily on developing a sense of individual responsibility and improving the skills of employees. Also pay attention to maintaining corporate culture and team cohesion.
Travel agency employees should be given the opportunity to study both directly at the workplace (at the enterprise) and outside the enterprise with partial or full payment at the expense of the organization.
Also, for all employees of the enterprise, the provision of official transport should be provided; the opportunity to use the services of the enterprise at preferential prices.
During the summer tourist season, employees (tourist sales managers) should be paid bonuses from sales in overtime, as well as bonuses to wages for tense working conditions.
At the end of each month, the book of customer reviews of the company is studied and bonuses are given to employees for the feedback-thanks noted in it.
For violations of corporate rules and labor discipline(routine) fines are imposed in the amount determined by the internal documents of the company.
One of the motivating factors of the staff of the travel agency is wages.
As a material incentive, a lump-sum allowance in the form of bonuses should be paid for a high percentage of the sale of tourist vouchers.
The purpose of the additional payment is to stimulate the retention of permanent employees at the enterprise, whose professional and qualification level meets the requirements of the enterprise. The category of personnel to which the surcharge applies: all groups of the category of permanent employees of the enterprise.
In order to increase the interest of employees in the results of their work, the enterprise should widely use various forms of material incentives for qualitative achievements in work in the form of bonuses and annual remuneration. Employees of the firm, as well as their families, receive discounts on tourist services firms. Public holidays are provided in the manner prescribed by the state; Sick days are provided, which are paid according to the sick leave; Free payment is provided for advanced training courses in basic and related specialties (in order to develop and improve the professional abilities of staff).
Material and non-material incentives create the prerequisites for the successful fulfillment of their duties, which require not only a high return on their professional knowledge, but also a high work culture. Work culture is the proper organization of your workplace. The company creates all the prerequisites for the normal functioning of the production activities of employees: a spacious office, functional furniture, electronic communication(computer, printer), telephone, fax, regulatory and information support.
Working conditions are not only a need, but also a motive that encourages work and a consequence of a certain labor productivity and its efficiency. The culture of work in a travel company depends not only on the manager of the company, but also on the staff itself.
An important principle of stimulation is respect, trust, sincere attitude towards them from the management. Recognition from management and peers enhances the satisfaction of each employee in terms of a job well done, a stay at the firm, and contacts with those around them in a daily business environment. Recognition allows an employee to believe in the reliability and stability of the company, to get satisfaction from his status, from his position in the team. Knowledge of the socio-psychological aspects of management makes it possible to interest people in the results of their work, in improving not only their personal status, but also the efficiency of all labor activities in the company, which allows you to influence the positive image of the company, increase its competitiveness in the tourism market, and attract additional clients, to achieve the goals of the company, increase its profitability.
The incentive system of the company should be aimed at:
Encouraging staff to achieve the best results in achieving the goals of the business plan in accordance with the company's strategy;
Improving the personal and team performance of employees;
Establishment of a direct dependence of remuneration and other employee benefits on the achievement of specific results by them in accordance with the approved work plans.
Effective personnel management has become one of the practical tasks and factors of economic success. It is designed to provide a favorable environment in which labor potential is realized, personal abilities develop, people receive satisfaction from the work performed and public recognition of their achievements.
Timely staffing of all tourist organizations becomes impossible without clear planning, development and implementation of personnel policy.
In the course of the analysis of personnel motivation systems, problems were identified associated with an unsatisfactory level of motivation and a poorly developed career structure of enterprises, as well as working conditions and organization, working hours, wages, which are the main reasons for staff turnover in firms.
Most employees are satisfied with the system of remuneration for their work, while many are not satisfied with the corporate system, the psychological climate in firms and the lack of non-material rewards in the form of public praise and recognition of merit.
It is necessary to carry out measures to improve the motivational policy of personnel in the company, to increase comfort in the workplace, and to strengthen corporateness.
Most of the employees are young people with higher education who need to satisfy their ambition. Many employees perceive as such a norm praise addressed to them by management at a team meeting, gratitude with entering into work book and other similar measures. For many employees, negative incentive measures are familiar, such as reprimand, reduction or deprivation of bonuses, reduction in salary rates, transfer to a lower rung of the career ladder.
Only a small number of employees believe that there is corporatism in the travel agency in which they work, while the majority recognize corporatism only partially. Several employees find the psychological climate in the workplace comfortable, while the majority are not satisfied with the situation and are either constantly in a state of conflict with colleagues or have difficulty restraining their emotions.
To improve the psychological climate, increase team cohesion, it is necessary to develop and implement corporate policy company, which will help rally the team, extinguish the tense psychological atmosphere, increase employee loyalty to the company and serve as an additional incentive for quality work.
It is necessary to carry out activities aimed at improving the socio-psychological climate in the team. Invite a specialist who will conduct training on resolution tactics conflict situations. Organize joint events.
Most employees of travel agencies would like public praise and recognition of merit, therefore it is proposed to expand the social package, supplementing it with image components in the form of corporate awards, confirmed by financial incentives.
The number of staff of travel agencies is always increasing and therefore it is necessary to retain qualified personnel, personnel service should be more focused on motivating staff. World management practice confirms that investments in personnel are the most profitable.
Conclusion.
Motivation in personnel management is understood as a process of activating the motives of employees (internal motivation) and creating incentives (external motivation) to encourage them to work efficiently. The purpose of motivation is the formation of a set of conditions that encourage a person to take actions aimed at achieving the goal with maximum effect.
The theoretical foundations of motivation were laid by content and process theories of motivation. The most common content theories of motivation are those of Maslow, McClelland and Herzberg. The main procedural theories of motivation are the theory of expectations, the theory of justice. In modern management, active attempts are being made to revise the classical theories of motivation in order to adapt them to the modern structure of needs.
The personnel motivation system can be based on a wide variety of methods, the choice of which depends on the development of the incentive system at the enterprise, the general management system and the characteristics of the enterprise itself.
The main trends in the development of systems for motivating the personnel of economic entities in modern conditions are: attention to internal motives for labor activity, active development of economic and socio-psychological methods of stimulation, etc.
Studies show that salary and individual allowance have the greatest weight among the forms of motivation, and then various types of bonuses follow, health insurance, the possibility of obtaining loans and material assistance stand out against the background of others. The following motivational forms are also significant: a good moral climate in the team, a career, good working conditions, payment for vouchers, social holidays.
List of used literature
a) Documents
1. Constitution Russian Federation. M. , 2006
2. Labor Code Russian Federation. M. , 2005
b) Books and monographs
1. Management, E. L. Dracheva and L. I. Yulikov, 2007
2. Management Vesnin V.R. Prospect Publishing House, 2004
3. Fundamentals of management Kuznetsov Yu.V., Podlesnykh V.I., publishing house of St. Petersburg University, 1994
4. Management theory Maksak V. I. - Krasnoyarsk, 1999.
5. Personnel management of the organization, Kibanov A.Ya Moscow, 1999
6. Personnel management Yegoryshin M. N. - Nizhny Novgorod, 2000
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travel agency incentive staff motivation
The relevance of the chosen topic is due to the fact that the stimulation of labor activity is directly related to the results of work. And now it's playing over important role in the life of every manager than ever before. Not only the increase in the social and creative activity of specific employees, but also the final results of enterprises' activities depend on a clear development of an effective incentive system. Incentives in the service sector are becoming increasingly important as the number of people employed in this sector increases. The service sector requires more complex labor and higher intellectual effort than the traditional manufacturing sector. In production, the man associated with the machines performs several constant operations, clearly defined by the engineer, because the technology does not change every day. In the service industry, a worker faces countless situations and a wide variety of people. Here, work involves a greater element of creativity, independence, and intellectuality. Changing the relationship between industrial and service labor changes people: the motives that drive a highly intelligent worker become more complex. In fact, changing people and changing the economy are two interrelated processes. In my opinion, the share of the non-material component of motivation has increased significantly. This is especially true for Russia, which has moved from the economy of the military-industrial complex with predominantly industrial labor to a market economy, where the service sector is rapidly developing. The purpose of the study is to improve the system of incentives for employees of the travel agency LLC "Rainbow of the North" and develop recommendations for improving the system of incentives for the staff of LLC "Rainbow of the North". In accordance with this goal, the following tasks were set:
1) To study the theoretical aspects of stimulation in the process of labor activity.
2) Analyze the activities of the enterprise LLC "Rainbow of the North".
3) To study the technology of stimulating staff in the travel agency LLC "Rainbow of the North".
The object of the study is the activity of LLC "Rainbow of the North". The subject of the study of the thesis is - the existing system of staff incentives.
The degree of development of the topic.
The domestic economic literature, literature on management and labor economics contains a number of works on stimulating the personnel of enterprises.
Methodological and theoretical basis of the study
The methodological and theoretical basis of the study is the legislative acts of the Russian Federation, domestic and foreign literature on the problems of personnel management, economic theory and labor economics.
The practical significance of the study.
The results obtained in the course of this study expand the understanding of the need to stimulate personnel in organizations, and can also serve as the basis for developing a program aimed at using various types of incentives in accordance with the motivational profile of employees of the workforce.
The structure of the thesis
The work consists of an introduction, three chapters, a conclusion, a list of references and applications.
The introduction substantiates the relevance of the chosen topic, the purpose and objectives of the study, and practical significance.
The first chapter reveals the theoretical foundations of staff incentive technology.
The second chapter is devoted to the analysis of the activities of the travel agency LLC "Rainbow of the North".
In the third chapter, an analysis of the existing systems of staff incentives in OOO Raduga Severa was carried out and directions for improving incentives were developed.
Thus, stimulating the efficiency and quality of work of employees leads to an increase in profits and an increase in the competitiveness of the enterprise in the market.
AT modern economy incentives for employees are not limited only to measures of material remuneration, but are aimed at improving the personality of an employee, forming in him an interest in the success of the organization as a whole and also includes other forms, such as social benefits, moral incentives, humanitarian incentives to work, etc.
1 . Ttheoretical aspects of the study of stimulation
1.1 Processstimulation
Labor incentives are a way of rewarding employees for participating in production, based on a comparison of labor efficiency and technology requirements. Bazarov T. Yu., Eremin B. L. Personnel management: Textbook for universities. - 2nd ed., revised. and additional M.: UNITI, 2002. P.239
The process of using various incentives to motivate people is called the incentive process. Stimulation takes many forms. In management practice, one of its most common forms is financial incentives. The role of this stimulation process is exceptionally great. However, it is very important to take into account the situation in which material incentives are carried out and try to avoid exaggerating its capabilities, since a person has a very complex and ambiguous system of needs, interests, priorities and goals.
Stimulation is fundamentally different from motivation. The essence of this difference is that stimulation is one of the means by which motivation can be carried out. At the same time, the higher the level of development of relations in the organization, the less often incentives are used as a means of managing people. This is due to the fact that upbringing and training as one of the methods of motivating people lead to the fact that the members of the organization themselves show an interested participation in the affairs of the organization, taking the necessary actions without waiting or not receiving the appropriate stimulating effect at all. Vikhansky O. S., Naumov A. I. Management: Textbook. - 3rd ed. M.: Gardariki, 2003. S. 103
The concept of stimulation is connected with the concept of the production team. The production team and each of its members are the objects of stimulation. When managing a production team, the main attention should be paid to organizing the labor process and stimulating employees. The organization of management of the production team should be preceded by a clear formulation of the tasks facing it, the main of which are the production of products, works, services and the implementation of the social and economic interests of employees and the interests of the entrepreneur-owner of the property of the enterprise on the basis of the profit received, the organization of incentives for employees based on the results of the work performed.
The essence of stimulating employees is as follows. Yakovlev R. Wage reform is a long process // Man and Labor. 1998, No. 11. S. 93:
this is the stimulation of high labor indicators of the employee;
this is the formation of a certain line of labor behavior of the employee, aimed at the prosperity of the organization;
this is the motivation of the employee to the fullest use of his physical and mental potential in the process of carrying out the duties assigned to him.
Therefore, incentives are aimed at motivating the employee to work effectively and efficiently, which not only covers the costs of the employer (entrepreneur) for organizing the production process, remuneration, but also allows you to get a certain profit. Whereas the profit received goes not only into the pocket of the employer (entrepreneur), but is used to pay taxes to the federal and local budgets, to expand production. Thus, stimulating the work of employees is not a private matter of a particular enterprise and organization, but plays an important role in the economic development of the country, in the prosperity of the national economy.
In the economy, an employee and an employer interact at two levels. Yakovlev R. Wage reform is a long process // Man and Labor. 1998, No. 11. S. 94:
1) in the labor market, where the wage rate is determined and a collective agreement is concluded;
2) within the enterprise, where payment systems are established that fix for specific jobs, groups, jobs, professions, positions and activities, specific relationships between the payment of employees and the results of their work.
Within the enterprise, the relationship between employees and employers is built on the basis of labor standards that establish the working day, the intensity of labor.
The employer provides the employee with the scope of work and provides him safe conditions labor. The employee, in turn, must effectively and efficiently perform the amount of work provided to him within the existing norms.
Thus, the stimulation of employees at the enterprise is closely related to the scientific organization of labor, which includes labor rationing, which is a clear definition of the range of job duties employee and those qualitative and quantitative results of labor that are required of him.
Speaking about stimulating employees, it is necessary to take into account such a concept as labor motivation. Motivation is defined by two concepts: need and reward. Needs are primary and secondary. The primary ones include the physiological needs of a person: food, water, clothing, housing, rest, etc. Secondary needs are psychological in nature: needs for affection, respect, success.
When stimulating labor as providing an employee with remuneration for work that he uses to satisfy his needs, it must be taken into account that different people approach this issue in different ways, defining different values for themselves. So, for a person of high material wealth, extra time for rest can be more significant than additional earnings that he would receive for overtime work. For many people, such as knowledge workers, respect from colleagues and an interesting job will be more important than the extra money that he could get by going into sales or becoming a commercial agent.
According to the type of needs or needs that satisfy incentives, the latter can be divided into internal and external. The former include feelings of self-esteem, satisfaction from achieving results, a sense of the content and significance of one’s work, the “luxury of human communication” that arises in the process of doing work, and others. They can also be called moral stimuli. External remuneration is what is provided by the company in return for the work performed: wages, bonuses, promotions, symbols of status and prestige, praise and recognition, various benefits and incentives. They can also be called monetary and material-social incentives.
Unfortunately, in modern Russian conditions In many ways, the incentives in work that form the employee's sense of internal reward have been lost. As studies show, the vast majority of employees prioritize the material factor, and only a small number of them (mainly managers) speak of the need to enjoy work and feel important.
Therefore, of course, one of the goals of stimulating employees should be the return of interest in work, the education of belonging to a common cause in the team.
When addressing issues of employee incentives, it is necessary to proceed from the priorities in the motivation of employees. At different levels of socio-economic development of society, the types of labor motivation of workers are also different. With a certain material well-being in society, a level of prosperity that allows not only to satisfy primary needs, workers have an increased motivation to ensure that work brings them satisfaction, is significant for them and society. In the conditions of an unstable economic situation, the satisfaction of primary needs, the desire to earn a livelihood, comes first.
When creating an incentive system at an enterprise, its creation should be based on the types prevailing over the rest. labor motivation. In today's Russian situation, this is a material factor as a means of subsistence.
In addition, it is important to know how labor motivations are distributed among individual groups of workers. It is on this basis that it is necessary to establish different systems of remuneration and incentives for its efficiency and quality in general for groups of workers.
When stimulating employees, an individual approach is needed both to employees of different social and official status, and to individual employees within different groups.
Business leaders and, to a lesser extent, middle managers and professionals need a combination of financial and non-monetary incentives that would allow them to confirm the higher status of these workers. Employees need the same approaches in stimulating their work, but with an emphasis on the material factor. For workers, the greatest labor motivation is caused by material incentives, which means that the emphasis should be placed precisely on this.
In general, as experience shows, the higher the intensity of work and the fatigue from it, the more weight the material factor acquires. And on the other hand, the higher self-esteem and satisfaction with affairs, the lower the step that money takes Babaeva L., Chirikova A. Women in business // Man and labor. 1995, No. 12. S. 92. Thus, we can say that the role of material incentives decreases with the growth social status the employee and the greater the weight of non-material incentives, such as respect from colleagues, a high level of significance, high social status, independence.
Thus, it is impossible to properly stimulate employees without taking into account their labor motivations. It is on this principle that the incentive system should be built, which should be flexible, easily changing in relation to different categories of personnel, and not rigid, which does not allow correct payment for work in accordance with its efficiency and quality and take into account all non-material incentives to work.
Today, in leading Western firms, staff incentives are considered as an element of the overall system of work with personnel, which is inextricably linked with it and with all other elements of the system. This approach assumes that human factor is one of the determining factors in the success of the organization in a competitive environment in the market. Therefore, the program of work with personnel, in addition to determining the forms and methods of stimulating employees, includes personnel planning, high-quality training of personnel, the formation of indicators for assessing both jobs and labor results, training in the specialty and management for management personnel and other areas of work with personnel.
Stimulation of labor involves the creation of conditions under which, as a result of active labor activity, the employee will work more efficiently and more productively, i.e. will perform more work than was agreed in advance. Here, the stimulation of labor creates conditions for the employee to realize that he can work more productively, and the emergence of a desire, which in turn gives rise to the need to work more productively. Those. the emergence of employee motives for more efficient work and the implementation of this motive (motives) in the labor process.
Although incentives motivate a person to work, they alone are still insufficient for productive labor. The system of incentives and motives should be based on a certain base - the normative level of labor activity. The very fact that an employee enters into an employment relationship suggests that he must perform a certain range of duties for pre-agreed remuneration. In this situation, there is still no room for incentives. Here, the sphere of controlled activity is where avoidance motives work, associated with the fear of punishment for failure to comply with the requirements. There should be at least two such punishments related to the loss of material wealth: partial payment of remuneration or termination of employment relations.
The employee must know what requirements are imposed on him, what remuneration he will receive if they are strictly observed, what sanctions will follow in case of their violation. Discipline carries elements of coercion, restriction of freedom of action. However, the line between control and stimulation is conditional and mobile, because. a highly motivated employee has self-discipline, the habit of conscientiously fulfilling the requirements and treating them as their own standards of behavior.
The process of applying the system of incentives and, accordingly, the emergence of motives that encourage a person to achieve personal or group (collective) goals, tasks is stimulation, motivation. AT modern science and management practice, the concept of “motivation” is more often used, since it is necessary to take into account the individual and group (collective) needs of people.
Motivation is the process of inducing a person to act in order to achieve goals. The influence of motivation on human behavior depends on many factors, it is very individual and can change under the influence of motives and feedback from human activities. Egorshin A.P. Personnel management. - 2nd ed. N. Novgorod: NIMB, 1999. S. 379
The purpose of motivation is to activate employees, to encourage them to work effectively to achieve their goals. To this end, a variety of material and moral incentives for workers are being introduced, conditions are being created for the manifestation of creative potential and the development of workers. Utkin E. A. Management course. M.: "Zertsalo", 1998. S. 11
Allocate the main ways of motivation:
1) normative motivation - inducing a person to a certain behavior through ideological and psychological influence, persuasion, suggestion, information, psychological infection, etc.;
2) coercive motivation based on the use of power and the threat of deterioration in the satisfaction of the needs of the employee in case of failure to comply with the relevant requirements;
3) stimulation - the impact not directly on the individual, but on external circumstances with the help of benefits - incentives that encourage the employee to direct behavior. Pugachev V.P. Personnel management of the organization. M.: Aspect Press, 1998. S. 176
1.2 theoriesmotivation
What does it take for people to work effectively? Numerous theories of motivation try to answer this difficult question. Whatever specific method of recruitment each of them proposes, the starting point is the same for all. It consists in the fact that a person is motivated to take action by the need to satisfy various needs. Vesnin V. R. Personnel management. M .: T. D. "Elite - 2000", 2000. S. 232
Motivational aspects of labor management are widely used in countries with developed market economies. In our country, the concept of labor motivation in the economic sense appeared relatively recently in connection with the democratization of production. Previously, it was used mainly in industrial economic sociology, pedagogy, and psychology. This was due to a number of reasons. Firstly, economic sciences did not seek to analyze the relationship of their subjects with these sciences, and, secondly, in a purely economic sense, until recently, the concept of "motivation" was replaced by the concept of "stimulation". Such a truncated understanding of the motivational process led to an orientation towards short-term economic goals, towards achieving momentary profit. This had a destructive effect on the need-motivational personality of the employee, did not arouse interest in own development, self-improvement, and it is precisely this system that today is the most important reserve for increasing production efficiency.
R. Owen and A. Smith considered money to be the only motivating factor. According to their interpretation, people are purely economic beings who work only to obtain the funds necessary for the purchase of food, clothing, housing, and so on.
Modern theories of motivation, based on the results of psychological research, prove that the true reasons that encourage a person to give all his strength to work are extremely complex and diverse. According to some scientists, the action of a person is 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 perceptions and expectations.
In management science, theories of motivation are divided into two types - substantive and procedural. Theories of the first type (Maslow, McClelland, Herzberg) focus on defining the list and structure of people's needs. Needs are the conscious absence of something that causes an impulse to act. Primary needs are laid down genetically, and secondary ones are developed in the course of cognition and gaining life experience.
According to Maslow's theory, the main types of needs (physiological, security, social, success, self-expression) form a hierarchical structure that, as a dominant, determines human behavior. Higher level needs do not motivate a person until lower level needs are at least partially satisfied. Managers should keep in mind that the relative importance of different needs may change.
The classification of needs proposed by Maslow was supplemented by McClelland and Herzberg. The latter believed that in order to achieve motivation, it is necessary to ensure the impact of motivating factors, such as a sense of success, promotion, recognition from others, responsibility, growth of opportunities.
Within the framework of process theories of motivation, the motivating role of needs is also assumed, but motivation itself is considered from the point of view of what makes a person direct efforts to achieve various goals.
The most widely used is the Porter-Lawler model, which is based on the fact that motivation is a function of the needs, expectations and perception of fair remuneration by employees. The performance of an employee depends on the efforts made by him, his characteristics and capabilities, as well as on his assessment of his role. The amount of effort expended depends on the employee's assessment of the value of the reward and the confidence that it will be received. Kurbatov V. I. Social work. Rostov n/a: Phoenix, 2003, p. 420
Based on the analysis and generalization of research by Herzberg and others, two English scientists M. Woodcock and D. Francis built a table (Table 1.1.), Helping to better use the ideas of motivation to stimulate effective labor behavior. This table shows why the “main motivators” will not give the desired effect, if it is not decided with the “motivation regulators”, i.e., without satisfying the needs of the lower levels, as a rule, there is nothing to think about including the higher ones in the active state.
Table 1.1 Samygin S. I., Stolyarenko L. D. Personnel management. Rostov n / a: "Phoenix", 1997. S. 164
|
Motivation Regulators |
|||
|
1. Working environment |
2. Reward |
3. Feeling safe |
|
|
Comfortable workplace Canteen Purity Good physical. working conditions |
Good salary, fair remuneration based on performance Social benefits (housing, medical care, paid meals, etc.) |
Feeling of belonging, need for the company to the company. Good relations in the team |
|
|
Main motivators |
|||
|
4. Personal growth |
5. Feeling of belonging |
6. Interest and challenge |
|
|
Opportunities for learning Career Opportunity Growing responsibility and influence Possibility of creativity, self-expression |
Feeling the value of your work Awareness about the affairs, plans, prospects of the company Interest and consideration of personal opinions of employees by management Shared Decision Making |
Interesting job Increasingly difficult work requiring skill development Increasing responsibility Competitive effect Setting challenging and interesting work goals |
1. The work environment has a powerful impact on the worker, so organizations should spare no expense and effort to create a favorable environment for workers.
2. Remuneration now usually includes not only a salary, but many other payments, as well as days off and especially additional benefits: housing, personal health insurance, personal cars, paid meals, etc.
3. Feeling of security. This feeling is associated with the presence of work, with the lack of uncertainty about the future, with the recognition and respect of others, belonging to a group, etc.
4. personal development and growth. Now there is (as already mentioned) the evolution of the views of managers on the attitude towards the individual. If earlier the main attention was paid to improving the skills of employees, now it is the development of human resources.
5. A sense of belonging to a common cause is inherent in every employee, he wants to feel his "need" for the organization, so managers should, if possible, give employees full information, have well-functioning feedback, and know their opinion on the fundamental issues of production.
6. Interest and challenge. Woodcock and Francis write that most people are looking for jobs that are "challenge," that require skill, and that aren't too easy. Even purely performing works should be turned into interesting, satisfying ones.
Factors 1, 2 and 3 can act as demotivators if employees are not satisfied with them, factors 4, 5 and 6 can increase employee engagement and provide the organization with major achievements.
So, considering personality as an object of control, many researchers and practitioners recognized the complexity and insufficient knowledge of this phenomenon. Here are given only the most well-established ideas about the personality, about some ways of activating its behavior in the labor process. But it must be remembered that a person often does not want to feel like an object of anyone's influence, deliberate influence, that a person usually strives to be not a passive participant in joint activities, but a conscious and active being, creating both the world and himself.
Motivational theories indicate to persons involved in personnel management in which direction to implement motivational policies, but do not provide unambiguous recipes for action. Mishurova I. V., Kutelev P. V. Management of personnel motivation. M. : "Mart", 2003. S. 5
Thus, the incentive system grows out of administrative and legal management methods, but does not replace them, because. labor incentives are effective if the authorities are able to achieve the level for which they pay. The purpose of stimulation is not only to encourage a person to work in general, but to encourage him to do better (more) of what is conditioned labor relations. Let us consider in more detail the main types of incentives.
1. 3 Monetarnoestimulation
A significant problem in the field of production management is a significant outpacing of wage growth rates over labor productivity growth rates, which leads to a decrease in the stimulating power of wages.
The payment system should create a sense of confidence and security among people, include effective means of stimulation and motivation, ensure the process of reproducing the energy expended (restoring workers),
The salary structure includes:
1) base rates,
2) bonus (additional) payments,
3) social programs. Bazarov T. Yu., Eremin B. L. Personnel management: Textbook for universities. - 2nd ed., revised. and additional M.: UNITI, 2002. S. 240
The ongoing transition from administrative-command methods of management to a market economy built on a variety of forms of ownership suggests the need to rethink the essence and content of wages. The mechanism of distribution according to work is based on the following criteria: determining the optimal ratio of centralized regulation of wages and the rights of organizations in the field of wages; determining the level of the minimum wage; development of a methodology for collective-contractual regulation of distribution according to work.
The main meaning of all work in the field of material remuneration of employees of the organization is to determine the measure of labor and the amount of its payment. The development of optimal ratios in remuneration of varying complexity is the most important point in the system of wage differentiation. This approach ensures that the size of remuneration of labor corresponds to its qualitative indicators. It's about fair pay. The level of remuneration in the organization should be such that its employees do not envy the employees of competing firms, otherwise the company's management will face such a phenomenon as labor migration. To prevent this from happening, the following requirements must be met in the system of remuneration and incentives:
Pay based on performance. Payment according to work (the formula "to each - according to work") has a double interpretation. Labor can be understood as either its result or costs (the amount of labor). The principle "according to labor costs" guaranteed individual wages, but did not regulate it. Regulation takes place taking into account the costs and results of labor. Hence the conclusion: you need to pay not according to work, but according to its results;
Confidence and security of workers. Wages should be such that employees have a sense of confidence in the future and they would be protected from any changes both in the external and internal environment - in the organization. The task is for employees to focus maximum attention on solving the main tasks of the organization: they should not be distracted by financial problems related to the material support of themselves and their families. Guaranteed wages should provide them with this;
Stimulating and motivating aspect of salary. The remuneration system should include effective means of stimulation and motivation. Employees are given the opportunity to receive more than just a fixed salary. In this regard, additional payments are introduced that are directly related to their specific achievements;
Additional (incentive) forms of remuneration for personal contribution.
In addition to the basic salary, the organization establishes various benefits for the best workers. This serves as a kind of assessment and recognition by the organization of a particularly high-quality work of an employee. Additional forms of remuneration include discounts on the purchase of company products, food subsidies, education expenses, medical care, life insurance, etc. Kabushkin N.I. Tourism management: Proc. allowance. Minsk: BSEU, 1999. S. 384
Wages, according to Yu. Kokin, carry two main functions. Kokin Yu. The theory of wages and modern realities of wages in Russia // Man and Labor. 1995, No. 7. P.86:
1) reimburses the cost of labor force, which ensures its participation both directly in the production process and in the labor market;
2) economically encourages employees to increase labor costs by comparing the payment of labor with the quantity and quality of labor expended.
The following forms of remuneration and labor incentives are distinguished: time wages, net piecework, lump sum and bonus wages.
Time wages are determined by the duration of working hours without regard to labor productivity. However, it should be borne in mind that in this case the employee receives a salary not just for his presence at work: a certain (normal for this category of workers) output is expected from him.
Time wages are used where output cannot be measured. Its disadvantages are that it is difficult to achieve high labor productivity from employees (there are no incentives to increase it) - it is necessary to spend additional time to control the cost of working time.
The noted shortcomings can be eliminated to some extent with a net piecework wage. In this case, the employee receives a salary depending on the output: either a certain monetary rate is paid per unit of output (piecework wages), or a specific time task is given per unit of output (time-based piecework wages). Piecework wages are best applied to monotonous, easily accounted for in terms of time and quantity of work. As a disadvantage of piecework wages and its varieties, it should be noted the low, as a rule, the quality of work and the neglect of labor safety. In pursuit of quantitative results, qualitative indicators are often ignored.
Premium pay. Along with time and piecework employees are paid additional remuneration, i.e. premium. The terms of the award are usually set out in labor agreement. Kabushkin N.I. Tourism management: Proc. allowance. Minsk: BSEU, 1999. S. 385
Compensation methods based on principles different from those underlying the traditional system are called non-traditional, so the use of these methods makes it possible to overcome certain shortcomings of the traditional compensation system. Non-traditional methods can be conditionally divided into two large groups - payment for results and payment for knowledge.
Various methods of payment for results establish a direct relationship between the amount of remuneration and the results of the work of the employee himself, his unit, and the organization as a whole. The use of such methods makes it possible to achieve an increase in labor productivity due to the material interest of the employee in its results, to link the material interests of the employee and the organization.
Paying for knowledge makes the amount of remuneration dependent on the professional knowledge and skills acquired by the employee and, accordingly, stimulates the process of continuous professional development, increasing the potential productivity of employees and the competitiveness of the organization.
The choice of compensation methods for a particular organization is determined by a number of factors - the development strategy, the state of the external environment, organizational culture and traditions. Shekshnya S.V. Personnel Management modern organization. Educational and practical guide. Ed. 5th, revised. and additional (Series "Library of the journal "Personnel Management") M .: CJSC "Business School" Intel-Sintez ", 2002. P. 212
Wages play an important role in this comprehensive assessment, but far from being the only and not necessarily decisive. Therefore, managers must take this into account if they are trying to create an atmosphere of equality in the team.
In the United States, the wage system provides for the following:
Workers receive time wages, which is associated with high level mechanization of labor, where the output of the worker is practically independent;
The minimum wage (as well as hourly rates) is regulated by law;
When determining the average level of payment, firms make sure that it is not lower than that of other firms in a given geographical area;
The absolute exchange of earnings depends on the qualifications of the worker and the cost of living in the area;
Increases in earnings are usually made annually for all employees whose work is evaluated positively. Certification of employees is carried out annually. Evaluation of the work is done by the manager on the basis of information provided by the immediate supervisor;
The salaries of engineering and technical workers and management are not disclosed. They are established on the basis of an individual agreement between the administration and the relevant employee;
Bonuses are usually paid only to the top management of the firm. Encouragement is carried out through material incentives and promotion through the hierarchy. Career advancement is directly related to advanced training through the training system.
In most American firms, wage systems are inflexible, do not have a sufficient motivational effect, and provide little incentive to increase productivity.
A firm's management bonuses depend on how the firm's financial performance is measured. Usually this is the achievement of short-term (quarterly or annual) results that do not take into account all the factors affecting the company's performance.
The success of a manager is usually measured in terms of financial results, not the results of production activities.
1. 4 Germanonetarnoestimulation
We are talking about those ways of remuneration of employees, which often become decisive when choosing a place of work and making an impression about it. A large number of companies can now pay a lot. Another question is whether this high pay will be supported by other - intangible (non-financial) - categories of rewards. And often this question becomes decisive. Intangible, or rather, non-financial rewards, refers to all methods, not directly related to wages, that companies use to reward their employees for Good work and increase their motivation and commitment to the firm.
There is no universally accepted classification of non-financial rewards and the transfer systems are the most common.
1. Benefits related to work schedule. First of all, these are measures related to the payment of non-working time of an employee (holidays and vacations, a period of temporary disability, lunch breaks and rest). An extreme case of benefits of this kind is payment maternity leave. In addition, this provision to the employee flexible schedule work. And, finally, the system of "bank non-working days". The employee is given a certain number of days per year that he may not work (usually this number is the sum of the vacation allowance and a reasonable number of days off), and he gets the opportunity to use non-working days at his discretion.
Today, almost all countries in legislative order not only the length of the working day is regulated, but also the number of working days in a year, weekends and holidays are fixed, etc. However, it is in the field of working hours that organizations have ample opportunities for creativity aimed at optimizing its use and improving the working conditions of their employees. The concept of "flexible working hours", according to which the employee must work a certain number of hours per week or per month and can independently choose the work schedule (start and end times, distribution by day), has gained wide popularity in organizations that use the labor of clerks, administrative staff, engineers, scientists. Such a system gives employees the opportunity to better combine family life and work, take into account their individual characteristics etc.
The development of the idea of "flexible working hours" was the model of "officeless enterprise", according to which the very concept of "work" in the sense of a room where employees of one organization gather, disappears. People do not come to the office, but work where they can: sales agents - directly with customers, suppliers - with suppliers, programmers and accountants - at home. Communication between them is carried out by phone or via Email. This trend in the organization of working time and work in general can lead to the most revolutionary changes in human resource management.
The state in most countries also establishes a minimum duration of paid leave for all categories employed in the national economy. However, many companies provide their employees with additional paid and unpaid leave. The length of the vacation is generally related to the length of service in the organization, although the position of the employee in the organizational hierarchy can also affect the number of vacation days.
Establishing working hours can be effective tool control over labor costs. In recent years, many domestic companies have been putting their employees on shorter workweeks or even taking unpaid leave to retain qualified staff during a downturn in economic activity. In France and some other Western European countries, the reduction working week regarded as the most important means of increasing employment.
Employee insurance. Collective insurance is a method of providing certain services (medical care, benefits in case of death or injury, etc.) based on the distribution of risk between a group of participants (and a company). Initially, the workers united and created their own insurance unions to organize medical care, provide mutual financial assistance, and open shops. Subsequently, employers joined them, taking on part of the costs of collective insurance of their employees. Today, organizations insuring their employees is a complex system with many elements.
Health insurance provides employees with the opportunity to receive free medical care in those countries where the state does not guarantee such service to all citizens. As a rule, health insurance is financed by both the employer and employees (for example, in a ratio of 70:30 insurance premium which is the tax-free portion of income). In recent years, due to the rapid rise in prices for medical care in a number of Western countries, and primarily in the United States, the leaders of many organizations were forced to start looking for ways to control and reduce the costs of medical insurance for their employees. Among these methods is changing the conditions for obtaining medical care. Thus, when consulting a doctor, an employee is required to pay a certain percentage (for example, 10%) of the amount directly from his own pocket, which leads to a reduction in the number of “extra” visits and forces employees to choose cheaper doctors. Another method of reducing costs is to determine the list of doctors and medical institutions that employees of the organization can contact (under the standard system, the employee chooses the doctor himself, who then bills the company or the company's insurance institution), or the conclusion of direct contracts for comprehensive services with medical institutions. And, finally, one of the most revolutionary methods is the payment of bonuses to employees at the end of the year for not using medical insurance - bonuses for healthy lifestyle life.
Life insurance allows an employee to provide a certain income for himself (his heirs) in the event of disability (death) that occurred in the workplace or outside it. The amount of insurance payments, as a rule, is proportional to the employee's salary (3-5 annual salaries in case of death). The company pays the bulk of insurance premiums, the employee pays the rest. Life insurance is particularly important in market economies where governmental support poor members of society does not provide acceptable level life.
Company pension plans are most widespread in countries where there is no public pension system or is not sufficiently developed. The pension plan is a private pension system in which the company and the employee make periodic (at the time of payment of wages) contributions to a special fund, the funds of which are then invested in order to maximize the return on invested capital in the long term. The income generated by the fund serves as a source of pension payments former employees companies. Usually the conditions for receiving a pension are:
1. reaching a certain age, such as 55 or 60 years (which does not necessarily correspond to the statutory retirement age);
2. termination of employment in this organization;
3. the presence of a minimum work experience in the organization, for example, 5 or 7 years.
The amount of the pension depends on two parameters - the salary of the employee and the length of service in the organization.
With public pension provision increasingly under pressure, company pension plans are becoming much more attractive to workers around the world. At the same time, the management of pension plans requires more and more skill and competence from human resources and finance departments, which are forced to more often resort to the help of professional investors.
It is interesting that, in general, there is a tendency in the world to reduce the number of benefits provided by companies, the desire to replace them with an increase in monetary remuneration. Organizations prefer to focus on their core business, giving their employees the opportunity to solve everyday problems themselves.
Benefit management as a whole has become in recent decades an essential component of effective personnel management, requiring special attention from line managers and special qualifications of human resource specialists. Shekshnya S.V. Personnel management of a modern organization. Educational and practical guide. Ed. 5th, revised. and additional (Series "Library of the journal "Personnel Management") M .: ZAO "Business School" Intel-Sintez ", 2002. P. 190
2. Material non-financial rewards. This block includes all material incentives that the company uses. First of all, these are various gifts that the company makes to its employees. These can be small souvenirs, larger gifts as a symbol of the importance of an employee for the company, family gifts, birthday gifts, theater tickets, gifts on the occasion of the birth of a child. In addition, this also includes various financial "indulgences" for employees. This is primarily payment for medical insurance, as well as loans under a preferential program and discounts on the purchase of the company's products.
3. Various corporate events that are not directly related to work. These are intra-company holidays dedicated to significant events (anniversary of the company, the release of a new product model, etc.). In addition, various events to which employees have the right to invite their families (New Year, etc.), out-of-town and sightseeing trips arranged by the company. Paid centralized lunches and parties a la buffet after the end of the working day practiced by some firms can be attributed to the same category.
4. Type of rewards. This category of intangible rewards is the most significant. First of all, these are elementary compliments to employees for their work. Naturally, many companies (especially large ones) are not limited to verbal praise. Apart from being mentioned in the media and photographed in prominent places, they try to memorialize the work of their employees in other ways.
5. Rewards associated with a change in the status of an employee. This block includes not only a promotion, but also training of an employee at the expense of the company (which is often followed by a promotion); invitation of an employee as a speaker or lecturer (this type of remuneration indicates a high assessment of his professional qualities and gives him the opportunity to try his hand in a new capacity), an offer to participate in a more interesting or financially profitable project (for project-type organizations), as well as the possibility of using equipment of the company for the implementation of their own projects.
6. Rewards associated with a job change. This block includes all those measures that lead to a change in the technical equipment of the employee’s workplace and its ergonomics (transfer of the workplace, allocation of a separate office, hiring a secretary, provision of additional office equipment), as well as providing the employee with a company car. Dryakhlov N., Kupriyanov E. "Personnel motivation systems in Western Europe and the USA." // International journal "Problems of theory and practice of management", 2002. No. 2.
In conclusion of this chapter of the thesis, the following can be noted.
The process of using various incentives to motivate people is called the incentive process. Stimulation takes many forms. In management practice, one of its most common forms is financial incentives. When addressing issues of employee incentives, it is necessary to proceed from the priorities in the motivation of employees. At different levels of socio-economic development of society, the types of labor motivation of workers are also different.
Proper stimulation of employees is impossible without taking into account their labor motivations. The purpose of motivation is to activate employees, to encourage them to work effectively to achieve their goals. It is noted that among the main methods of motivation, there are: normative, forced and, in fact, stimulation. The study also analyzed in detail the main theories of motivation.
2 . BUTanalysismarketingenvironmentstravel agencies « RarcFROMeve»
2.1 Analysisinternalenvironmentstravel agencies « RainbowNorth»
This company is one of the travel agencies of the city of Murmansk, which is engaged in inbound, outbound and domestic tourism. Located at the address: Murmansk st. Chelyuskintsev 25, office 11.
The company got its name as a result of a survey of the population, in which 160 people took part. Of the proposed options, the most popular was "Rainbow", because. summer, warmth and joy were associated with the rainbow. But when registering the company, it turned out that a legal entity called "Rainbow" already exists, in connection with this, the name had to be replaced with "Rainbow of the North".
"Rainbow of the North" is a travel agency engaged in outbound, inbound and domestic tourism. LLC "Rainbow of the North" has a license to carry out travel agency and tour operator activities.
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