DonNTU, DIM-12

Scientific adviser: ,

Associate Professor, Ph.D. n.

INFLUENCE OF MOTIVATION ON LABOR PRODUCTIVITY OF EMPLOYEES IN THE COAL INDUSTRY

The development of an effective labor motivation mechanism that would meet both the interests of employers and the needs of employees is one of the most pressing problems of the present. The paper considers methodological approaches to the formation of a motivational mechanism.

Formation market relations Ukraine needs new methodological approaches to the problem of better use human factor by activating the activity of employees, creating effective motives and incentives in the management mechanism. Lack of motivation in modern conditions often becomes a limiting factor that does not allow enterprises and associations to realize their potential, in practice leads to massive alienation of people from the results labor activity, a decrease in the social activity of performers, impersonality, dependency, leveling, inertia of the majority of workers.

The reasons for many problems of Ukrainian enterprises are the mechanical copying of both the old Soviet scheme of relationships and the motivation system, and Western models. Therefore, it is necessary to improve the motivation system as soon as possible for further rapid growth in the productivity of enterprises and the economy of Ukraine in general.

It is possible to increase the motivation of an employee to work through the knowledge of the structure of their motives and needs, through the improvement of labor incentive systems, which allow, first of all, through the remuneration system, to link the interests and goals of owners with the interests and goals of employees, through incentives for results in work, through certain measures to express them recognition as a leader. Each manager, focusing on creating incentives for the comprehensive development of employees, includes the most powerful natural mechanism for motivating a person, which will result in high productivity, the quality of the work entrusted to a person, and responsibility for the results of his work.

The most important incentive for highly productive work and production growth is wages, as well as non-material methods of motivation.

Wage systems at many enterprises have lost their motivational functions, weakly stimulating labor productivity. All this suggests that business owners and managers of enterprises underestimate the motivational possibilities of wages in achieving their goals. This makes the problem of increasing the effectiveness of motivation factors and wages as an important factor in labor motivation extremely urgent.

The coal industry is one of the largest areas in the industrial sector of the economy of Donbass. At the present stage of development, a difficult economic situation has developed for the entire national economy of Ukraine, and especially for the coal industry of Donbass. To date, the situation that has developed on the issue of settlements with employees explains the relevance of the chosen topic, since wages and incentives are one of the motivational means of increasing the interest of employees in the results of their work.

To achieve this goal, a number of scientific research tasks can be formulated, including:

disclosure economic essence and features of the process of labor motivation as a complex management function;

determination of the content and technology of the process strategic management personnel;

· supplementing the principles of motivation of the personnel of mining enterprises;

· study of the essence and interrelation of the categories "labor motivation" and "stimulation of labor";

· conducting a theoretical generalization of the methods of analysis and strategic management of the activities of enterprises in the mining industry;

Revealing the essence and internal content of labor motivation; development of proposals for determining the size of financial incentives;

Disclosure of the concept and effectiveness of motivation;

· definition of elements of management of process of increase in efficiency of material and non-material methods of motivation.

Thus, the study of these methods will increase the level of motivation of labor productivity of workers in the coal industry, which can be directed to the development of coal mining enterprises.

Literature

1. Taylor Scientific Management. - M .: "Controlling", 1991. - 435 p.

2. Psychology of safe work [Electronic resource] - Access mode: http://www. dvkuot. ru/index. php/artikul/227-bestrud

3. Zavіnovska іka practice: Navch. posib. - K .: KNEU, 2003. - 387 p.

4. Motivation as a clerk of activating labor behavior / V. Danyuk // Ukr: Aspects of practice, 2007. - No. 5. - S. 36-41.

5. Factors of motivation / V. Kovalenko // Ukr: Personnel management, 2008 - No. 2 - P. 41.

Motivation(from Greek. motif, from lat. moveo - move) - the process of encouraging yourself and other people to work to achieve the goals of the organization and personal goals.

In order to motivate employees, the manager should determine their needs, which are satisfied through Good work.

Methods of managerial motivation can be divided into:

methods economic motivation- salary, bonus, benefits, interest, participation in profits, block of shares, additional payment, etc.;

methods of social motivation - public recognition, gratitude, admiration, deification, contempt, etc.;

methods of psychological motivation - a sense of self-importance, indifference, inferiority, uselessness, etc.;

methods of power motivation - promotion, granting additional powers, etc.;

socio-psychological methods - increasing social activity, exchange of experience, criticism, business, managerial and professional ethics, etc.;

methods of moral motivation - personal or public recognition, praise and criticism;

method of design and redesign (enrichment) of works;

the method of involving the employee in management;

methods for studying motivation and motives - experimental methods, methods for assessing behavior and its causes from the outside, study methods (conversation, survey, questioning), etc.

The main tasks of motivation: - the formation of each employee's understanding of the essence and importance of motivation in the labor process; - staff training and management team the psychological foundations of intracompany society; - formation of democratic approaches to personnel management using modern methods for each manager.

To solve these problems, the following theories of motivation. All of them are divided into 2 large groups: content and process theories of motivation. To 1st group which are based on the analysis of needs and their identification for motives inducing a person to activity include: 1. Hierarchical theory of needs according to Maslow. Its essence is reduced to the study of human needs. Behavior is based on human needs, which can be divided into 5 groups: - physiological needs; - the need for security and confidence in the future; - social needs; - need for respect; - the need for self-expression. The first 2 groups of needs are primary, and the next 2 are secondary. According to Maslow's theory, these needs can be arranged in a hierarchical sequence. The highest need - the need for self-expression and growth of a person as a person - can never be fully satisfied, so the process of motivating a person through needs is endless. 2. The concept of acquired needs Mac Clelland. According to his statements, the structure of needs is reduced to 3 factors: the desire for success, the desire for power, for recognition. With such a statement, success is not regarded as praise or recognition from colleagues, but as personal achievements as a result of vigorous activity, a willingness to participate in making difficult decisions. 3. Theory of F. Herzberg. He developed a 2-factor model that shows the factors that cause job satisfaction. In this model, he singled out 2 large categories: hygiene factors and motivation. Hygienic factors: company policy, working conditions, earnings, interpersonal relationships, degree of control over work. Motivation: success, promotion, recognition and approval of the results of work, a high degree of responsibility, opportunities for business and creative growth. 2nd group - procedural theories of motivation, based on how people behave, taking into account their perception and cognition: 1 .Expectation theory. Based on this theory, the employee should have needs that can be met to a large extent as a result of the expected rewards. And the manager should give such encouragement that can satisfy the expected need of the employee. 2. Justice theory. Motivation is assessed by the employee not by a certain group of factors, but taking into account the assessment of remuneration. The employee evaluates his own reward size in comparison with the rewards of other employees. 3. Porter-Lawler's Theory of Motivation. The theory is built on a combination of elements of expectancy theory and equity theory. Its essence is that the relationship between rewards and the achieved result is introduced.

Salary and promotion. Additional benefits and the quality of life of workers play an important role in creating a climate conducive to productivity growth. At the same time, the traditional factors of labor motivation in organizations - wages and promotions, still have a dominant influence on productivity. To ensure sustainable productivity growth, management must clearly communicate wages and promotions with performance measures rather than one-off outputs.

The line of conduct should be to encourage that which increases productivity. If production exits the gate at a satisfying pace, but material costs are frighteningly high, it doesn't take a genius to focus on reducing material consumption. But inflexible, rigid incentive programs can still only reward higher output.

Rewards should be linked to well-understood actions. If you achieve this, then everything will be done.

Timeliness is a decisive factor in the education of employees.

The reward, whether it be a pat on the back or a cash payment, should be given out as soon as possible after the desired event has occurred. In order to maintain interest, rewards should be fairly frequent. It is important that the reaction is fast.

Organization of the process of labor motivation in post-crisis conditions. Analysis of the form and system of wages. Characteristics of effective and ineffective behavior of employees in the organization. Influence of personnel motivation and stimulation on work efficiency.

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6. Analysis of the existing system of motivation and incentives for staff in the Metropol hotel…………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………….

7. Proposals for improving the system of increasing motivation

personnel and their effectiveness……………………………………………………...21.

8.Economic and social efficiency of motivation……………………….24.

Applications………………………………………………………………………...27.

Conclusion……………………………………………………………………………28.

References…………………………………………………………………..28.

Introduction.

The current stage of transition from a command-and-control to a market economy requires changes in all areas of economic activity, a transition mainly to new, more efficient management methods. This, of course, poses the problem of organizing production in a special way, imposes qualitatively new requirements on the process of personnel management.

Obviously, the task of the manager at all levels of management is to achieve the goals of the organization. In order to connect a person to the solution of a particular task, one must know and understand well what motivates a person, what prompts him to take action and what he strives for when doing a certain job.

All people work for something. Some strive for money, others for fame, others for power, and others simply love their work. These and many other circumstances that encourage a person to be active are called motives, and their application is called motivation.

The reasons that make a person give maximum effort to work are difficult to determine, they are very diverse and complex. Various internal and external forces evoke far from the same reaction in different people. Some people do easy work and are dissatisfied, while others do hard work and are satisfied. What needs to be done to ensure that people work better and more productively? How can you make work more attractive? What makes a person want to work? These and similar questions are always relevant in any field of business. The leadership of the organization can develop excellent plans and strategies, install the most modern equipment, use the best technologies. However, all this can be nullified if the members of the organization do not work properly, if they do not perform their duties well, do not behave appropriately in the team, strive with their work to contribute to the achievement of the organization's goals. Mechanical coercion to work cannot give positive results, but it does not follow from this that a person cannot be effectively controlled. If you understand well what motivates a person, what motivates him to act and what he strives for when doing a certain job, you can build a person’s management in such a way that he himself will strive to fulfill his duties in the best and most efficient way.

The reasons that determine the participation of a person in the work are his desire, opportunities and qualifications, but especially motivation (motivation). Needs and motives are involved in the process of motivation. Needs are internal motivations for action. The process of motivation itself ends with the development of a motive that determines the readiness of the individual to implement the labor process with one or another efficiency. Within the framework of motivation itself, in addition to needs, value orientation, beliefs, and views are also involved. Motivation is not a really observable fact, it is a constructed concept, i.e. motivation cannot be directly observed or empirically determined. It can only be inferred from the behavior or statements of the observed people.

The path to effective management of a person lies through understanding his motivation. Only knowing what drives a person, what encourages him to act, what motives underlie his actions, you can try to develop an effective system of forms and methods of managing him. To do this, you need to know what motives underlie human actions, how certain motives arise or are caused, how motives can be put into action, how people are motivated, and in the conclusion of my work I will answer how motivation affects labor productivity. These questions are the subject of this work.

1. Development of the motivation system.

1.1. The concept of motive, motivational structure, incentives. The fundamental difference between motivation and stimulation.

Effective management is impossible without understanding the motives and needs of a person for the correct use of incentives to work.

Motives ("motif" - fr. Motivating reason, reason for this or that action) is a set of mental driving reasons that determine the behavior, actions and activities of people. Motives are based on needs, interests, inclinations and beliefs. The motive not only prompts a person to act, but also determines how this action will be carried out. Understanding the motives enables the manager to realize the subjective driving reasons that guide a person in his activities.

Human behavior is 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. The state of various motives that determine the behavior of people forms its motivational structure. For each person, it is individual and is determined by many factors: the level of well-being, social status, qualifications, position, value orientations, etc. The motivational structure of an individual has a certain stability. However, it can change, in particular, consciously in the process of upbringing a person, his education.

The manager, knowing what motives underlie the actions of his subordinates, can try to develop an effective system of forms and methods of managing a person.

Motivation is the core and basis of human management.

motivation- this is the process of influencing a person with the aim of inducing him to certain actions by awakening certain motives in him.

Irritation of motives occurs under attention incentives(stimulus - lat. A pointed stick, which was used to drive animals in Rome). Incentives act as levers of influence or carriers of "irritation" that cause the action of certain motives. Incentives are what a person would like to receive as a result of certain actions. There are 4 main types of incentives: coercion, material, moral encouragement and self-affirmation.

The process of using various incentives to motivate people is called stimulation.

Stimulation is fundamentally different from motivation, but, as a rule, not all economists point to this difference. The essence of this difference is that stimulation is one of the methods of motivation. The concept of incentives is based on the use of incentives as external influences on a person to coordinate his activities (for example, the use of punishment, encouragement, promotion, etc.). In addition to stimulation, motivation includes such efforts of a manager that are aimed at forming a certain motivational structure of an employee. The manager develops and strengthens the positive motives of employees and weakens the undesirable ones. With the help of educational and general educational work, he organizes such a motivational structure of employees that does not require additional stimulation in the future.

Thus, the use of education and training, as one of the methods of motivating people, leads to the fact that the members themselves show interest in the affairs of the organization, without receiving an appropriate stimulating effect. 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.

1.2. The original theories of motivation.

The theory of motivation began to be actively developed in the 20th century, although many motives, incentives, and needs have been known since ancient times. Currently, there are several theories of motivation:

Initial;

Procedural.

The initial theories of motivation are formed on the basis of an analysis of the historical record of people and the use of simple incentives for coercion, material and moral encouragement.

1.2.1. The most famous and widely used so far is the policy " whip and gingerbread". "Whip" earlier, most often there was a fear of the death penalty or expulsion from the country for not following the instructions of the king, king or prince, and "gingerbread" wealth ("half the kingdom") or kinship with the ruler ("princess") acted.

This theory of motivation has been widely used in fairy tales and legends. It is preferable only in some situations, although some of its elements are suitable in the management of organizations.

In relation to the management of economic activity, for the first time the problem of motives and incentives was posed Adam Smith, who believed that people are controlled by selfish motives, the constant and indestructible desire of people to improve their financial situation. But A. Smith meant, first of all, the motivation of the entrepreneur, as for the motivation of workers, participants in the production process, A. Smith was not interested in it at all.

This gap was filled by the American theorist F.W.Taylor. He argued: "The coercive power of the administrator is the main engine of production and the main motivation for work." Everyone strives to work less and get more, to which the entrepreneur must respond with a policy of "pay less and demand more."

Although the development of social consciousness has shown the inconsistency of this method, some of its provisions are reflected in the motivational model "X", "Y", "Z".

1.2.2. Theory "X" was originally developed by F. Taylor, and then developed and supplemented by D. MacGregor, who added the theory "Y" to it.

Theory "Z" was proposed much later, in the 80s. V. Ouchi (model of human behavior and motivation).

Each of the theories describes certain groups of workers in the enterprise.

Theory "X" describes backward, poor workers who have a dislike for work. Therefore, it is natural to use coercion as the main incentive, and material incentives as an auxiliary one.

The Y-theory model reflects the progressive, creatively active part of society. Incentives to work are reflected in the following order: recognition, moral, material incentives, coercion. Obviously, the proportion of these workers is small.

Theory "Z" describes a good employee who prefers to work in a group and has long-term performance goals. Incentives to motivate such workers to work are effective in the following sequence: material incentives, moral encouragement, recognition, coercion.

Thus, workers described by theories "X", "Y", "Z" form different groups of people who are guided by different motives of behavior. All types of people are represented at the enterprise, and the application of one or another concept of motivation is determined by the proportion of workers of a particular type in the group.

The initial theories of motivation determined the direction of further development of theories of motivation.

2. Modern theories of motivation.

Theories of motivation today are presented in a wide range. Economists divide them into 2 types:

Process theories of motivation.

The theory's name, although diverging on a number of issues, is not mutually exclusive. There is no single best way to motivate a person. The application of one or another concept is situational in nature. What works best for motivating some people turns out to be completely unsuitable for others.

These theories analyze the factors influencing motivation. They describe the structure of needs, their content and how these needs are related to human motivation. The most famous theories of motivation of this group are: Maslow's pyramid, McClelland's acquired needs theory, Alderfer's ERG theory, Herzberg's factor theory.

2.1.1. According to Maslow's hierarchy of needs theory, people constantly experience different needs that can be combined into groups that are in a hierarchical relationship to each other. Maslow presented these needs groups in the form of a pyramid (see Appendix Fig. 1).

The first level of needs Malow attributed physiological, the satisfaction of which provides a person with elementary survival - in food, housing, rest, etc. This requires a minimum wage and tolerable working conditions.

The second level included the need for security and confidence in the future, satisfied with the help of wages exceeding the minimum level, which already allows you to purchase an insurance policy, make contributions to a pension fund, as well as through work in a reliable organization that provides employees with certain social guarantees. . without satisfaction of the first and second levels, which can be considered primary, normal human life is impossible.

At the third level, Maslow placed social needs in support from others, recognition of a person's merits, belonging to a particular community. To satisfy them, it is necessary to participate in group work, collective creativity, attention from the leader, respect from comrades.

The fourth level is formed by the need for self-affirmation, recognition from others. They are satisfied by acquiring competence, gaining authority, leadership, fame, gaining public recognition.

Finally, on the fifth step of the hierarchy, Maslow put the need for self-expression, the realization of one's potential, and relatively independently of your recognition. To satisfy such needs, a person must have maximum freedom of creativity, choice of means and methods for solving the problems facing them.

Maslow's concept has a number weak places. He did not take into account the influence that situational factors exert on demand; insisted on a strict sequence in the transition from one level of needs to another only in the direction from the bottom up; believed that the satisfaction of the needs of the upper group leads to a weakening of their impact on motivation.

In a number of cases, the provisions of Maslow's theory are disputed by other supporters of the content approach, among which, D. McKelland. He put forward a theory where the external levels of Maslow's needs are presented, and already without hierarchy.

2.1.2. McKelland's learned needs theory describes needs that are acquired, are learned, develop through learning and life experience, and have a marked effect on human behavior. The author singled out 3 types of needs: achievement, complicity and domination.

The need to achieve is manifested as a person's desire to achieve goals more effectively than before. Moreover, people will work effectively only if the goals are realistically achievable and results are guaranteed. In addition, the manager must take into account that the goals set by the employee on their own are achieved with greater activity.

The need for participation manifests itself in the form of a desire for friendly relations with others. People with a high degree of this need desire to receive approval and support from others, are concerned about how others think of them. To successfully organize the work of such team members, it is necessary to create conditions that allow them to regularly receive information about the reaction of others to their actions and provide them with the opportunity to actively interact with a wide range of people.

The need to dominate is manifested in the desire to control resources and processes. Persons with a high level of this need can be divided into 2 groups. The first group consists of those who strive for power for the sake of power itself. They are attracted by the opportunity to command others, and the interests of the organization for them often fade into the background and lose their meaning. The second group includes those persons who aspire to power for the sake of solving organizational problems and performing responsible leadership work. In this case, domination is a means to achieve the goals of the organization.

McKelland believes that of the three needs considered in his concept (achievement, complicity and domination), the second type of need for domination is of the greatest importance for the success of a manager. In general, the presence of this need in the manager will lead to the success of the entire organization.

The needs of achievement, complicity, domination, considered by McKelland, have a different degree of influence on a person's motivation. Depending on the ratio of these needs in the motivational structure of a person, the manager chooses one or another concept of motivation.

2.1.3. A relatively new concept within the framework of a meaningful approach to motivation is the theory ERG Alderfer. Unlike Maslow's hierarchy of needs, the author identifies 3 groups of needs:

Existence,

First, these are the needs of existence, roughly corresponding to the two lower groups of needs of Maslow's pyramid.

Secondly, communication needs aimed at maintaining contacts, recognition, self-affirmation, gaining support, group security, covering the third, and also partially its second and fourth steps.

Thirdly, growth needs, expressed in a person's desire for recognition and self-affirmation, are basically equivalent to the top two steps of Maslow's pyramid.

Like Maslow, Alderfer considers needs within a hierarchy, but unlike him, he considers it possible to move from one level to another in different directions. In case of dissatisfaction of the need of the upper level, the degree of action of the need of the lower level increases, which switches the person's attention to this level. Thus, there is movement both from top to bottom and from bottom to top.

Alderfer calls the process of moving up the levels of needs the process of frustration, i.e. defeat in an effort to satisfy the need.

Alderfer's theory is useful for management practice, as it opens up prospects for the manager to find effective forms of motivation that correspond to a lower level of needs, if it is not possible to create conditions for satisfying higher level needs.

2.1.4. Another concept within the content approach is the theory two Herzberg factors. Based on his model, Herzberg proposed 2 "schools", which showed a change in the state of need:

1 school - from satisfaction to lack of satisfaction;

2 school - from lack of dissatisfaction to dissatisfaction.

Herzberg divided the needs into 2 groups:

1. motivational factors (or satisfaction factors) are achievement, recognition, responsibility, promotion, work itself, the possibility of growth.

2. "hygienic" factors (or factors of working conditions) are wages, safety at the workplace, status, rules, routine and mode of work, quality of control by management, relations with colleagues and subordinates.

According to Herzberg's theory, improving working conditions will not motivate workers. Herzberg explains that if we want to really incentivize people, we need to think about rewards related to recognition, achievement, and personal growth, because providing only hygiene factors will simply eliminate dissatisfaction and do nothing to incentivize employees in a positive way.

Thus, we can conclude that the process "dissatisfaction - lack of dissatisfaction" is determined by the influence of hygienic factors (see Appendix Fig. 2a).

In order to achieve the motivation of employees, the manager must ensure the presence of motivating factors. The process of "dissatisfaction - lack of dissatisfaction" is mainly influenced by these factors. Thus, the presence of motivational factors has a stimulating effect on labor productivity. At the same time, the absence of these factors does not become a demotivating moment.

Based on the above concept, I conclude that if employees have a feeling of dissatisfaction, the manager should pay attention to the "hygienic" factors that cause dissatisfaction, and do everything in order to eliminate this dissatisfaction. "Once a state of non-dissatisfaction has been reached, motivating employees with the help of working conditions factors is practically useless." Therefore, in order to stimulate the activities of employees, the manager must focus on putting motivating factors into action.

As you can see, there is no single approach to explaining human motivation. Although the theories of McClelland, Alderfer and Herzberg consider motivation from different points of view, they are all, as a rule, based on Maslow's theory, which gives a general idea of the content of motivation.

The main drawback of all theories of the content concept is that they pay attention to the analysis of the factors that explain motivation, but do not consider the mechanism of its activity. This disadvantage is overcome by the authors of the process approach.

2.2. Process theories of motivation.

Theories of motivation that consider the dynamics of the interaction of various motives, i.e. the way in which human behavior is initiated and directed is called motivation process theories. These theories allow you to learn how the motivation process is built and how people can be motivated to achieve the desired results. There are three main procedural theories of motivation: V. Vroom, Adams and E. Locke, as well as the Porter-Lawler model that unites all concepts.

2.2.1. Vroom's expectancy theory is based on the fact that a person hopes to satisfy his needs, and in accordance with the expected result, plans the level of effort expended.

In his concept, Vroom tried to explain why a person makes a particular choice, faced with several possibilities, and how much effort he is willing to expend to achieve a result.

People's ideas about the extent to which their actions will lead to certain results are called expectations. It is determined on the basis of an analysis of the situation, knowledge, experience, intuition, the ability to assess the situation and one's capabilities, and has a significant impact on a person's activity and his desire to achieve the goal. Since expectation is a probable category, its numerical characteristic ranges from 0 to 1.

V.Vroom identifies 2 types of waiting:

a) the person's expectations that the planned level of effort expended will lead to the achievement of the desired result. Such expectations are called performance expectations. In this case, Vroom emphasizes the relationship: labor costs - results (3-P) [see. formula 1].

b) expectation of fair remuneration for the achieved level of results. The relationship is emphasized here: results - reward (R-13) [see. formula 1].

In addition, to explain the motivation to work, expectancy theory introduces the concept valency. Valence is satisfaction or dissatisfaction with a reward, an assessment of the value of a reward. If the attitude towards reward is negative, then the valency is negative; if the reward has value, it is positive; if indifferent - zero.

V. Vroom argues that the final assessment, which determines a person's motivation, integrates estimates of the likelihood that, firstly, the employee will be able to cope with the task (expectation of results (Z - P)); secondly, that his success will be noticed by the manager and properly rewarded (expectation of a fair reward (P - B)) and, thirdly, an assessment of a possible reward (valence). In accordance with this, Egorshin derives the formula:

Motivation \u003d (Z - R) * (R - B) * valency

Formula 1: Vroom Motivation Model.

Evaluating the theory of expectation, Egorshin in his book "Personnel Management" emphasizes that "if the value of any of the three factors for determining motivation is small, then motivation will be weak."

Based on formula 1, I conclude that the degree of human motivation necessary to solve organizational problems will be created by providing a sufficiently high level of expectations and non-negative valence, that is, subordinates must realize that certain results of work depend on their efforts, which will be followed by reward.

2.2.2. Another concept within the process approach is theory of justice by J. Adams. the author argues that the motivation of a person is largely influenced by the fairness of the assessment of his current activities and their results, both in comparison with previous periods, and, most importantly, with the achievements of other people.

A person subjectively determines the ratio of the result or reward to the effort expended, and then correlates it with the reward of other people doing similar work. According to Adams, each subject always mentally evaluates the relationship:

Individual income Income of others

__________________________ = _____________________

Individual costs Costs of others

If, as a result of comparisons, he concludes that there are no violations, then motivating factors operate normally; if they are found, then the person is demotivated, as a result of which labor efficiency decreases and the person begins to “restore justice” - to reduce business activity, demand higher wages and better working conditions, promotion, etc. At the same time, if people are overpaid, for the most part they are not inclined to change their behavior.

The theory of justice allows us to draw several important conclusions for the practice of managing people. The manager should not only strive to be fair, create an atmosphere of equality, but also know well whether employees believe that remuneration is built on an equal and fair basis.

2.2.3. The process approach also includes E.Lock's goal setting theory. The theory proceeds from the fact that people subjectively, to one degree or another, perceive the goal of the organization as their own and strive to achieve it, receiving satisfaction from the performance of the work required for this. Moreover, its effectiveness is largely determined by such characteristics of goals as adherence to them, their acceptability, complexity, etc.

If the goals are real, then the higher they are, the greater the results a person achieves in the process of achieving them; otherwise, goals cease to be means of motivation. Clarity and certainty of goals, clarity and concreteness in their setting lead to high results. At the same time, their vagueness, amorphousness causes a dispersion of efforts, and therefore the corresponding result. The more he is committed to them, the more persistently he will follow them, despite the complexity, specificity and other obstacles.

Close in spirit to the theory of goal setting participatory management concept based on the fact that a person gets satisfaction from participating in the affairs of the organization and, as a result, not only works with increased efficiency, but also maximizes his abilities. Within the framework of participatory management, employees receive the right to independently make decisions regarding the means and methods for fulfilling the tasks assigned to them, are involved in consulting on special issues; get the opportunity to independently control their work.

2.2.4. L. Porter and E. Lawler developed a complex procedural theory of motivation, including elements of the theories of expectation and justice. The Porter-Lawler theory is based on the assumption that work itself is a source of satisfaction of needs, but it emphasizes the importance of reward for work as an element of motivation.

The theory of expectations, justice, goal setting and the Porter-Lawler model explain how people should be influenced in order to encourage them to work effectively; give managers the key to building an effective system of motivating people.

The above theories allow us to conclude that there is no canonized doctrine explaining what underlies a person's motivation and how it is determined.

Despite the fundamental difference, all four theories have something in common that allows us to draw certain conclusions for creating an effective system of motivation.

4. Forms and methods of economic incentives

labor in Japanese factories.

One of the factors for the successful development of the Japanese economy is an effective labor incentive system. It integrates well-thought-out and strictly used (especially at large and largest enterprises) forms and methods of increasing the labor activity of personnel, which by their nature are divided into two closely related groups of economic and psychological incentives.

4.1 Salary and "bonuses"

The main economic incentive to increase the labor activity of workers is wages. The delay in its payment at Japanese enterprises is excluded. Until the second half of the 1980s, Japan lagged far behind the leading Western countries in terms of average wages, but in the mid-1990s, the situation changed radically and Japan became a world leader in this indicator (Table 1).

Table 1

hourly wage

in the manufacturing industry

developed countries

(in US dollars at the official exchange rate)

This picture is typical not only for the manufacturing industry, but also for other sectors of the economy. The main reason for such a serious shift is the successful development of Japan and its transformation into the second economic power in the world. A certain role was also played by the long-term struggle of trade unions to improve working conditions, which for many years was waged under the slogan "wages - at the level of Western European countries."

Against the background of a significant general increase in the average level of wages in recent years, its growth is especially noticeable at large enterprises, which is associated with a higher level of their profits and competitiveness. The traditional principle - the larger the enterprise, the higher the salary - continues to operate today (Table 2).

table 2

Japanese average monthly nominal wage

industry by enterprise size (in thousands of yen)

By the mid-1990s, the average monthly wage at large enterprises reached nearly 500,000 yen. To give a real sense of this amount, here are the average prices for some food and consumer goods in Tokyo, one of the most expensive cities in the world. So, in 1997, the price of 1 kg of high-quality rice was 572 yen, white bread - 404, tuna - 4,850, beef - 3,920, butter - 1,650, potatoes - 280, apples - 532 yen, etc. Prices for basic necessities were also relatively moderate. Men's autumn-winter suit, for example, cost about 42,000 yen, women's - 26,000, men's leather shoes - 12,000, women's - 9,000 yen. Durable goods are also quite affordable: refrigerators -240 thousand yen, washing machines - about 40 thousand, air conditioners - 160 thousand, color TVs - 60 thousand yen. In addition to the basic salary, employees receive cash bonuses ("bonuses") twice a year (summer and winter), the amount of which depends on the performance of the company. The system of "bonuses" is widely practiced not only by large firms, but by many medium and even some small enterprises. Naturally, the size of "bonuses" at large enterprises is much higher. The value of these one-time payments at enterprises employing more than 30 people reaches an average of three and a half monthly salaries (Table 3).

Table 3

The average size of "bonuses" at enterprises with the number of employees

For this amount, you can buy, for example, a new small car. At some large enterprises, the total amount of summer and winter "bonuses" in some years reaches 4 or even 6 monthly salaries.

4.2 Lump sums

An effective incentive is the provision of material assistance to employees in the form of various lump-sum benefits - for housing, some types of utilities, food, clothing, transport, cultural and medical needs. These benefits are of a one-time nature and are paid only in exceptional cases, being, in fact, a kind of charitable assistance.

Due to the charitable nature of such benefits, it is difficult to estimate their size, but conversations with employees of large Japanese enterprises suggest that in most cases they are quite significant.

Particularly important are the various types of housing allowances. Due to the constant rise in land prices, which increases the cost of housing construction and its rental, almost all large companies are building their own residential buildings. A significant part of the apartments in them is provided to employees free of charge or for a minimal fee. Along with this, in recent years, the issuance of special long-term loans by companies to anyone who wants to build their own housing has become noticeable.

4.3 Severance pay

Employees of large companies receive a prearranged lump sum payment in the form of severance pay upon retirement at retirement age. This is either a special lump sum or an amount equivalent to an earned pension. In practice, the vast majority of large enterprises pay both amounts at the same time. These payments do not require any advance contributions from employees, but are made free of charge at the expense of the enterprise's profits. The only condition that gives the right to receive such payments is a continuous work experience in this enterprise for at least 20 years.

The amount of severance pay (a lump sum plus an amount equivalent to a pension) depends on both the length of service (but not less than 20 years) and the level of education of the employee. Its average value at large enterprises is estimated, as a rule, in tens of millions of yen, reaching 26-50 monthly salaries, or two-four annual ones (Table 4).

Along with the intra-company system of severance pay, there is also a number of other nationwide types of social insurance, which without fail cover all enterprises employing 5 or more people. Thus, there is a comprehensive national system of social insurance, including both social insurance itself (payment of various benefits) and pensions.

Table 4

Average severance pay for large enterprises in Japan

We are talking about insurance and pensions for old age, disability and survivors; sickness, pregnancy and maternity insurance; unemployment and industrial accident insurance. Unlike intercompany severance pay systems, all these types of insurance are paid. Insurance funds are formed from the mandatory monthly contributions of the insured themselves, the enterprise and the state.

4.4 Profit sharing

Employees of large enterprises are given the right to participate in the company's profits by acquiring its shares. However, not everyone can take advantage of this opportunity due to both objective and subjective reasons. This is due to the fact that the country does not stop the process of concentration of shares in the hands of various legal entities, including banks, financial institutions, insurance companies, trade and industrial enterprises. As a result, the proportion of individual shareholders in the total number of shareholders is declining from year to year, although their absolute number is growing.

In addition, many employees, fearing risk and not believing in a 100% guarantee of decent dividends, prefer to keep their savings in reputable banks and other savings institutions that they consider reliable.

However, having even a small number of shares in "their" company, employees feel involved in the results of its activities.

In general, the Japanese experience of economic stimulation of the labor activity of hired personnel can be useful to Russian enterprises in the course of reforms.

4. Theory of labor motivation in the West.

In the practice of the American firms Ford, General Motors and others, various methods of motivating and humanizing labor are used. Many of them are related to financial incentives. The so-called analytical wage systems are often used, the peculiarity of which is a differential assessment in points of the degree of complexity of the work performed, taking into account the qualifications of the performers, physical effort, working conditions, and others. At the same time, the variable part of wages, which acts as a reward for improving product quality, increasing labor productivity, and saving raw materials, reaches 1/3 of wages.

Various forms of participation of workers in the distribution of profits are used. To solve production problems, quality circles and joint commissions of workers and administration are formed, which make decisions on material incentives for workers depending on their contribution, including in increasing labor productivity.

Financial incentives are practiced in various forms. Great distribution in the British firms received encouragement in the form of gifts. So, in the company "British Telecom" they are awarded with valuable gifts and travel vouchers. The awarding procedure is carried out in accordance with the success achieved: at workplaces, at public events and celebrations. This allows you to popularize achievements in the field of improving the efficiency of its quality, which previously went unnoticed.

The systems used by industrial firms to motivate employees through promotion can be reduced to rotation based on personal qualities and length of service. The first is more often used in US enterprises, the second is typical for Japan.

One of the forms of motivation that has found wide application in the practice of foreign and domestic enterprises has been the introduction of flexible work schedules. At the beginning of the 90s, public institutions in Oxfordshire (Great Britain) experimentally introduced a new form of labor organization that gives employees a significant degree of freedom - the ability to work both at the workplace and at home, depending on the specific duties of the employee and the agreement between him and his leader. In some cases, the number of hours spent in an institution is negotiated in advance. Specific hours can be assigned for the gathering of all employees of the unit for the exchange of information, familiarization with new tasks. This mode is also recommended for leaders. So, the contract of the head of accounting of one of the institutions assumes the following distribution of working time: 75% (30 hours per week) - in the institution, 25% (10 hours per week) - at home. The head of the accounting department at home mainly works on the computer, checks the digital data of financial documents, and in the institution participates in meetings and does other work that requires contact with employees.

Work that is done only at home at the computer is called telework. Its main drawback is isolation, however, for some categories of workers, who are also burdened with family responsibilities, this form of labor organization is preferable.

The experiment lived up to expectations and was picked up by other companies. British Telecom predicts that by the year 2000 teleworking will employ about 15% of the workforce. If this forecast comes true, the effect will be enormous: the number of cars on the roads will be reduced by 1.6 million units, and gasoline will be burned by 7.5 billion liters less, firms will save 20 thousand pounds sterling (about 33 thousand dollars) per year on each employee, and the employees themselves will save an average of £750 a year in gas and travel costs.

One of the effective methods of motivation is the creation of self-managed groups. As an example, we can refer to the experience of the American company "Digital Equipment", where such groups are formed in the department of general accounting and reporting, which is part of one of the 5 financial management centers. The groups independently decide on the issues of planning work, hiring new employees, holding meetings, and coordinating with other departments. Members of the groups take turns attending meetings of company managers.

In the West, there are many theories of labor motivation. For example, the theory of D. McKieland focuses on the needs of the highest level: power, success, involvement. In different people, one or the other of them can dominate. Power-oriented people show themselves as frank and energetic individuals who strive to defend their point of view, not afraid of conflict and confrontation. Under certain conditions, high-level leaders grow out of them.

People who are dominated by the need for success, as a rule, are not inclined to take risks, they are able to take responsibility for themselves. For such people, the organization should provide a greater degree of autonomy and the opportunity to see things through to the end.

Motivation based on the need for involvement is typical for people interested in developing personal ties, establishing friendships, and helping each other. Such employees should be involved in work that will give them the opportunity to communicate widely.

5. Analysis of the economic activity of the Metropol Hotel.

Over the past period after the overhaul, the Metropol Hotel has been increasing the volume of services provided.

The economic indicators of the enterprise over the past few years are given in Table. one.

Table. one.

Economic indicators of the Metropol Hotel

Graphically, this can be represented as follows (Fig. 1).

Rice. 1 Dynamics of economic indicators.

When analyzing the structure of production costs, the proportions of individual types of costs in the total amount are determined. The most common cost elements are material (raw materials and materials, fuel from outside, energy from outside); labor costs for wages, costs for the preparation and development of production; overhead and general business expenses; expenses for the preparation and development of production, deductions to the budget for social needs; business expenses; other production expenses.

To analyze the cost structure, an analytical table 2 is compiled. The data in the table show that some changes have occurred in the structure of production costs.

Table 2.

Cost analysis for the production of the Metropol Hotel

amount, mln USD

amount, mln.

amount, million dollars
last year, with a plan,

1. Raw materials

2. Fuel and energy

3.Salary of workers

4. Deductions to the budget from funds for wages

5.Expenses for the preparation and development of production

6. General production and general business expenses

8.Other production costs

Cost elements	For the previous period		According to the plan for reporting year		In fact, for the reporting		Change in actual specific gravity,%

Influence of the motivation process on labor productivity. Influence of motivation on labor productivity of workers in the coal industry

Organization of the process of labor motivation in post-crisis conditions. Analysis of the form and system of wages. Characteristics of effective and ineffective behavior of employees in the organization. Influence of personnel motivation and stimulation on work efficiency.

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