A motive is an impulse to act in order to satisfy a particular need. Motivation: a source of strength for action The problem of reducing the incentive

1. Theories of motivation, their characteristics
2. Types, types and levels of motivation

Motivation is a complex psycho-physiological state, which is characterized by a set of dynamically hierarchized human motivations for a particular activity. The difficulty in considering this problem lies in the fact that any activity - be it work, knowledge, communication, etc. - is polymotivated. It is motivated not by a single motive, but by their combination. Some motives complement each other, some are in conflict. They sometimes reinforce each other, sometimes they distort the activity of a person, which, in the end, makes it difficult for him to determine why he acted this way and not otherwise. Moreover, many motives are not realized by a person. Therefore, it is pointless to build a motivational process in an organization, relying only on individual components of a complex motivational complex.

In order to construct a motivational complex more adequately, let us consider the point of view of B. V. Kharazishvili, who analyzed motivation from the point of view of its components. He reasoned as follows. A prerequisite for human behavior, the source of his activity is the need. Needing certain conditions, a person seeks to eliminate the deficit that has arisen. The emerging need causes motivational excitation (of the corresponding nerve centers) and induces the body to a certain type of activity. At the same time, all the necessary memory mechanisms are revived, data on the presence of external conditions are processed, and on the basis of this, a purposeful action is formed. In other words, an actualized need causes a certain neurophysiological state - motivation.

Thus, motivation is the need-conditioned excitation of certain nervous structures (functional systems) that cause directed activity of the organism.

The admission to the cerebral cortex of certain sensory excitations, their strengthening or weakening depends on the motivational state. The effectiveness of an external stimulus depends not only on its objective qualities, but also on the motivational state of the body (having quenched the passion, the body will not respond to the most attractive woman).

Hence, need-conditioned motivational states are characterized by the fact that the brain at the same time models the parameters of the objects that are necessary to satisfy the need, and the schemes of activity for mastering the required object. These schemes - programs of behavior - can be either innate, instinctive, or based on individual experience, or newly created from elements of experience.

The implementation of activities is monitored by comparing the achieved intermediate and final results with what was pre-programmed. Satisfying a need relieves motivational stress and, by evoking a positive emotion, “affirms” this type of activity (including it in the fund of useful actions). Dissatisfaction of needs causes a negative emotion, increased motivational tension and, at the same time, search activity. Thus, motivation is an individualized mechanism for correlating external and internal factors that determines the behavior of a given individual.

In the animal world, modes of behavior are determined by the reflex correlation of the external environment with actual, vital organic needs. Thus, hunger causes certain actions depending on the external situation. In human life, the external environment itself can actualize various needs. So, in a criminally dangerous situation, one person is guided only by the organic need for self-preservation, another is dominated by the need to fulfill civic duty, the third - to show prowess in a fight, to distinguish himself, etc. All forms and methods of a person’s conscious behavior are determined by his relationship to various parties reality. The motivational states of a person differ significantly from the motivational state of animals in that they are regulated by a second signaling system - the word. From here we move on to the types of motivational states of a person.

Motivational states of a person include: attitudes, interests, desires, aspirations and drives.

An attitude is a stereotyped readiness to act in a certain way in an appropriate situation. This readiness for stereotypical behavior arises on the basis of past experience. Attitudes are the unconscious basis of behavioral acts in which neither the purpose of the action nor the need for which they are performed is realized. The following types of installations are distinguished:

1. Situational-motor (motor) installation (for example, the readiness of the cervical vertebrae to head movement).

2. Sensory-perceptual set (waiting for a call, highlighting a significant signal from the general sound background).

3. Socio-perceptual attitude - stereotypes of perception of socially significant objects (for example, the presence of tattoos is interpreted as a sign of a criminalized person).

4. Cognitive - cognitive - attitude (the prejudice of the investigator regarding the guilt of the suspect leads to the dominance of accusatory evidence in his mind, exculpatory evidence recedes into the background).

5. Mnemic installation - installation on memorization of significant material.

The motivational state of a person is a mental reflection of the conditions necessary for the life of a person as an organism, individual and personality. This reflection of the necessary conditions is carried out in the form of interests, desires, aspirations and drives.

Interest - a selective attitude to objects and phenomena as a result of understanding their meaning and emotional experience of significant situations . The interests of a person are determined by the system of his needs, but the connection between interests and needs is not straightforward, and sometimes it is not realized. In accordance with the needs, interests are divided by content (material and spiritual), by breadth (limited and versatile) and sustainability (short-term and sustainable). Direct and indirect interests also differ (for example, the interest shown by the seller to the buyer is an indirect interest, while his direct interest is the sale of goods). Interests can be positive or negative. They not only stimulate a person to activity, but they themselves are formed in it. Human interests are closely related to his desires.

Wish- a motivational state in which needs are correlated with a specific subject of their satisfaction. If the need cannot be satisfied in a given situation, but this situation can be created, then the direction of consciousness to create such a situation is called aspiration. Striving with a clear idea of ​​the necessary means and methods of action is the intention. A kind of aspiration is passion - a persistent emotional desire for a certain object, the need for which dominates all other needs and gives an appropriate direction to all human activity.

The predominant aspirations of a person for certain types of activity are his inclinations, and the state of obsessive attraction to a certain group of objects is drives.

Motivational states mobilize consciousness to search for appropriate goals and make a specific decision. The adoption of a decision on a specific action is connected with the awareness of the motive of this action, with the conceptual modeling of its future result. A motive is an argument in favor of a chosen action, a conscious motivation to achieve a specific goal, a necessary element of a conscious, volitional, deliberate action.

So, the concept of motivation includes all kinds of motives of human behavior. Motive is a conscious element of motivation.

It is necessary to distinguish between concepts "motive" and "motivation". Motivation - this is a general motivation for activity in a certain direction. The most elementary form of motivation is drives - experiences of unconscious needs, predominantly of a biological nature. attraction do not have a specific focus and do not give rise to a specific volitional act. The general contours of goals are formed at the stage of desires, but desires are not yet associated with decision making. At the next stage of preaction, at the stage of aspirations, a person decides to act in a certain direction in a certain way, overcoming certain difficulties. At the same time, the conditions and means of achieving the intentions that have arisen, the possibilities of their implementation are considered. As a result, the intention to perform a certain action is born.

Human behavior is activated by a wide range of urges that are a modification of his needs: inclinations, interests, aspirations, desires, feelings. Concrete human actions are realized in the system of concepts. A person understands why this particular goal should be achieved, he weighs it on the scales of his concepts and ideas.

Motivations to activity in a certain direction can be positive and negative feelings: curiosity, altruism, selfishness, self-interest, greed, jealousy, etc.

However, feelings, emphasizes B. V. Kharazishvili, being a general motivation for a certain kind of action, in themselves are not a motive for actions. Thus, selfish aspirations can be satisfied by various actions. A motive is the closure of an impulse to a specific goal. There can be no conscious, but unmotivated actions.

Applied to management Motivation is the process of motivating employees to work. Any leader, if he wants to achieve the effective performance of his subordinates, must not forget about the incentives for them to work.

Motivation is the process of creating a system of incentives to achieve the goals set for the employee on the basis of taking into account and using his needs, value orientations, beliefs, worldview.

N. K. Semenov emphasizes that one can draw a conclusion about motivation only by observing the behavior or statements of people who represent a resource that is fundamentally different from all others that the manager manages.

Human activity in enterprises and organizations has a target character, moral value, which has a significant impact on the manners and behavior of the individual at work. Attitudes towards managers are formed under the influence of the microclimate in labor collectives, personal problems and other factors that are vital for the employee and have a great impact on his motivation.

The difficulty of identifying the feelings and emotions of a person is also explained by the fact that each person is a unique individuality. Each of them is the result of the evolution of many factors that are a unique combination that characterizes a particular person.

The effectiveness of any specific impact on workers depends on the individual and the particular situation that has arisen. Ideally, managers should study subordinates so well that they can match their working methods and approaches to employees with their individual qualities. Studies of people's behavior show that they tend to be more similar to each other, especially in the field of motivation needs and motives of behavior (Robin Stekhan. Management. M., 1991. S. 427.).

If a manager prefers to use in managerial activity more the idea of ​​similarities in motivation, rather than differences among employees, then there is a greater chance of achieving success in production activities. This does not mean that the personal interests of the individual will be rejected. Knowing about individual needs and demands, in the management of the primary level there is a real opportunity to take into account these differences and link them with the main, general trends in the development of the motivation of the employees of the unit.

The conciliatory approach in primary level management is based on the similarity of motives to a much greater extent than on their difference, and is more preferable for strengthening the motivation of workers and improving production activities. A conciliatory approach also contributes to the cohesion of the work team and creates a sense of belonging to a single team.

Quite often, motivation is seen as something that one person can give to another or do, perform for him. Managers sometimes talk about the conditions for giving employees the right to motivation or the condition to motivate them. However, the positive motivation of employees is not very easy to achieve, as it reflects an internal stimulus or impulse. Motivation cannot be ingested from the words of others or injected intravenously. It originates within a person.

A person is motivated when he is willing to follow the path that is being stimulated. Ultimately, motivation is a critical factor in the success of an organization. This is a category that is supported by numerous studies. The theories and ideas for understanding motivation discussed in this paper are fundamental in nature and have been presented in many publications. The largest number of interpretations is devoted to convergence, similarity of motives, and not differences.

2.

Most psychologists who study the behavior of people of personality are absolutely convinced that their behavior is justified, targeted, motivated. In other words, there is always a reason on the basis of which a person acts (choosing a path that, in his opinion, is rational; common sense, lack of control, etc.).

People are constantly striving to value anything that matters to their own needs and how they see themselves in their environment. Often it is impossible to directly realize why a person behaves the way he does. But even in this case, there are subconscious motives that determine a person's behavior in a particular situation (David Martin. Management. M, 1991, p. 446.)

For many millennia, employers have been able to influence employees to speed up the performance of labor operations while achieving the goal of an enterprise or organization. The traditional, simple, but quite rational method of motivation in the pre-market era was the "carrot and stick" method, based either on rewards or punishments. This method sometimes still gives a good result, but its effect is usually short-lived.

Human behavior is always motivated, and it can be implemented with enthusiasm and enthusiasm in the implementation of productive, creative activities, and it can also manifest itself in avoiding work for various reasons. Any activity is based on a certain motive of behavior, which should be understood as active driving forces that determine the choice of a particular action by a person depending on a particular situation.

The manager is always interested in the conditions under which the employee is motivated to work after receiving a specific task. He needs to know what compels the employee to strive vigorously to complete the task, regardless of the many difficulties in the process of achieving it.

Comprehensive studies of labor motivation were carried out in the 20s. in the USA during Hotor some experiments of the Western Electric company, as a result of which the main conclusion was made - employees like to feel their importance in the labor process, which is true and relevant at the present time (Lyubimova M.G. Management - the path to success. M., 1992, p. 13.)

In the same period, a lot of research work on the study of labor motivation was carried out by Soviet economists: Gastev A.K., Zhdanov L., Podgaetsky V.Ya., Strelbitsky S.D.

Gastev A.K. in 1920 organized the Central Institute of Labor (CIT) in Moscow and led it for almost 20 years. In his writings, he explored the problems of labor organization and management. He paid special attention to the study of such important aspects of labor as technical, psycho-physiological, pedagogical, and economic. In the latter, he primarily singled out samples of economic stimulation of labor.

Zhdanov L., being an employee of the Taganrog Institute for the Scientific Organization of Production, developed a management methodology, paying attention in his research to the creation of a direct and clear system of material interest of workers in the results of their work.

Many researchers believe that, along with material interest, the strongest motivating factors are the atmosphere of friendly cooperation of all employees, the production mood created by the management apparatus, love for one's work, realized on the basis of abilities and inclinations.

Some scholars believe that the main motives that actively influence the behavior of an employee are material and moral circumstances, the appropriate amount of wages, and its timely payment; the interest of employees in the income of the enterprise; hygienic working conditions - a bright room with clean air, normal temperature conditions and air humidity of 40-70%; care of the management about the material and social needs of employees; constancy of personnel; favorable psychological atmosphere in the team; moral encouragement; promotion, etc.

It is the leader who must create such an environment in the team that would stimulate the employee to highly productive work based on the growth of material well-being and the increase in his position in the hierarchical ladder of the enterprise.

Unfortunately, the rejection of the NEP at the end of the 20s. in the USSR and the transition to the administrative-command system of managing the country's economy in the next six decades did not allow the development of the theory and practice of labor motivation inherent in a market economy.

Nevertheless, the studies of Soviet scientists in the field of economic, social, psychological aspects of labor had a positive impact on the development of motivation theories developed at different times by economists, sociologists, psychologists, lawyers, entrepreneurs in many countries of the world.

In a market economy, entrepreneurs, managers, and specialists strive to create a long-term, decades-long system of employee motivation. This approach makes it possible to successfully implement any strategic and long-term tasks for the development of enterprises for their more successful functioning in the post-industrial era. Currently, motivation theories are divided into two groups - substantive and procedural. The first one includes the theories and studies of A. Maslow, K. Alderfer, David McCleland, Frederick Herzberg.

The essence of theories based on the content approach is that people have a motive to satisfy specific, well-defined and more or less foreseen needs.

A. Maslow's theory

The famous psychologist Abraham Maslow developed the concept of a hierarchy of needs. According to his approach, needs are ranked from lowest to highest on a priority basis. They usually overlap and are interconnected, and they can also be grouped into five blocks.

Maslow's theory of the hierarchy of human needs implies that people mainly seek to satisfy them in a certain sequence, taking into account the importance for the maintenance of life. As long as the lower level or primary needs are not satisfied, a person has little desire to move to another level. And when one level of needs is more or less satisfied, only then does a person concentrate his efforts to meet the needs at the next level, and at the same time new motives for his behavior are formed. Maslow believed that the realization of the needs of a lower level for a certain time frees a person, at least for a while, from the worries and efforts at this level.

At the first level, there are physiological (or biological) human needs that everyone needs to fulfill: food, housing, rest, recuperation, and others. In fact, every worker considers work to be a means of meeting these fundamental needs. The salary should allow a person to satisfy vital needs with a sufficient level of comfort.

Once physiological needs are actually satisfied, other needs come to the fore. The need for security is to protect everyone from external threats and protect from the worries and insecurities in life.

Most workers want to have a sense of security or control over the future. In this regard, many employers offer a range of costs for various activities, such as medical needs, pension costs, hospital maintenance, life insurance, disability. Employers in the plans include measures to protect employees from various unexpected events.

Salaries and incomes should provide a set of measures in firms for workers to protect both physiological needs and safe life. At the same time, these measures enable the firm to compete in the labor market by attracting the most competent workers to the enterprise.

Many scientists note that group motivation can have a powerful impact on the behavior of workers in a production situation, both in negative and positive directions. For example, several employees may, after consulting, perform work in a way opposite to that indicated by the manager, and at the same time feel like an informal group.

Positive motivation can have a powerful effect on helping a manager achieve above-average performance that is exceptional for other employees. The latter result is much easier to achieve in several workplaces and more difficult in others. In addition, some employers appreciate or support their employees' out-of-service social or athletic performance, which helps them meet their social needs and be loyal to organizations as a whole.

Closely related to the social need is the need for respect and self-respect, which means that each person has an interest in evaluation, achievements. This need can be complex, as it is associated with the desire of the individual for self-affirmation and its significance. Unfortunately, not every job provides an opportunity to meet this need. Often a manager can see the direction in which the most significant labor needs of the individual can be satisfied.

At the highest level is the human need for self-realization. This is the most important need that most people strive to achieve throughout their working lives. It includes the desire to realize the abilities and potentialities of the individual on the basis of a creative approach and spending time to achieve the desired goal within the limits of all its forces.

Hypothetically, the highest level of needs cannot be achieved until the individual realizes his full potential. Thus, these needs theoretically persist throughout a person's life, and it is possible that they will never be achieved even with his greatest efforts.

There are many types of work in which a person comes to disappointment faster than he fully reaches the highest level of self-realization. It is known that some production and managerial work is routine and monotonous. In this case, workers must seek self-assertion in everyday work, sports, self-education, and even family relationships.

Theory of K. Alderfer

Slayton Alderfer was a kind of critic of the theory of motivation, who proposed to reveal motivation with the help of three basic needs (Prokushen E. F. Management. M., 1999. P. 45.):

The desire for physical well-being, health - the need for existence;

The desire for satisfaction in interpersonal relationships - the need for communication;

The desire for long-term growth and development is the need for a career.

Despite a certain similarity between these two theories, the following differences between Alderfer's theory of motivation and Maslow's theory are noticeable:

Quite often, workers who have not achieved the successful realization of lower needs quite successfully solve problems related to higher needs;

The promotion of an employee up the career ladder does not always lead to the satisfaction of the needs of the individual;

If a worker has failed in his career, then very often he may be pursued by failures in the performance of any work at lower levels.

Alderfer's theory of motivation, in our opinion, quite constructively complements Maslow's five-level theory of needs.

Alderfer's three-level model does not adhere to strict regulation in the consistent implementation of needs within each of the levels. The sequence of realization of needs at a particular level depends on the priorities of the individual. For example, young people usually give more preference to social needs compared to the needs for respect, self-respect, and only with age does the reverse preference become established.

Although the five-step hierarchy of needs model is more refined and accurate, many managers prefer to use the three-level model of the human needs hierarchy. Of course, in life, the variety of needs is much wider than those outlined in Maslow's model. It is only known that almost all people first of all seek to satisfy the needs of the lower level, and only then they move on to the realization of the needs of the higher level (Killen K. Management Issues. M., 1998. P. 23.).

One of the authoritative content motivational theories is the theory of David McCledand, based on taking into account such needs of higher levels as power, success, involvement. From McCleland's point of view, the need for power manifests itself in the form of a desire to influence, influence other people. Individuals with a need for power, as a rule, frankly and vigorously defend their desire for leadership, their initial positions, expressing their intention to lead a group, a collective.

The need for success is located between the need for respect and self-realization according to the theory of A. Maslow. People with a great desire for success avoid increased risk, boldly take responsibility in solving various problems and overcoming obstacles that hinder the achievement of the goal. They are proactive and consistent in getting things done.

Motivation, based on the need for involvement, is manifested in the desire of the individual to establish friendships, help others, cooperate, and establish constructive interpersonal relationships.

The manager can and should ensure that the need for belonging is satisfied by involving subordinates in work that will maximize the opportunities for communication.

Theories or models of the hierarchy of human needs are rated as very useful, although the complexity of the individual is so great that care must be taken when interpreting and using these models or explaining all aspects of human behavior. Be that as it may, managers can use needs hierarchy models as a starting point for assessing, capturing those needs that are most important for understanding motivation.

One of the main problems of managers is understanding the needs of employees, which allows them to get job satisfaction when performing it at a high level.

Ultimately, all motivational actions are essentially personally oriented, which allows an experienced manager to influence a subordinate on the basis of an individual approach in order to improve performance, while ensuring the realization of the personal needs of employees.

At the current stage of economic development, most workers hope for a good salary and long-term promising activities. In such circumstances, the key to positively motivating employees may lie in better satisfying the needs of the highest level of the individual. However, at the same time, managers should not forget that better incomes, favorable working conditions, and regular pay do not guarantee a high quality of work.

For many, these factors play a secondary role in their daily motivation. Paradoxically, but often negative motivation, which is quite widespread at the present time, is characteristic of highly paid and socially protected workers.

Actions or conditions that do not allow for the satisfaction of personal needs ultimately lead to dissatisfaction and frustration. Thus, when needs are not met at work, many workers resort to behaviors that are unfavorable to the work process and the organization. A typical approach to the work of a frustrated worker is that he seeks to avoid intense activity. This leads to the fact that employees will mediocrely perform their duties. They see the satisfaction of needs only through the prism of salary.

Another approach to work with negative motivation, adopted in management, is called feigning behavior. Such workers are looking for a reason to constantly be distracted from work, to violate the established labor system. They are often absent, late, break the rules, try to create controversial, conflict situations.

Another part of the workers, dissatisfied with their position, begins to behave aggressively, which, in the end, leads to the need for dismissal. Forms of aggressive behavior are incorrect self-esteem, vandalism, theft, fights, irascibility. When the situation becomes restless and tense in the team, the manager is forced to fire people who create an unconstructive environment in the unit with negative actions of this kind.

Obviously, these types of reactions in work situations are undesirable and must be prevented. Losses due to employee turnover, absenteeism, lateness, poor quality work and other violations of the labor regime can be quite large in the organization.

Before confronting manifestations of negative motivation, the manager must help employees cope with a threatening, frustrating situation, find a source of problem solving and create opportunities for positive motivation.

Theory of F. Herzberg

In this case, the motivational-moral theory, sometimes called the two-factor theory of motivation, developed mainly by Frederick Herzberg, can be of great help to the manager. Herzberg's research shows that a number of factors that managers commonly use to motivate people indicate their dissatisfaction with a particular situation to a greater extent than they are used as positive influences.

Herzberg and others have conducted numerous studies in which respondents were asked to describe events and circumstances that influenced their attitudes and feelings about work, for good or bad. Other questions reflected the depth of their feelings, the direction of emotions and feelings, revealed the type of situations that mobilized or frustrated workers.

Similar studies were conducted with employees of various companies in various industries, including management personnel at various levels and specialists. It is noteworthy that the general meaning of the research results turned out to be practically ...

"HR officer. Personnel management", 2008, N 1

The success of an organization is determined by its employees. Productive work brings satisfaction to a person and causes a desire to work more productively, so the motivation mechanism plays an important role in the process of business development of a modern organization. Motivation is the driving force, the desire of a person to do something.

From the point of view of psychology, motivation is an attraction or need that encourages people to act with a specific goal. This is an internal state that energizes a person, directs and supports his behavior.

From the position of management, motivation is the process of inducing a person or a group of people (employees) to activities aimed at achieving the goals of the organization.

What is a motive from the point of view of economic science? First of all, a motive is a form of manifestation of a need, and a need already realized, a need that has been formed under the influence of external conditions and at the same time is an incentive to activity.

From the point of view of economic science, the logical scheme that characterizes

activity structure will look like this: needs

--> motives --> interests --> incentives.

Thus, ultimately it is about the realization of interests, but the same motives will be the central link between needs and incentives.

In other words, motives are a dialectical unity of needs and incentives:

1) forms of manifestation of needs + 2) conscious needs + 3) internal needs.

Without a need, there is no motive, but even without a stimulus, a motive also does not arise due to the lack of conditions for the realization of the need itself. If a motive is an internal need of a business entity, then an incentive is its external expression. Incentives are those external conditions that are created by the economic entities themselves for the more successful realization of their own needs.

It seems that the strongest and most stable motives arise only when incentives, being objective conditions of activity, develop into subjective interest, the latter into personal need. Such a motive should be formalized for a business entity as a goal.

The motives are exceptionally varied and mobile. Incentives are more stable and have a regulating effect on needs.

In the conditions of market relations, the system of motives for human activity is a complex biosocial organism, which is based on the needs, interests, values ​​of a person.

The incentives for labor activity are only a reflection of the external environment in which the system of motives for human activity is formed. They, as well as the needs, interests, values ​​of a person, are built into the mechanism of motivation of his work.

The mechanism of labor motivation is an interconnected and interdependent system of socio-economic factors that forms production relations between business entities seeking to achieve their goals in the process of various forms of activity. The essence and structure of the mechanism of labor motivation and education is shown in fig. one.

The mechanism of motivation for work and education of personnel

┌──────────────────────────────────────────────────┐

│ The mechanism of labor motivation and education │

└───┬──────────────────┬───────────────────────┬───┘

┌───┼───┐ ┌───┼───┐ ┌───┼───┐

\│/ \│/ \│/ \│/ \│/ \│/ \│/ \│/ \│/

┌──────────────────┐ ┌────────────────────┐ ┌───────────────────┐

│ Motivational │ │Motivational models│ │ Educational │

│ business models │ │ intelligence │ │ system │

└──────────────────┘ └────────────────────┘ └───────────────────┘

\│/ \│/ \│/

influence influence forms

on ability on intellectual intellectual

to activity ability ability

\│/ \│/ \│/

┌───────────────────┐ ┌────────────────────┐

│ Abilities │ │ Intellectual │

│ to activities │ │ abilities │

└───────────────────┘ └────────────────────┘

│ exchange │

\│/ abilities \│/

┌───────────────────┐

│Ability to work│

│ and education │

└───────────────────┘

The mechanism of labor motivation is formed at all levels - the state, enterprise, individual, and all levels are closely interconnected, exerting mutual influence on each other. An effective mechanism of labor motivation can be created only on the basis of taking into account the personal interests and social needs of people. The mechanism of labor motivation combines motivational business models that affect the ability to work, motivational models of intelligence that affect intellectual abilities and an educational system that forms intellectual abilities.

In any economic system, in the mechanism of labor motivation, a person (and his interests) is both the subject of this mechanism and its object. Given the importance of developing the abilities of the individual, the educational system should be organically included in the mechanism of labor motivation at all levels. The system of motives, incentives for human activity and the totality of his needs are most often considered from the point of view of labor behavior. The orientation of this categorical apparatus into the internal sphere of the functioning of business development does not occur, and this reduces the effectiveness of its functioning. An important component of the motivational business model is the task of personal self-realization. So, in the Japanese system of personal management, there are three main aspects of personnel training:

Managerial - the acquisition by employees of the knowledge and skills necessary for the successful functioning of production and the prosperity of the enterprise;

Personal - self-affirmation and self-realization of employees as a result of professional growth and career advancement;

Social - the socialization of the individual and the expansion of its contribution to the development of society.

Such training increases the flexibility of employees, ensures their adaptation to changing conditions, susceptibility to mastering new technologies and forms of work. The spiritual, moral principle of labor is becoming a priority for the most civilized countries of the world, and today it is already advisable to talk not about the motivation of labor as such (this is rather relevant at the company level), but about motivation at the macro level of all socially useful human activity. Non-market resources, such as the ability of business entities to empathize, mutual assistance, a sense of belonging to a common cause (idea), and their skillful inclusion in the structure of the motivation mechanism at any level can increase the effectiveness of this mechanism without additional material costs.

Today, there is an expansion of both the "horizontal" set of operations, that is, the introduction of a wide variety of work within the framework of a function of the same kind, and the "vertical" set of responsibilities, that is, ensuring greater autonomy of employees in the performance of the assigned task, including some planning and planning functions in their duties. control over the quality of their own work. Traditional forms of participation of workers in management: participation in "quality circles", the work of scientific and technical councils, parity representation of workers in the supervisory boards and the company's board.

Innovative structures are embodied in the use of the design principle of construction. Its essence is to combine part of the material, human and financial resources of the organization within the framework of project teams focused on solving specific problems: from solving a particular scientific and technical problem to creating a new type of product.

The project team can be formalized as an independent element of the enterprise (center, department, etc.), a subsidiary, or exist as a temporary creative team. Modification of project groups are centers for the development of new business areas ("strategic business units", "strategic business centers", "profit centers").

Factors blocking innovation include:

1) barriers to the organization (the degree of compliance of innovations with the existing organizational system, norms of behavior, weak support from top management, excessive centralization);

2) communication barriers (underdeveloped communication network);

3) competence barriers (experience, knowledge and skills of employees);

4) psychological barriers (innovations are perceived as a threat to the usual state).

The factors contributing to innovation include: the presence of a creative and exploratory atmosphere in the team, support from top management, provision of the necessary resources, provision of due freedom in the development of innovations, an effective communication system, provision of meaningful business information, availability of a system for staff development and retraining , creating an atmosphere of trust and receptivity to change, etc.

Innovations are an immanent component of entrepreneurship, always inherent in market relations, accompanied by competition. Innovation is a combination of rationality and irrationality. Creativity is the engine of innovation, the "primary resource" of entrepreneurship in a market economy. The opinion that innovative activity lies in the field of free creativity and is spontaneous is erroneous. This activity must necessarily be organized on a systematic basis. The organization of innovation management - an international model of intelligence - is an important condition for the intensification of development. To be an innovator is to anticipate future prospects. In the literature, there are a variety of interpretations of the concept of "foresight": mental pictures of the desired future; a positive vision of the future state of affairs; an idea that comes to a person in the form of a creative insight, etc. Foresight is always directed to the future. Foresight is not limited to the real area. It can contain the ideals and dreams of an entrepreneur, reflect his creative possibilities. In foresight, it is customary to distinguish between prediction, forecast, and conjecture.

If an enterprise makes a choice and combination of resources better, more original and faster than its competitors, then it is guaranteed ultimate market success and a leading position. If the enterprise succeeds, then the resources take the form of "key concepts" (an original, especially effective combination of resources). The key competencies of an enterprise include, first of all, the potential of their employees.

Economic motivation requires that people both produce the goods and services they wish to consume and earn an income equivalent to their contribution to production. Employment alone is not enough, because the labor share of income from production cannot ensure the consistent rise in living standards that technology makes possible. Labor produces the maximum means of subsistence. Capital is capable of producing wealth. Labor is temporary; capital work provides lifetime employment.

As an example of a motivational business model, consider the Profit sharing model. Motivational business model Profit sharing ("Percentage of profit") is an established world practice. Many companies use this form of motivation, which consists in the distribution of profits in equal shares among all participants in the program. The essence of this program is as follows. The company at the beginning of the year announces its plans for the whole year and determines that if the net profit after payment of all taxes exceeds a certain amount, then a certain percentage of this profit will be equally distributed among all participants in the program. Members are considered to be full-time employees working in the company on a certain date. The paid part of the profit is divided among employees in equal shares, regardless of the position, position, position and status of the person. Thus, the work of each depends on how profitable the company will be at the end of the year. The top management of the company and some other high-ranking managers do not participate in the Profit sharing program. Other compensation and motivation programs are provided for them, for example, options. The motivational business model of Profit sharing contributes to strengthening the corporate culture: a magazine, a newspaper are published, a lot of information is posted on the Internet. As a result, the image of an innovative company is maintained, the problem with the selection of personnel and the maximum use of its potential in the direction of increasing the level of creative activity and rationalism is solved. As part of the model, new motivational and compensation programs are constantly announced and implemented, aimed at assessing the company's performance. Each employee's compensation package consists of three parts: salary, bonuses and payments based on the company's performance. But in addition to compensation, some methods of non-material motivation of staff are also used, for example, a competition is held to determine the best employee who is given a gift. For example, the motivational program, based on the results of each employee's work during the year, determines "honorary beekeepers" (usually there are no more than ten of them per year in a corporation). A special sign was invented for them - "diamond bee". And there is a Board of Honor, on which all the "diamond bees" are posted. This strengthens the corporate culture and increases the level of motivation. If people are ready to constantly exchange ideas, are passionate about their work, and are led by leaders who can quickly accumulate potential, then the team will always work at the highest level. Today, the leaders of successful companies understand that nothing is permanent except change. Common features of methods for motivating innovative activity in the framework of creative activity:

Creation of an innovative climate in the organization, a special creative atmosphere;

The use of complex motivational systems, including various forms and methods of material incentives for creative and innovative activities and a wide range of measures of socio-psychological impact. The employee must maintain a sense of social significance and security, responsibility and opportunities for professional growth;

All-round promotion of experimentation and rationalization at all levels and in all departments;

The focus of all innovation activities on the needs of business.

Most often, people in their attitude to work are guided by several motives at the same time, but one of them always prevails. With this in mind, the following main types of motivation are distinguished:

1. Instrumental motivation. An employee with this type of motivation appreciates in work mainly earnings, mainly in the form of money. He will work with maximum efficiency if his work is fair and highly paid.

2. Professional motivation. Such a person sees in his work an opportunity to realize his knowledge and skills and thereby gain the recognition of others, achieve a higher position in the enterprise and in society. For such an employee, the main thing is interesting, meaningful work, the opportunity to prove himself. The indicator of this type of worker is a developed professional dignity.

3. Patriotic motivation. Type of worker - "patriot", devoted to his work, team, country. These people try to work well, based on high moral, religious or ideological considerations. Such an employee most of all appreciates the effectiveness of the common cause in which he participates, and the public recognition of his participation, expressed no longer in material, but in moral signs and assessments.

4. The master's motivation, according to scientists, is one of the deepest and most stable. An employee with this type of motivation will perform his work with maximum efficiency, without insisting on its special interest or on very high pay, without requiring any additional instructions or constant monitoring. But the owner is very difficult to manage - he is sovereign.

Creative activity is characterized by the predominance of the professional type of motivation. The effectiveness of the company's development is greatly influenced by the motivation of personnel for education and work, which is a mechanism aimed at activating the ability to work and the intellectual abilities of the company's employees. The motivational model presented in this article is a mechanism that stimulates creativity, energy, and responsibility of employees. The motivational model of personnel and the motivational model of business are closely interconnected. A motivational business model is a mechanism for motivating labor by determining the correspondence of an employee's abilities to the nature of the work performed, developing the identified abilities and obtaining the maximum effect from labor activity using the organizational system. The specificity of the motivational model of personnel is to work with the intellectual abilities of employees, aimed at increasing creative activity in the process of personnel development. Where the potential of the company's employees is a subsystem of the overall creative potential of employees, which is an organic unity of individual intellectual abilities, reflecting primarily the ability to reproduce knowledge, as well as realized and unrealized creative individual capabilities of employees.

Thus, we have proposed recommendations for modeling the process of personnel development, taking into account the importance of the unity of its production and circulation, the involvement of the motivational basis of the market mechanism of reproduction and the effective organization of the creative process. The model is an imitation of the functioning of the system in a specific market situation. There are the following models of reproduction of intellectual capital: individual, corporate, national, international. These forms are the basic models of modern society. In addition to them, one can also distinguish intersectoral and intrasectoral, territorial and regional, and others. Given the importance of developing the abilities of the individual, the educational system should be organically included in the mechanism of labor motivation at all levels. The result of the activation of the education process should be the unification of scientific knowledge, the potential of teachers, the creative activity of students in the system of additional professional education and students of higher educational institutions on the basis of an adequate assessment of market needs in order to develop the Russian economy.

If people are ready to constantly exchange ideas, are passionate about their work, and at the head of the team are leaders who can quickly accumulate potential, then this team will always work at the highest level of functioning and development of their business. Today, the leaders of successful companies understand that nothing is permanent except change. Basic methods of motivating creative activity: creating an innovative climate in the organization, a special creative atmosphere, using complex motivational systems, including various forms and methods of material incentives for creative and innovative activities. And also - a wide range of measures of socio-psychological impact, all-round promotion of experimentation and rationalization at all levels and in all departments, the focus of all innovation activities on the needs of business development.

Literature

1. Komissarova T.A. Human resource management: Proc. allowance. - M.: Delo, 2002.

2. Mishurova I.V. Management of personnel motivation: Educational and practical guide. - M.: IKTs MART, 2003.

3. Staff motivation: Method. allowance / Ed. Gerchikova V.I., Oparina N.N., Volodina N.A., Samuylova L.E. - M .: Project of the journal "Handbook on personnel management", 2005.

4. Simonova I.F., Eremina I.Yu. Labor process management. - Tutorial. - M.: TsentrLitNeftegaz, 2007.

5. Solomanidina T.O. Management of personnel motivation in tables, diagrams, tests, cases. - M .: Project of the journal "Handbook on personnel management", 2005.

6. Shakhovskaya L.S. Motivation of labor in a transitional economy: monograph / Nauch. ed. S.A. Lenskaya. - Volgograd: Change, 1995.

L.Dudaeva

Department of Economics and Management

in the oil and gas industry

GGNI them. Academician M.D.Millionshchikov

I. Eremina

department of labor and personnel management

Russian State University of Oil and Gas. I.M. Gubkina

Signed for print

• Motivation, Incentives and Remuneration

Keywords:

1 -1

over yourself and over your spirit. It is constant work, patience and perseverance that make it possible to translate the most unusual and daring dreams into reality. To understand where to start, a person must rethink his life, understand the true desires and motives of his actions. What is motivation?

The history of the appearance of the word and a special approach

In ancient times, the word "motivation" was not used in Russian speech. Most often, in communication, people tried to explain an incomprehensible state that prompts them to complete a particular task. It could be a desire to perform an important and dangerous task that would benefit the family and people, or it could even incline to criminal activity.

What is motivation, how does it affect a person's life? The concept of "motivation" comes from the Latin word "movere", which can literally be translated as movement, awakening. It was actively used to convey their own moods only at the beginning of the 18th century. Oddly enough, but noble people used this concept exclusively in the stable phrase "motivate yourself", that is, induce to action. It should be noted that motivation is a function of management, which is quite popular in the West. It is used for communication and management.

Motivation - what is it? In the modern world, people quite often pronounce the concept of "motivation", while not fully realizing the true interpretation of the word. What is the concept of motive and motivation? At the moment there are several definitions:

• motivation - a conscious attraction of a person to the fulfillment of a specific goal, which can be compensated by both material and spiritual values;
• - the manifestation of human desire to achieve the task, is manifested in a change in internal and external states;
• motivation is a definition that affects the spiritual aspects of a person’s state, his ability to set high goals for himself;
• achievement motivation - the desire to achieve the best result, the desire to seek new goals and objectives;
• motivation - the ability and desire to satisfy material, biological and spiritual needs;
• - the desire to achieve a result, a psychophysiological process that controls the behavior, emotions, actions of a person.

It becomes clear that motivation is a complex and highly individual concept. The desire to achieve success appears in a person in different situations, and, accordingly, the ways to achieve the result will differ. The main elements of motivation: goals, objectives, policies, methods, tools, programs.

The best minds around the world have been studying motivation in detail. It is possible to single out the works of V.G. Podmarkova, I.F. Belyaeva, D.S. McClelland, J. Atkinson. Most psychologists and philosophers have reflected the collected information in theories and ideas, which even now help a person to rethink life. The functions of motivation, as a rule, are aimed at the implementation of the tasks set. They give the whole system integrity and stability.

Classification and opportunities for inducement

Why is motivation needed, how does it affect a person? Based on common features, motivation can be divided into 4 large groups that play a key role during the entire process.

The first is the base groups. The classification of motivation in this case will be as follows:

• material (the desire for prosperity, luxury, security);
• (the desire to earn a promotion at work, to receive positive sanctions in the form of a bonus or award);
• status (urge to change position, change career, change in personal life);
• spiritual (thoughts about achieving inner constancy, studying an important detail that has not yet been described).

They are responsible for the initial emergence of the desire to achieve the desired result. They are preserved throughout the process, while they can be changed or replaced. In some cases, they can serve as a reason for the termination of motivation. For example, when there is an easier and more affordable alternative that forces you to abandon a previously thought up plan.

The second group - ways to achieve the goal:

• normative (suggestion, persuasion, informing);
• coercive (insults, threats, intimidation, pressure);
• stimulating (provision of real benefits and conditions, conclusion of written and oral agreements).

Influence the choice of means to be used during induction. In frequent cases, they are combined and used in certain situations. For effective action, material goods are also used. The ability to persuade / put pressure on the interlocutor in many cases allows you to achieve a positive result, but any success must be consolidated.

The third group is the causes of occurrence. Classification:

• internal (appears during a mental or physical process, when a person solves a problem, forms motives);
• external (sources of external influence, for example, wages or orders).

Strong motivation is possible only if there are internal and external sources. At the moment when you want to stop completing the steps to achieve the goal, a person subconsciously begins to remember other reasons that further encourage him to work even harder.

The fourth group is the focus on achieving results:

• positive (encouragement, awards, praise);
• negative (penalties, fines, public censure).

In fact, there are cases when a person strives to achieve one result, but in the end he gets a completely different one. The mistake lies in choosing the direction of motivation. A general description of motivation will tell you how to proceed.

Types of motivations and their reflection in the psyche

To name a certain number of species will be almost unrealistic. Anyone can find something new, something that will radically change their ideas and. Types of motivation in psychology have always been actively discussed among specialists. Numerous theories of philosophers are published in many textbooks. What are the motivations?

External motivation - does not depend on human desire, occurs with the participation of outsiders or phenomena, is difficult to control.

Intrinsic motivation is a spiritual desire to achieve a result with a clear understanding of what is needed for this, what means will be needed.

Sustainable motivation is directly related to the biological needs of a person, for example, the desire to find water or food, arrange housing, start a family.

Unstable motivation - requires constant monitoring by the other person. This may be an impulse to lead a healthy lifestyle, stop smoking and drinking.

Individual correct motivation - affects a specific person, while it can also affect the immediate environment. For example, thirst, maintaining a favorable body temperature.

Group strong motivation - unites people into a group that strives to achieve one goal: find a job, get married / get married.

- manifests itself in research activities, when a person seeks to study a new object with the help of his own knowledge.

There is also unconscious motivation, the types of motivation at the same time differ from the standard ones. So, a person has an inexplicable desire to achieve his goal, while he cannot name the reason that caused such an emotion.

The classification of motivation methods is individual for each theory. It is recommended to study this topic with the help of the works of American researchers in the field of psychosomatics.

The concept and types of motivation were derived on the basis of human behavior, while taking into account his individual qualities.

Motives of human desire for change

How to motivate people and yourself? Someone wants to climb the career ladder and achieve high results in their professional activities, while someone wants to find a soul mate and make a cozy nest. The classification of motivation methods according to a common theme, attribute and types made it possible to identify key points that affect the formation of a goal. The main motives that motivate a person to perform certain actions:

• self-affirmation;
• identification;
• power;
• procedural and substantive motives;
• self-development;
• achievements;
• affiliation.

Each motive plays an important role and affects the entire cognitive process. Sooner or later, a person receives a real picture, which until that time he could only keep in his own imagination. But what are the theories and concepts of motivation? What do famous psychologists and philosophers think about this?

There are 3 main theories that determine at what level a person is. These are substantive, procedural, specific theories.

The content base is based on human needs. They allow you to assess the state of the individual, to consider the principle of his work, to follow the course of thought. In such a theory, a special emphasis is placed directly on the study of the structure of human desire, its possibilities and future prospects. The task is to understand what exactly caused motivation in a person, how this process functions. Excellent works on this subject have been published by the greatest minds of all centuries. These are Maslow's famous hierarchy of needs theory and McClelland's theory of acquired needs, Alderfer's reasoning and forms of motivation, Herzberg's thoughts on two factors.

Process theories are primarily concerned with the analysis of the efforts that have been made by a person. The feelings that a person feels in a particular situation or when performing a task are considered. To date, there are more than 50 interesting theories, including the arguments and conclusions of Vroom, Adams, Porter-Walter, Locke.

Specific concepts are associated with a person's perception of the external world, the ability to feel and sympathize. Based on the model of an employee who has a unique set of motives, needs, emotions.

Edwin Locke's Goal Setting Theory

The key question of the theory is what are the goals of motivation, what prompts them to be set? The author of rather curious works on human actions and the motives for these actions is the American psychologist and philosopher Edwin Locke. Hours of persistent research led the scientist to very interesting thoughts. The psychologist carefully studied the forms and methods of motivation, which had previously been written by his predecessors. Collected information about the effects of external conditions on the target.

What are the stages of motivation? How does a person set a goal? It was to these questions that the psychologist was looking for intelligible answers, as a result, he created the theory of goal setting. The main idea is that a person's behavior depends on the tasks that he has set for himself. The individual tends to experience, experience emotional ups and downs. Any change in mood will inevitably reflect on his goals.

Motivation and motives for committed actions depend on each other. The task plan chosen by a person should always lead him to a pleasant result. Using the concept of E. Locke, the leader can raise the level of activity in the team. It is enough to know a few basic principles. The most important thing is to set a clear and achievable goal. Do not come up with something unimaginably complex and try to somehow bring it to life. At the same time, employees will have to work hard to achieve the result. As a rule, in tasks of medium and high complexity, people strive to show all their abilities, to reveal, possibly, hidden potential. An additional plus in this situation is the opportunity to bring people together in a team, a common goal allows you to forget the differences and start acting as a cohesive team.

Employees should be aware of all the successes and progress in the common cause. Unreasonable secretiveness and dissatisfaction with work can cause a huge collapse. At the same time, it is welcomed if employees begin to actively share and implement their ideas. In most cases, it is precisely such thoughts that contribute to the improvement of the quality of work, since favorable conditions appear. Who, if not a worker, needs to know what he needs for successful professional activity? Maybe you need to buy new equipment for the factory or make repairs in the office? In this case, an important role is played by the increase in motivation, which occurs due to the mutual understanding of colleagues.

If the goals of employees and superiors differ, then a general agreement should be reached. The main task of the leader is to hear the indignation of people and, if possible, resolve the disputes and disagreements that have arisen. At the same time, the boss should reward the employee for quality work. It can be both material means and ordinary praise. The main thing is to understand in what situation to use positive sanctions in relation to the employee.

Maslow's hierarchy theory

How to find motivation? You need to have some knowledge to answer this question. In order to put together many ideas about innate needs, the American psychologist had to do a thorough analysis of a person’s character, his changes depending on the change of goal, and study the types of motivation. The main provisions of this concept are:

• a person always has a need for something, it does not depend on gender and age;
• strongly expressed needs that an individual experiences in certain situations, groups can be combined;
• the arrangement of these groups is built on a hierarchical principle;
• a person performs actions due to unsatisfied needs;
• after a while, the person again has dissatisfaction, he wants to get more;
• in a normal state, an individual feels several needs, they can be interconnected;
• first, the desires at the base of Maslow's pyramid are satisfied, then the upper needs begin to act;
• a person is able to find a large number of ways to satisfy high needs than low ones.

Later, the American psychologist Abraham Maslow added several more important components of the pyramid. In his work "On the Psychology of Being", the author identified the needs of growth, which turned out to be difficult to describe. This book includes such interesting qualities as perfection, the desire to be superior to others, justice, responsibility, beauty, friendliness, completeness. The author described in detail the forms of motivation.

Maslow believes that in many cases it is the needs of growth that are the most powerful motive for achieving goals. Each person can check the authenticity of these words for himself. It is enough to write out the most significant needs, arrange them according to a hierarchical principle: at the bottom - what is satisfied in the first place, at the top - what you have to work hard for.

According to Maslow, only 2% of the population reach the stage of self-realization, while others are forced to constantly strive for excellence. Motivation for action appears for many only in critical situations.

Alderfer's ERG theory

The American psychologist Clayton Paul Alderfer studied the methods of motivation for a long time, he came to the conclusion that all the needs and desires of a person can be combined into 3 large groups. Needs depend on the following factors:

• desire to exist (due to physiological needs);
• the presence of connections (the social sphere, the place of a person in society, his family, relatives and friends play an important role);
• the desire for growth (self-expression and the desire to change both externally and internally, there is an increase in motivation).

If the principle of hierarchy works in Maslow's theory, then Alderfer is of the opinion that needs are directed in both directions. His definition of motivation is as follows: a dynamic system that can move both up and down. For example, a person managed to fulfill a higher desire, then the need to satisfy a lower level of tasks is activated and intensifies, and vice versa.

For clarity, you can perform a small experiment. It is also worth filling Maslow's pyramid and paying attention to the upper and lower levels. If there is a movement from the bottom up, then this will be the self-satisfaction of a person. If the path lies from top to bottom, then this is frustration (defeat). In order to return to the satisfaction process, it will only be necessary to complete the key task from the drawn pyramid, starting from the end and working up.

McClelland's theory

The main mechanism of motivation is built on the basis of concepts that link the possibilities and methods of achieving goals. A well-known American professor, the creator of a unique assessment technique for the apperceptive test, David McClelland, brought out his theory of human needs.

How to motivate yourself? According to an outstanding psychologist, there are 3 main factors that affect the desire to achieve the task:

• power - due to the desire for self-improvement, learning, a person tends to have control over others;
• success - felt only when the work is done successfully and positive feedback is received;
• involvement is a manifestation of participatory features that are clearly expressed in spiritual culture.

The psychology of motivation has been carefully analyzed by scientists. The theory created by McClelland was the reason why Western experts turned their attention back to the structure of entrepreneurship. It was concluded that the motivation to achieve the goal in different situations is very different.

Thus, a society in which people strive to actively interact with each other, to show interest in a common cause, is subject to positive changes.

Motivation mechanism: people with high needs for achievement are themselves confident in their own success, rather than those who do not set themselves any tasks. People from the first category are more balanced, calm, active, they are able to perform a large number of difficult tasks.

As for the motivation of the whole country directly, the state should pursue the following policy:

• strive to use labor resources wisely;
• create conditions for personal growth;
• set the highest performance standards.

These conditions will allow the people to work efficiently and reach heights faster.

McGregor's basic XY theory

The author of this scientific book and detailed reflections is the famous American psychologist Douglas McGregor. The scientist worked on his work for several years. He studied people's behavior in detail, trying to find a connection between desire and opportunity. McGregor's theory contains two key aspects:

• authoritarian allowance for workers X;
• democratic employee benefit Y.

These theories are completely different, each has certain behaviors and motives. Thus, reflections on the X theory suggest that initially the entire population of the country is lazy and weak-willed. They try to avoid mental and physical labor, and therefore must be under the careful guidance of more active and skillful workers. In this case, we can conclude that it is possible to induce a person to action only with the help of incentives and rewards. For example, a person working at a factory is not at all interested in further career advancement and improvement in the quality of work, he likes to be led. Managers need to create conditions that would allow the employee to show all his talents, take care of a favorable place of work.

The principles of motivation according to Theory Y consist of the notion that initially all people are active and ambitious. They have developed abilities, they are ready to deal with difficulties, to go to the end. Such employees can take the initiative in their own hands, they understand what responsibility and self-control are. They are not afraid to entrust any business, because they are completely satisfied with their duties and enjoy it. From this it should be concluded that the average worker, in the presence of favorable conditions, is able to motivate himself to achieve his goal. it is much easier for managers than in the first case, because the employees themselves are ready to show interest in the work performed.

Do not forget that the main condition for human motivation is free space, the opportunity to be alone with yourself in order to better understand yourself, analyze mistakes and make fateful decisions. Any person can apply the XY theory to themselves, it will motivate them to achieve results, suggest the right path and display possible outcomes.

Ouchi's Modern Theory Z

The concept of motivation is different in the cultures of many peoples. Japanese experiments in the field of psychology and medicine prompted the brilliant American psychologist William Ouchi to create his own model Z. The principle of collectivism is taken as the basis, when a person is presented not as a separate element, but as an important part of the whole mechanism. And if he refuses his work, then the whole device will immediately collapse.

In order to use Theory Z, you need to understand that most employees like to work in a team, rather than cope with a difficult task alone. In addition, employees are firmly convinced that the employer will take care of them, and they, in turn, will do a quality job. Model Z will be actively developed if the company meets the desires of employees. The manager should give employees the opportunity to improve their qualifications, to get promoted on the career ladder.

Mutual understanding and mutual return are the main principles of motivation, the key to a successful business and an excellent help for. Employees who are interested in higher wages, receiving award orders and badges, bonuses and changing positions will strengthen the company's position and advance it to a leading position.

Applicable in this case are methods of motivation that affect staff, students and the person himself. In all cases, it is necessary to focus on material incentives and observance of moral standards. So, for example, students receive a scholarship for, and staff for quality work done on time. However, with self-motivation, the situation is a little more complicated. It is always difficult to start, namely to find a reason for which all efforts will be made. Nevertheless, it is one's own desire that can radically change not only life, but also the person himself.

The problem of stimulus reduction

Lack of motivation is familiar to many people. Experts name 3 main reasons that are associated with the loss of desire to achieve goals. By carefully analyzing them, a person can rethink their own behavior and find new ways to solve pressing problems. How to get back motivation:

1. "Workout and proper nutrition from Monday." Does a person believe in himself when he says that he is going to go on a diet from Monday? Of course, it is much easier to postpone a difficult task until a later date than to start right now. In most cases, such ideas are not implemented, and then completely disappear. This is especially true for the fair sex. An excellent motivation for girls in such a situation: “I’ll start right now, but I’ll finish the job much earlier.”
2. “I want to be unique right now and forever.” A person strives to get everything at once, dreams of possessing luxurious treasures, having a magnificent figure and a loving family. But is it really possible to achieve all this immediately? In fact, you have to choose what is more important and useful at this stage. But this does not mean at all that there is no possibility to achieve other goals.
3. "I can't do it because..." No matter what the answer is, people have heard this phrase millions of times. Instead of actually doing something significant, a person seeks to find a reason not to do it. And, as a rule, these very reasons are ridiculous and illogical.

How to develop motivation and fight your own laziness? Success doesn't just happen, it has to be planned. Loss of motivation is a sign that the individual needs to reconsider his needs. A person must present a real picture of what is desired, set specific deadlines, see the goal and independently pave the way to it.

Finding goals and self-motivation

What motivates people? Everyone knows that and motivation must be set a specific goal. It should be clear and precise, without the slightest tricks. But often finding this very goal is not so easy, and even more difficult to describe and characterize it. How to create motivation? What needs to be done for this?

In order to try to find that very task, you will need to perform daily several sets of exercises aimed at developing the inner world of the individual, revealing his creative potential.

Psychologists recommend conducting monthly training sessions for company employees, trying to attract them to a specific goal. This may be an improvement in the quality of work, an increase in the number of goods produced, and an increase in the qualifications of workers. Motivation tools: awards, praise, vacation, awards.

Interactive classes are often held in schools and kindergartens, aimed at encouraging children to successfully complete homework, the desire to receive praise and good grades.

How to keep motivated? In everyday life, a person himself can perform a set of motivating exercises, it is enough just to find free time and a cozy place for reflection. It can be a beautiful park with luxurious firs and pines, or it can be some quiet and peaceful place in the apartment itself.

There is also such a thing as achievement motivation - this is a kind of motivation associated with the desire to achieve success and overcome obstacles. For the first time this definition was derived in the 1930s by the scientist G. Murray. Now achievement motivation is associated with getting any positive emotions. It can be success at school or a promotion at work, a successful purchase or the arrival of relatives.

Educational exercises for children and adults

Where to get motivation? These interesting complexes will help to set a goal and motivate a person to complete the tasks:

The first is identification with a beloved animal. By associating himself with a fictional character or a very real object, an individual can achieve personal growth faster. The fact is that a person subconsciously takes on the positive qualities of a beloved hero, and at the same time new goals appear. Animals are strong and wise creatures that are the main part of the world around them. Identifying with them, the individual cultivates in himself caution, perseverance, purposefulness.

So, to complete the exercise, you must perform the following steps:

• choose one favorite animal, paint its positive and negative qualities;
• try to imagine yourself as an imaginary being, try to go towards the goal;
• feel like a formidable lion or a cute rabbit for 5 minutes, try to overcome all the difficulties that the animal meets on its way.

After that, you should evaluate your feelings and experiences, analyze which tasks were completed and which turned out to be too difficult.

The second complex is to point out the mistake and note the improvement. What to do if motivation is gone, how to return it? It is worth giving an example from life. Often educators in kindergartens and teachers in schools make comments to children about the performance of various tasks. They point out errors in the performance of control work, and then analyze complex tasks. Why is this being done? So the older generation motivates children to perform the same tasks, but with a higher quality.

Motivation exercise should be done several times a week. To begin with, it is worth imagining a situation where a person is one step away from his goal. He should describe the pros and cons of this position. As a rule, there are always more disadvantages than positive features. But this is not a reason to be upset, because the next attempt will be better than the previous one:

• there will be many errors, but they will not be so serious;
• there will be many difficulties along the way, but what is important is what a person has already managed to achieve;
• although not everything goes smoothly and according to plan, but this is not a reason to give up, because the most difficult is already behind.

Daily coaching for you and your family

You can motivate yourself to complete tasks in a circle of close people, ask for advice and find out what other people think about you. Such methods of motivation help to look at yourself from the other side, to see what is being done wrong, where the mistake is made:

1. Braggart. Where to find motivation, how to develop it? This complex will help you change your ideas about your own life. The exercise is aimed at the development of the inner world, the disclosure of creative potential. A person needs to imagine himself as the head of a well-known company; the boss has professional employees at his disposal. For the first time, the manager must blame his employees, show his advantage, deprive employees of a well-deserved bonus. In the second case, the boss should treat his team favorably. Listen to their requests, ideas, reward the best employees of the company. Thus, a person clearly sees that much depends on himself. The result of actions directly depends on the attitude of a person to the process itself. A clear understanding of the goals and ways to achieve them is the key to success and self-realization.
2. Justification analysis. How often does a person find a seemingly logical explanation for a situation, but at the same time say nothing about the mistakes made? The purpose of this exercise is to understand that everything depends only on your own strength, and not on fictional problems. The exercise works as a motivation mechanism, it allows you to find the missing detail, the missed action in time. Most of the causes of failure are associated with wrong thinking, choosing the wrong path. The man himself is to blame for the fact that it was not possible to achieve the desired. But this is not a reason to abandon all ideas and go into depression, this is just the starting point for new achievements. When an individual begins to look for external causes of failure, then by this he blocks his true motives and desires. The search for other reasons may indicate that a person:

• does not know how to organize and control himself;
• does not know how to properly prioritize;
• does not know how to do the job systematically.

To complete the exercise, you should take a blank piece of paper and write a sentence, for example: "I did not complete this task because ...". It is necessary to analyze the justification and answer the questions:

1. Why was this justification chosen, is there an alternative?
2. Does it depend on external and internal factors?
3. What prevents this situation from being corrected?

At this stage, you should consider what measures can be taken to achieve the goal. The main tools of motivation: money, health, connections.

Consolidation of results and maintaining motivation

There are 6 main ways that allow you to achieve what you want. Each of them is unique in its own way and is used in connection with specific conditions. The most important principle of any motivation is to do what you like and benefit from. Only such things allow you to get satisfaction, they are supported by an inner desire, a desire to complete the task in any way. Here are the recommendations:

1. Focus on the end result. Any task requires a special approach and considerable effort. Instead of focusing on the difficulties, one should remember the reason for which the whole journey will be made.
2. Think only about winning. You should start with easy tasks and then enjoy the results. This, firstly, will cheer you up and help you gain confidence, and secondly, it will fill a person with energy to perform further actions.
3. Do any difficult task. After a few easy tasks have been successfully completed, you should occupy yourself with a more difficult one. If you put off a difficult mission at the end of the day, then it will smoothly move to the next day, week, month. Thus, a difficult task becomes almost impossible.
4. Take regular breaks. When a person has rested and feels a new surge of strength, it is much easier for him to start performing any task. Instead of spending hours doing tedious work, you should relax and get some rest. This will bring organization and help you do what you love without being distracted by extraneous things.
5. Don't overburden yourself with unnecessary chores. Many people are often loaded with goals and objectives, they want to achieve a lot quickly, but in the end they get nothing. The desire to be the most intelligent, beautiful, strong is, of course, good, but you should not set yourself such global goals. You should focus on one specific task.
6. Reward yourself for success. Often there is an achievement motivation that needs to be stimulated on its own. Small prizes for each correctly taken step encourage a person to continue to work efficiently.

How to increase motivation? It all depends on the person and his desire, it must come directly from the soul. Human motivation is primarily perseverance, patience, the ability to work, the ability to understand one's needs, the ability to control the situation. Only those people who have good motivation are able to fulfill themselves in life.

Introduction 3

1. The concept of motivation as a system of human motivations for activity 3

2. System of activity motivation in Locomotive depot Syzran 8

3. Types, types and levels of motivation in labor activity 10

4. Analysis of the motivation system on the example of the organization Locomotive depot Syzran 15

Conclusion 19

References 20

Introduction

Motivation is of particular importance in the labor activity of a person.

Motivation is a complex psycho-physiological state, which is characterized by a set of dynamically hierarchized human motivations for a particular activity. The difficulty in considering this problem lies in the fact that any activity - be it labor, knowledge, communication, etc. - polymotivated. It is motivated not by a single motive, but by their combination.

Some motives complement each other, some are in conflict. They sometimes reinforce each other, sometimes they distort the activity of a person, which, in the end, makes it difficult for him to determine why he acted this way and not otherwise. Moreover, many motives are not realized by a person. Therefore, it is pointless to build a motivational process, and organizations, relying only on individual components of a complex motivational complex.

The purpose of this work is to consider the analysis and improvement of the system of activity motivation on the example of the Syzran Locomotive Depot. To do this, in the course of the work will be considered such issues as: the concept of motivation as a system of human incentives to work, motivation to work, types, types and levels of motivation in work, as well as an analysis of the motivation system on the example of the organization Locomotive depot Syzran

1. Motivation as a system of human motivations for activity

In order to construct a motivational complex more adequately, let us consider the point of view of B. V. Kharazishvili, who analyzed motivation from the point of view of its components. He reasoned as follows. A prerequisite for human behavior, the source of his activity is the need. Needing certain conditions, a person seeks to eliminate the deficit that has arisen. The emerging need causes motivational excitation (of the corresponding nerve centers) and induces the body to a certain type of activity. At the same time, all the necessary memory mechanisms are revived, data on the presence of external conditions are processed, and on the basis of this, a purposeful action is formed. In other words, an actualized need causes a certain neurophysiological state - motivation.

Thus, motivation is the need-conditioned excitation of certain nervous structures (functional systems) that cause directed activity of the organism.

The admission to the cerebral cortex of certain sensory excitations, their strengthening or weakening depends on the motivational state. The effectiveness of an external stimulus depends not only on its objective qualities, but also on the motivational state of the body (having quenched the passion, the body will not respond to the most attractive woman).

Hence, need-conditioned motivational states are characterized by the fact that the brain at the same time models the parameters of the objects that are necessary to satisfy the need, and the schemes of activity for mastering the required object. These schemes - programs of behavior - can be either innate, instinctive, or based on individual experience, or newly created from elements of experience.

The implementation of activities is controlled by comparing the achieved intermediate and final results with what was programmed in advance. Satisfying a need relieves motivational tension and, by evoking positive emotion, "affirms" this type of activity (including it in the fund of useful actions). Dissatisfaction of needs causes a negative emotion, increased motivational tension and, at the same time, search activity. Thus, motivation is an individualized mechanism for correlating external and internal factors that determines the behavior of a given individual.

In the animal world, modes of behavior are determined by the reflex correlation of the external environment with actual, vital organic needs. Thus, hunger causes certain actions depending on the external situation. In human life, the external environment itself can actualize various needs. So, in a criminally dangerous situation, one person is guided only by the organic need for self-preservation, another is dominated by the need to fulfill civic duty, the third - to show prowess in a fight, to distinguish himself, etc. All forms and methods of a person’s conscious behavior are determined by his relationship to various aspects of reality . The motivational states of a person differ significantly from the motivational state of animals in that they are regulated by a second signaling system - the word. From here we move on to the types of motivational states of a person.

The motivational states of a person include: attitudes, interests, desires, aspirations and drives.

An attitude is a stereotyped readiness to act in a certain way in an appropriate situation. This readiness for stereotypical behavior arises on the basis of past experience. Attitudes are the unconscious basis of behavioral acts in which neither the purpose of the action nor the need for which they are performed is realized. The following types of installations are distinguished:

1. Situational-motor (motor) setting (for example, the readiness of the cervical vertebrae to move the head).

2. Sensory-perceptual setting (waiting for a call, highlighting a significant signal from the general sound background).

3. Socio-perceptual attitude - stereotypes of perception of socially significant objects (for example, the presence of tattoos is interpreted as a sign of a criminalized person).

4. Cognitive - cognitive - attitude (the prejudice of the investigator regarding the guilt of the suspect leads to the dominance of accusatory evidence in his mind, exculpatory evidence recedes into the background).

5. Mnemic setting - setting for memorizing significant material.

The motivational state of a person is a mental reflection of the conditions necessary for the life of a person as an organism, individual and personality. This reflection of the necessary conditions is carried out in the form of interests, desire, aspirations and drives.

Interest is a selective attitude to objects and phenomena as a result of understanding their meaning and emotional experience of significant situations. The interests of a person are determined by the system of his needs, but the connection between interests and needs is not straightforward, and sometimes it is not realized. In accordance with the needs, interests are divided by content (material and spiritual), by breadth (limited and versatile) and sustainability (short-term and sustainable). Direct and indirect interests also differ (for example, the interest shown by the seller to the buyer is an indirect interest, while his direct interest is the sale of goods). Interests can be positive or negative. They not only stimulate a person to activity, but they themselves are formed in it. Human interests are closely related to his desires.

Desire is a motivational state in which needs are correlated with a specific object of their satisfaction. If the need cannot be satisfied in a given situation, but this situation can be created, then the direction of consciousness to create such a situation is called aspiration. Striving with a clear idea of ​​the necessary means and methods of action is the intention. A kind of aspiration is passion - a persistent emotional desire for a certain object, the need for which dominates all other needs and gives an appropriate direction to all human activity.

The predominant aspirations of a person for certain types of activity are his inclinations, and the state of obsessive attraction to a certain group of objects is his drives.

Motivational states mobilize consciousness to search for appropriate goals and make a specific decision. The adoption of a decision on a specific action is connected with the awareness of the motive of this action, with the conceptual modeling of its future result. A motive is an argument in favor of a chosen action, a conscious motivation to achieve a specific goal, a necessary element of a conscious, volitional, deliberate action.

So, the concept of motivation includes all kinds of motives of human behavior. Motive is a conscious element of motivation.

It is necessary to distinguish between the concepts of "motive" and "motivation". Motivation is a general motivation for activity in a certain direction. The most elementary form of motivation is drives - experiences of unconscious needs, predominantly of a biological nature. Instincts do not have a definite purposefulness and do not give rise to a specific volitional act. The general contours of goals are formed at the stage of desires, but desires are not yet associated with decision making. At the next stage of preaction, at the stage of aspirations, a person decides to act in a certain direction in a certain way, overcoming certain difficulties. At the same time, the conditions and means of achieving the intentions that have arisen, the possibilities of their implementation are considered. As a result, the intention to perform a certain action is born.

Human behavior is activated by a wide range of motives, which are a modification of his needs: drives, interests, aspirations, desires, feelings. Concrete human actions are realized in the system of concepts. A person understands why this particular goal should be achieved, he weighs it on the scales of his concepts and ideas.

Motivations for activity in a certain direction can be positive and negative feelings: curiosity, altruism, selfishness, self-interest, greed, jealousy, etc.

However, feelings, emphasizes B. V. Kharazishvili, being a general motivation for a certain kind of action, in themselves are not a motive for actions. Thus, selfish aspirations can be satisfied by various actions. A motive is the closure of an impulse to a specific goal. There can be no conscious, but unmotivated actions.

2. The system of motivation for activities in the Syzran Locomotive Depot

In relation to management, motivation is the process of encouraging staff to work. Any leader, if he wants to achieve the effective performance of his subordinates, must not forget about the incentives for them to work.

Motivation is the process of creating a system of incentives to achieve the goals set for the employee on the basis of taking into account and using his needs, value orientations, beliefs, worldview.

N.K. Semenov emphasizes that one can draw a conclusion about motivation only by observing the behavior or statements of people who represent a resource that is fundamentally different from all others that the manager manages.

Human activity at enterprises and organizations, including the Syzran Locomotive Depot, has a target character, moral value, which has a significant impact on the manners and behavior of the individual at work. The attitude towards managers is formed under the influence of the microclimate in the Syzran Locomotive Depot, personal problems and other factors that are vital for the employee and have a great impact on his motivation.

The difficulty of identifying the feelings and emotions of a person is also explained by the fact that each person working in the Syzran Locomotive Depot is a unique individual. Each of them is the result of the evolution of many factors that are a unique combination that characterizes a particular person.

The effectiveness of any specific impact on workers depends on the individual and the particular situation that has arisen. Ideally, managers should study subordinates so well that they can match their working methods and approaches to employees with their individual qualities. Studies of people's behavior show that they tend to be more like each other, especially in the area of ​​motivation needs and motives for behavior.

If a manager prefers to use in managerial activity more the idea of ​​similarities in motivation, rather than differences among employees, then there is a greater chance of achieving success in production activities. This does not mean that the personal interests of the individual will be rejected. Knowing about individual needs and demands, in the management of the primary level there is a real opportunity to take into account these differences and link them with the main, general trends in the development of the motivation of the employees of the unit.

The conciliatory approach in primary level management is based on the similarity of motives to a much greater extent than on their difference, and is more preferable for strengthening the motivation of workers and improving production activities. A conciliatory approach also contributes to the cohesion of the work team and creates a sense of belonging to a single team.

Quite often, motivation is seen as something that one person can give to another or do, perform for him. Managers sometimes talk about the conditions for giving employees the right to motivation or the condition to motivate them. However, the positive motivation of employees is not very easy to achieve, as it reflects an internal stimulus or impulse. Motivation cannot be ingested from the words of others or injected intravenously. It originates within a person.

A person is motivated when he is willing to follow the path that is being stimulated. Ultimately, motivation is a critical factor in the success of an organization. This is a category that is supported by numerous studies.

3. Types, types and levels of motivation in labor activity

When forming the motivational complex of personnel, the head of the Syzran Locomotive Depot flexibly combines different types, types and levels of motivation.

Intrinsic motivation is why a person invests his efforts, why he acts day by day, striving to make his life and the lives of other people better. Intrinsic motivation is the "fuel" that supports and does not give up at the moment of overcoming difficulties and failures. Intrinsic motivation includes:

Dream, desire for self-realization;

The desire for creativity;

Self-affirmation, demand;

Conviction;

Curiosity;

Personal growth;

The leaders of the Syzran Locomotive Depot know that there is no negative result, there is just a result that needs to be worked on, and then a defeat turns into a victory. Therefore, you should never reduce the internal motivation of staff. But you can't rely solely on it. Because man is a social being and the need for recognition in him is extremely strong. But balance is important here.

External motivation includes:

career;

Status, recognition;

Prestigious things (house, car, etc.);

The ability to travel.

External motivation is constantly changing, it increases with success and decreases with failures, what pleased yesterday may annoy today, and vice versa. It depends on the predominant type of motivation: “OT motivation” or “K motivation”. Freud also said that man, like an animal, seeks to avoid suffering and enjoy. Without accepting an oversimplified interpretation of human behavior, one must still take into account what a person wants to get away from and what he wants to come to. "OT motivation" is a female type of motivation aimed at saving from hunger, poverty, etc. by reviewing stocks, switching to austerity, etc. "Motivation K" is a male type of motivation aimed at finding reserves and striving to increase profits instead of cutting costs. If a person focuses on “OT”, then he, as a rule, is obsessed with the past and his problems, if “K” is more important for him, then he is directed to the future, focuses on achievements, while moving away from current problems.

The head of the Syzran Locomotive Depot, forming the “K motivation” in his employees, is primarily oriented towards the future. He outlines specific goals for the organization's activities (or clarifies if they are planned from outside), and then presents them in a way that gives people following him a powerful motivation and a sense of confidence. For this you need:

1. Vision perspective. The leader gives a specific direction and image of the desired future, and not just a set of alternative or possible directions.

2. Perspective stability. People need to be sure that the direction or goal presented by the leader will not be unexpectedly changed or corrected. If the goal or direction changes abruptly during the implementation stage, this often becomes disastrous for the cause.

3. Inspiration from perspective. The leader's perspective must excite the imagination of the people. To a greater extent, it all depends on how much the leader himself is really inspired by the vision. If the manager's imagination does not "seething", then he will never inspire subordinates.

4. Activation by perspective. The leader's vision of the future should encourage people to personally participate and act in achieving the goal. If this does not happen, then the leader has failed to communicate his vision to others.

5. Staged perspective. When a stage-by-stage implementation of the leader's intentions is necessary, he must present to the people those immediate stages that people can easily understand.

At the Syzran Locomotive Depot, the level of motivation is also taken into account in the activities of the personnel.

S. Polukeev, having analyzed Gumilyov's ideas about passionarity, proposed nine levels of motivation for consideration. The most serene and comfortable life on the third level.

THIRD LEVEL of motivation - "The life of a quiet layman, adapted to the environment", living by the principle: "My hut is on the edge, I don't know anything", who is "always pleased with himself, his dinner and his wife." According to Alexander Zinoviev, this is the "Homo Sovieticus" of the era of developed socialism, or the ideal dear to the heart of every Leninist: "Minimum effort with maximum economy!"

FOURTH LEVEL - "Striving for the improvement of life without risk" - without the risk of losing something: a summer house, extra money, etc. Between the third and fourth levels is the COMFORT ZONE. In this zone, according to Gumilyov, sluggish selfish people live, guided by consumer ideology, which are characterized by "philistine mustiness of life."

FIFTH LEVEL - "Searching for luck with risk." The key words here are LUCK and RISK. This is a world of games of luck without guarantees of success, hoping for a chance and a smile of fortune. Starting businessmen and businessmen start from this level of motivation.

SIXTH LEVEL - "Striving for the ideal of knowledge and creativity." For most people, work by profession is, first of all, a VOCATION AND SELF-REALIZATION. Compared to entrepreneurship and risk-taking, here, it would seem, is a fairly prosperous zone of creativity. But the risk here lies in something else - not to receive the RECOGNITION of your VOCATION, which comes either posthumously, or does not come at all!

SEVENTH LEVEL - "Striving for the ideal of success." It is from this energy level that big business begins. This is the ZONE OF THE WINNER who makes a serious effort to achieve the goal.

EIGHTH LEVEL - "Striving for the ideal of victory." People who focus on this level of motivation strive to win at all costs. These are real fighters, champions.

NINTH LEVEL - "Sacrifice". To shine in the WINNER ZONE, you have to pay with rejection, renunciation, or sacrifice. As long as a person is like an overflowing vessel, he is immune to anything new.

When moving from one level of motivation to another, higher one, a person takes responsibility, makes a volitional decision and makes a choice, overcoming fear - the fear of being more free. Leaving the usual COMFORT ZONE, a person runs the risk of dying or being rejected, ridiculous or deceived. And so at each stage of development - a new level of motivation, a new willpower and their own sacrifice and renunciation.

However, over the past 10-15 years, about 80% of the population of our country has degraded from the COMFORT ZONE to levels below the third, to the DEBT ZONE.

The SECOND LEVEL is "Failure to regulate needs". Who is unable to change their needs? The one who has what he has, not what he wants. Whoever has nothing to lose has the fear of losing more than the desire to gain, so he stops growing and dies, losing everything.

FIRST LEVEL - "Inability to meet needs." This is already poverty. A person lives according to the principle of "Four D": Eat up, Donate, Degrade and Survive.

The paradox is that people are deluded that they live in a COMFORT ZONE, while in reality they live in a DEBT ZONE.

The task of the leader, emphasizes S. Polukeyev, is to discover what is holy, living, human in a person. To add fuel to the fire, if it is still glimmering, to awaken those desires that are sleeping, so that a person begins to work willingly for the sake of the future.

But this is possible only if the leader himself is at least at the sixth level.

4. Analysis of the motivation system on the example of the organization Locomotive depot Syzran

The rapid improvement of information technology - a powerful factor in the renewal of all areas of work - requires a willingness to perceive, assimilate new things. Everyone has to learn. Consider the features of the content and organization of labor of personnel and priority areas of management on the example of the organization Locomotive depot Syzran

Table 1.

Features of the content of labor in the Syzran Locomotive Depot (LDS)

Features of the content and organization of labor	The specifics of labor motivation and personnel management
1	2
Almost all operations and services cannot be carried out by one specialist. Work in LDS is initially collective in nature.	The desire of each employee to realize that their own well-being and confidence in the future depend on the activities of the organization
Relative reduction in earnings of the bulk of workers compared to the recent period of their activity	It is necessary to search for new methods of motivation, as well as to improve and strengthen the stimulating role of material rewards.
Influence of specific (special and extreme) factors in the labor process	Strong motivation is necessary as a factor in achieving the goals of the organization and as a tool to increase psychological stability
High degree of responsibility for operations performed and decisions made	Increasing interest in error-free operations and the most balanced decision-making
Constant updating (complication) of the range of operations, the introduction of new computer technologies, etc.	It is necessary to constantly monitor the level of qualification and compliance with the workplace for the functions performed by employees (testing and certification)

The table shows that HR managers at the Syzran Locomotive Depot should pay special attention to factors that affect the motivation of staff.

Let's consider these factors in more detail.

Work in LDS is initially collective in nature. Almost all types of activities cannot be carried out by one worker. It is advisable to stimulate each employee in such a way that he realizes that his own well-being and confidence in the future depends on the successful operation of the organization. This is facilitated by the strengthening of group motivation and its combination with individual motivation.

Constant updating (complication) of the range of ongoing work operations, the introduction of new computer technologies are necessary to speed up and simplify the activities. To fill in the missing knowledge and professional skills, it is advisable to use a variety of trainings, seminars, round tables in the practice of personnel management, where highly professional knowledge is acquired in the course of specially organized training, as a result of communication with colleagues who are more knowledgeable and competent in these matters. It is necessary to monitor the compliance of the qualifications of employees with new stages of development through testing, certification and other forms of control of knowledge and skills.

A high degree of responsibility for the operations performed and the decisions made is typical for almost all employees of the Syzran Locomotive Depot.

The high degree of responsibility of senior and middle managers is also evident. All the work of these personnel is to some extent associated with risks, and their consequences affect the activities of the organization as a whole. Therefore, it is advisable to stimulate interest in the maximum possible error-free conduct of activities and balanced decision-making. The effect of them, as a rule, is reflected in the work of the entire organization. In addition, it is necessary to encourage the adoption of positively effective decisions.

The nature, content and quality of employees' activities are influenced by specific (special) factors in the labor process. So, to the question: “Do you often feel negative mental states (stress, severe fatigue, irritability, etc.) associated with your work?” - the answer: "quite often" - give every third employee. The data of sociological surveys make it possible to clarify the causes of such negative states.

Of the negative factors among employees, the first place (21.22%) is uneven workload during the day (month, year). A high degree of responsibility takes place in the work of every fifth top and middle manager surveyed. Of the factors common to all categories of workers, prolonged work on the computer, monotony, etc. prevail. Workers at the Syzran Locomotive Depot often work overtime; typical and traditional processing. On some days, the working day may increase by several hours.

In addition to specific (special) factors associated with work, workers are also affected by the consequences of ordinary, general stress phenomena that are common to all Russians. This is the threat of losing a job, the rising cost of living, legal social insecurity, the danger associated with an increased criminal situation in the country. Hence the unproductive mental tension, emotional breakdowns, intolerance, the desire to reduce the traumatic force of tension in any way. This often leads to premature fatigue, decreased attention, deterioration in well-being, activity and, as a result, an increase in the number of errors, deterioration in the quality of work and other undesirable phenomena.

The action of specific (special) factors, leading to the emergence of negative mental states in the subjects of labor, adversely affects the efficiency and reliability of activities. Compensation for the negative impact of negative functional states that take place in the activities of the personnel of the Syzran Locomotive Depot is carried out by the subjects of labor due to volitional efforts with the connection of reserve capabilities.

The analysis shows that the activities of senior and middle managers take place in extreme conditions, characterized by the constant and intense action of specific (special) factors. The latter can pose a potential danger to managers. Negative functional states are strongly expressed, and work in these conditions requires restoration.

The activities of workers, associated with episodic, intermittent action of specific factors, can be attributed to special conditions, after which rest is necessary.

Functional states that arise in subjects of labor in difficult conditions of activity refer to the type of functional states of dynamic mismatch, characterized by a violation of adequate physiological and behavioral reactions, an unreasonably high psychophysiological Activity and lead to a violation of its (activity) structure, a decrease in efficiency and reliability. Negative psychological states, on the one hand, can become an inhibitory factor in activity and initiative, on the other hand, they can stimulate hasty hasty decisions and actions.

Considering the difficult conditions of the work of employees, it is necessary to approach the issue of motivation of their work in an appropriate way. Firstly, psychological readiness to work in these conditions is necessary. Secondly, we need a system of positive motivations as the main component of the sustainability of professional activity in quantitative and qualitative aspects, as well as in the temporal aspect of professional activity.

The presence within the same Syzran Locomotive Depot of sectors, departments, divisions that are completely different in function and industry affiliation implies the use of various motivation methods, personnel assessment systems, approaches and principles of bonuses and material rewards.

Thus, work at the Syzran Locomotive Depot has features that should be taken into account when developing a motivational policy and in the practice of personnel management.

Conclusion

Thus, motivation plays a huge role in the labor activity of a person. It is very important for the head of any organization to take this into account when developing a motivational policy and in the practice of personnel management.

Theories and ideas for understanding motivation studied in this paper are fundamental in nature and have been presented in many publications. The largest number of interpretations is devoted to convergence, similarity of motives, and not differences.

Bibliography

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4. Psychology of work. / Ed. prof. K.K. Platonov. - M., INFRA-M, 2004

5. Cherednichenko I.P., Telnykh N.V. Psychology of management. – Rostov-on-Don, Phoenix, 2004

6. Shipunov V.G., Kishkel E.N. Fundamentals of managerial activity: personnel management, managerial psychology, enterprise management. - M .: Higher School, 2000

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Motivation is an incitement to activity by a combination of various motives, the creation of a specific state of the individual, which determines how actively and with what direction a person acts in a certain situation. A need is an objective need for something that a person himself may not experience or be aware of. A need is a subjective mental state of an individual, expressed in a person's experience and awareness of the need for what is necessary to maintain the existence of his organism and the development of his personality. The motive (from Latin movere - set in motion, push) is a predominantly conscious internal motivation of a person to a certain behavior aimed at satisfying certain needs. According to A. N. Leontiev, a motive is an objectified need. The motive acts as a consideration on which the subject must act. Therefore, the motive gives the need a certain direction. Motivation is the process of influencing a person in order to induce him to certain actions by awakening certain motives in him. The effectiveness of management to a large extent depends on how successfully the process of motivation is carried out.

The goal is one of the elements of human behavior and conscious activity, which characterizes the anticipation in thinking of the result of the activity and the ways of its implementation with the help of certain means. The goal acts as a way of integrating various human actions into a certain sequence or system. Purpose and motive do not match. For example, a person may have a goal - to change their place of residence, and the motives may be different: to improve their position; change the circle of communication, bring the place of work closer to the place of residence; live next to relatives, etc. Some of the motives may not be realized by a person. Incentives are tools that cause the action of certain motives. Some objects, actions of other people, carriers of obligations and opportunities act as incentives - everything that can be offered to a person as compensation for his actions, or what he would like to acquire as a result of certain actions. Using a variety of incentives to motivate people provides an incentive process that takes many different forms. One of the most common is financial incentives. Incentives are fundamentally different from motivation. The difference lies in the fact that stimulation is a means by which motivation can be carried out. The higher the level of development of human relations in the organization, the less often incentives are used as a tool for managing people. Education, training as methods of motivating people determine the situation when members of the organization show an interested participation in the affairs of the organization, carry out the necessary actions without waiting or even without receiving any stimulating effect.

Motivation External motivation This is a means to an end, such as earning money, gaining recognition, or achieving a higher position. At the same time, it can be used in two directions: as an incentive in anticipation of benefits - the principle of hope; as a means of pressure in anticipation of shortcomings - the principle of fear. Intrinsic motivation This is the understanding of meaning, conviction. It arises if the idea, goals and objectives, the activity itself are perceived as worthy and expedient. In this case, a specific state is created that determines the direction of actions, and behavior will be the result of an appropriate internal setting, and this is true not only for a person, but also for an organization.

Formation of Conscious Behavior Based on Factors of Internal and External Motivation At the initial stage, external motivation should play the role of a support for creating an effective labor system. It can also be seen as an additional supportive stimulus during the period of consolidation. However, long-term motivation and effective changes in the behavior of employees are achieved only if internal motivation is created.

They are based on the study of human needs, which are considered as the main motives for conducting, and therefore, activities. "Theory of the Hierarchy of Needs" by A. Maslow, "ERG Concept" by K. Alderfer, "Theory of Acquired Needs" by D. Mack. Clelland, "Two Factor Model" by F. Herzberg. Based on the consideration of motivation as a process. Within the framework of this approach, the distribution of efforts of employees and the choice of a certain type of behavior in order to achieve specific goals are taken into account. "Expectation Theory" by V. Vroom, "The Theory of Justice" by S. Adams, Porter-Lawler Theory.

Abraham Maslow The Hierarchy of Needs Theory Brief Biography Abraham Maslow was born in Brooklyn, New York, in 1908. He studied psychology at the University of Wisconsin. He received a bachelor's degree in 1930, a master's degree in humanities in 1931, and a doctorate in 1934. In the mid-thirties, he began work on what became the main work of his life, the book Personality”), published in 1954. In 1943, he published two works: “A Preface to Motivation Theory” (“Introduction to the Theory of Motivation”) and “A Theory of Human Motivation” (“Theory of Human Motivation”), where formulated a positive theory of motivation, which he defined as "generalized dynamic". Between 1947 and 1949 Maslow left his academic career and formed the Maslow Cooperage Corporation, deciding to go into business of his own. However, he retained his academic connections and continued to publish articles in scientific periodicals during this period as well. Returning to academia, he became first an adjunct professor and then a full professor and head of department at Brandeis University of Massachusetts.

Abraham Maslow is widely recognized as the founder of the humanistic theory of personality. His theory of personality self-actualization, based on the study of healthy and mature people, clearly shows the main themes and provisions characteristic of the humanistic trend in psychology. From the point of view of humanistic psychology, the very essence of a person constantly moves him in the direction of personal growth, creativity and self-sufficiency, unless extremely strong circumstances of the environment interfere with this. Proponents of humanistic psychology also argue that humans are highly conscious and intelligent creatures without dominant unconscious needs and conflicts. In general, humanistic psychologists view people as active creators of their own lives, with the freedom to choose and develop a lifestyle that is limited only by physical or social influences. “Life is a process of constant choice. At every moment a person has a choice: either retreat or advance towards the goal. Either a movement towards even greater fear, fears, protection, or the choice of a goal and the growth of spiritual forces. To choose development instead of fear ten times a day means ten times to advance towards self-realization. A. Maslow "If you intend to become a less significant person than your abilities allow, I warn you that you will be a deeply unhappy person." A. Maslow

It was created in 1943. The theory of the hierarchy of needs is based on the following pattern: when a need of one level is satisfied, a need arises. Secondary needs of the next, higher level. Needs Human behavior is determined by the lowest unsatisfied need. Satisfied need ceases to motivate. The conclusion is obvious - only unmet needs Primary act as motivators. However, Maslow's needs makes an exception to this rule when he considers self-actualization. At this level, positive emotions caused by satisfaction increase the desire for further self-realization. Complete satisfaction of the need for self-actualization is rarely, if ever, achieved. The main criticism of Maslow's theory comes down to the fact that she failed to take into account the individual differences of people. The concept of the most important needs has not received full confirmation either. The satisfaction of any one need does not automatically activate the needs of the next level as a factor in motivating human activity.

Clayton Alderfer "Theory of Existence, Relationship and Growth" (ERG Concept) Created in 1972. Just like A. Maslow, Clayton Alderfer in his theory (ERG - existence, relatedness, growth) proceeded from the fact that human needs can be grouped into separate groups. However, in contrast to A. Maslow's theory of the hierarchy of needs, he believed that there were three groups of needs. These three groups of needs, as well as in Maslow's theory, are arranged hierarchically, but the difference is that needs (Maslow) move in both directions, and not Self-actualization sequentially from the bottom up, like Growth ) Respect, recognition of Maslow. At the same time, Alderfer Involvement, belonging, believes that in the case of Social needs, the connection (Relatedness) of dissatisfaction with the needs of the upper level increases Security Existence (Existence) the degree of action of the need Physiological needs of a lower level, which In accordance with Alderfer's theory, the hierarchy switches a person's attention to needs reflects climbing from more specific this level. needs to less specific ones. when the need is not satisfied, there is a switch. He believed that to a more specific need. And this process determines the presence of reverse movement from top to bottom. Alderfer calls the process of moving up the levels of needs the process of satisfying needs, and the process of moving down - the process of frustration, that is, defeat in the desire to satisfy the need.

David Mac. Clelland "The Theory of Acquired Needs" Brief biography of David Clarence Mack. Clelland was born on May 20, 1917 in Mount. Vernon, New York. After graduating from high school, he entered McMurray College in Jacksonville, Illinois, where he studied languages, primarily German. These activities did not arouse enthusiasm in the young man. By chance, on the advice of one of his teachers, he turned to reading psychological literature and became so interested in this subject that it was in this direction that he decided to continue his education. He entered Wesleyan University and successfully graduated in 1938 with a bachelor's degree in psychology. He earned his master's degree a year later at the University of Missouri, and his doctorate in 1941 at Yale. In 1942 Mac. Clelland moves to Connecticut and becomes a professor at Wesleyan University. Four years later, he becomes dean of the Department of Psychology at Wesleyan University. In 1952-1953, D. McClelland was the head of the program of the H. Ford Foundation. In 1963, he founded his own company, which was then transformed into Mc. Ber&Company (this corporation is currently engaged in consulting and training of personnel managers). From 1949 to 1987, D. McClelland was Professor and Dean of the Faculty of Social Relations at Harvard University, and in 1987 he moved to work at Boston University.

The main works of Dweed McClelland: - "The Achievement Society" - "The Drinking Man: Alcohol and Human Motivation" - "Human Motivation" For more than half a century of scientific activity, the scientist paid attention to a wide range of problems, but in the history of science he remained primarily as a brilliant researcher of motivation, in particular - achievement motivation. This concept itself is mainly associated with his research. McClelland did not limit his reasoning to the sphere of scientific psychology. In 1961, his book The Achievement Society was published, in which he put forward an interesting hypothesis: achievement motivation is the most important guarantee of economic prosperity. By evaluating the degree of manifestation of the corresponding motive in society, it is possible to predict with a fair degree of certainty the trend towards economic growth. In 1973, McClelland appeared in the American Psychologist with an article in which he pointed out the low predictive value of IQ testing and called for more attention to be paid to the motivational side of any activity. Subsequently, these judgments of his were quoted a thousand times, sometimes even being brought to the point of absurdity: “Abilities are nothing, motivation is everything!” The author himself was not at all so categorical. McClelland's ideas have revolutionized the practice of selection in many industries, primarily professional selection. Based on McClelland's ideas, it is most rational to select people for the relevant activity based on their motivation and personal characteristics, since, if necessary, it is not so difficult to train them in the necessary skills. Over the years of his scientific activity, McClelland has received many honorary awards (in the American biographical reference book "Psychology", in which he appears among 500 outstanding psychologists of all time, their list takes up half a page), including the prestigious American Psychological Association Award for Outstanding Contribution into science."

It was created in 1962. Without denying the significance of previous theories and their conclusions about the importance of biological and other "basic" needs in motivating the behavior of workers, Mack. Clelland tried to identify the most important among the "secondary needs", which are updated subject to sufficient material security. He argues that any organization provides an employee with the opportunity to fulfill three higher-level needs: power, success and belonging. On their basis, a fourth need also arises, namely the need to avoid trouble, i.e. obstacles or opposition in the realization of the three named needs, for example, situations that do not allow success, that can deprive a person of power or group recognition. All employees to some extent experience the need for success, power and belonging. However, in different people these needs are expressed in different ways or exist in certain combinations. How they are combined depends, in addition to innate qualities, from personal experience, situation and culture of a person. The need for success (according to Maslow's classification, it is between the needs for respect and self-realization) is not equally expressed in different workers. A success-oriented person usually desires autonomy and is willing to take responsibility for the results of their work. He strives to regularly receive information about the “frontiers he has taken”, wants to know about the specific results of his work, is more organized, able to foresee and plan his actions. Such people strive to set realistically achievable goals, to avoid unreasonable risks. They get satisfaction not so much from the reward for the work done, but from the process of work itself, especially from its successful completion. The need for success is subject to development, which can be used to improve performance. Success-oriented people are more likely to achieve it. In the process of motivating employees, managers must take into account the characteristics of people with a pronounced need for success, giving them appropriate tasks.

The need for power is expressed in the desire to influence other people, control their behavior, as well as in the willingness to be responsible for others. This need is expressed in the desire for a leadership position. It has a positive effect on the effectiveness of leadership. That is why it is advisable to select people with a pronounced need for power for leadership positions. Such people have high self-control. They are more committed to their organization, passionate about what they do, and work without regard to time. The need for belonging has a great influence on the behavior of people in an organization. It manifests itself in the desire to communicate and have friendly relations with other people. Employees with a strong need for belonging achieve high results first of all in tasks that require a high level of social interaction and good interpersonal relationships. Based on his research, Mac. Clelland identified three types of managers: 1) institutional managers with a high level of self-control. They are characterized by a greater need for power than for group affiliation; 2) managers in whom the need for power prevails over the need for belonging, but in general people of this type are more open and socially active than institutional managers; 3) managers in whom the need for belonging prevails over the need for power; they are also open and socially active. According to Mac. Clelland, managers of the first two types manage their departments more effectively mainly due to their need for power. However, a combination of all three types of managers can be beneficial to an organization. To improve the motivation of managers, it is advisable to widely use competitive methods to achieve goals and mark people who achieve the highest efficiency in their work. Leaders should also set challenging but realistic goals for themselves and their subordinates. The main advantage of the Mac theory. Clelland is that she was able to take into account the individual differences of people. However, its use is expedient only under the condition of sufficient material security, in an economically developed society, where the necessary level of satisfaction of primary needs has been achieved.

Frederick Herzberg "The Two Factor Theory of Motivation" Author's biography Frederick Irwin Herzberg was born April 17, 1923 in Lynn, Massachusetts. He attended City College in New York where he studied history and psychology. When Herzberg was in his senior year, he had serious financial difficulties, and he decided to join the ranks of the American army. During his service, he was assigned to the newly liberated Dachau concentration camp, and what he saw there influenced his entire later academic career. At the end of the war, Herzberg completed his studies in New York and later, already at the University of Pittsburgh, received a master's and doctoral degree. As part of his doctoral studies, he studied quantitative methods with John Flanagan. Flanagan developed during the war years a method (which he called the "critical situation method" or "incident method") for selecting individuals with the required characteristics in the air force air force as pilots, gunners and bomb managers. Herzberg was extremely impressed by the fact that Flanagan focused on "real incidents that happened to the subjects" and not on some abstract data of statistical analysis. As Herzberg writes, Flanagan's approach contained "something extremely important." Later, he spent a year at the Pittsburgh Health Center, where graduate students were trained, and wrote a paper there entitled "Mental Health is Not the Opposite of Mental Illness" ("Mental health is not the opposite of mental illness"). In the mid 50's. Herzberg became director of research at the Psychological Service of Pittsburgh, a non-profit psychological consulting company. Here he conducted a series of surveys designed to identify the labor attitudes of workers, their attitude to work, in order to subsequently develop certain principles of labor morality.

Frederik Herzberg was extremely interested in the conflicting information that he received in the course of interviews with workers. With financial support from the Buhl Foundation and local industrialists, Herzberg attempted "to create a unified classification of problem areas in the question of the attitude of workers to work on the material of two thousand articles, that is, practically everything that was published on this issue from 1900 to 1955." Continuing to study the literature, Herzberg came to the conclusion that some factors of an individual's work attitudes can be classified as "satisfying", while others, not necessarily opposite factors, can be called "dissatisfied". This did not conflict with the approach he took when writing Mental Health is Not the Opposite of Mental Illness. The hypothesis underlying the research published in 1959 under the title "The Motivation to Work" ("Work motivation"), was taken from there. This research led to the creation of a theory that Herzberg called "motivation-hygienic" and which became the basis for further publications. In 1966, he published the book Work and the Nature of Man, which dealt with the first ten stages of the original research. In 1968, his article One More Time: How Do You Motivate Your Employees? ” (“How do you stimulate your employees?”) appeared on the pages of the Harvard Business Review magazine and became its most popular publication, which sold over a million copies. Motivational hygiene theory, together with the ideas of enrichment of work, made Hernzberg famous as a scientist (he became an honorary professor in the department of management at the University of Utah) and allowed him to become a consultant to such large corporations as AT&T, ICI, Texas Instruments, British Petroleum and Shell. Herzberg's habit of traveling the world and his use of films made him perhaps the first international "guru" in the field of management. Frederik Herzberg has held consultations and seminars in more than thirty countries, in 275 different industrial, governmental and social organizations, in 175 professional societies and in 100 universities.

Created in 1959. Herzberg's theory was derived from a study involving two hundred engineers and accountants. They were all asked two questions: “Can you describe in detail when you feel exceptionally good at work? and “Can you describe in detail when you feel exceptionally bad at work? » . As a result of the study, two groups of factors were identified that do not equally affect labor motivation. Herzberg called the first group of factors hygiene factors (hygienic factors), the second - motivating factors. The term "hygiene" is used here in its medical meaning - hygiene as a warning, prevention of disease, and not as a cure for it. By themselves, hygiene factors do not cause satisfaction, but their deterioration gives rise to dissatisfaction with work. Hygienic factors include: relationships with colleagues, superiors and subordinates; schedule and mode of operation; wage; control method; administration policy; the quality of leadership; physical working conditions; job security and stability. The second group of factors are motivators that directly cause job satisfaction, a high level of motivation and labor achievements. They act as stimulators of effective work. Motivators include: achievement of goals, recognition, interesting content of work, independence (one's own area of ​​work) and responsibility, professional and official growth, opportunities for personal self-realization. Summarizing the results of his research, Herzberg made a number of conclusions: 1) The lack of hygiene factors leads to job dissatisfaction. 2) The presence of motivators can only partially and incompletely compensate for the absence of hygiene factors. 3) Under normal conditions, the presence of hygiene factors is perceived as natural and does not have a motivational effect. 4) Positive maximum motivational impact is achieved with the help of motivators in the presence of hygiene factors.

Significance of F. Herzberg's theory Herzberg's model differs from many motivational theories in that it denies simple alternativeness in the impact of various motivational factors on job satisfaction. Herzberg's Graph The main practical implication of Herzberg's theory is that managers should be differentiated and very cautious about the use of different incentives and, when lower-level needs are adequately satisfied, not rely on hygiene factors as the main ones. Conversely, they should not waste time and money on the use of motivators until the hygiene needs of employees are satisfied.

Despite the significant step forward in the development of the theory of motivation, which was made by substantive concepts in this direction, they are not without certain shortcomings, which include: 2. Underestimation of the individuality of human activity. Meaningful concepts of motivation attempt to confine human behavior to a rigid hierarchy or set of intrinsic values. 3. The impossibility of establishing a clear correlation between various human needs due to the lack of a universal theory of human activity. These shortcomings, which inevitably included all substantive theories of motivation, were tried to overcome by other researchers in this field who developed other motivational models, called process ones.

Motivational process Motivation is a complex process, the course of which depends on many factors. Simplistically, the scheme of the motivational process can be divided into six stages: STAGE 1. The emergence of a need. The person feels that something is missing. He decides to take some action. Needs are very different, in particular: physiological; psychological; social. STAGE 2. Finding ways to provide a need that can be satisfied, suppressed or simply ignored. STAGE 3. Definition of goals (directions) of action. A person fixes what and by what means he should do, what to achieve, what to get in order to eliminate the need. STAGE 4. Action implementation. A person expends efforts to carry out actions that open up the possibility for him to acquire what is needed to eliminate the need. Since the work process affects motivation, goals can be adjusted at this stage. STAGE 5. Receiving rewards for the implementation of the action. Having done the necessary work, a person receives what he can use to eliminate the need, or what he can exchange for what he wants. It reveals how the implementation of actions provided the desired result. Depending on this, there is a change in motivation for action. STAGE 6. elimination of need. A person either stops activities before a new need arises, or continues to look for opportunities and take actions to eliminate the need.

Victor Vroom Expectancy Theory Brief Biography Victor Vroom is a contemporary Canadian researcher of organizational behavior, psychologist, teacher and management consultant. Born August 9, 1932 in Montreal (Canada). Received a bachelor's degree from McGill University (1953). Master's degree from McGill University (1955), Doctorate from the University of Michigan (1958). Lecturer in the Department of Psychology at the University of Michigan from 1958 to 1959. Winner of the G. Ford Foundation Doctoral Dissertation Competition (1958). Senior Lecturer in the Department of Psychology at the University of Pennsylvania (1960 -1963). Received a H. Ford Foundation Fellowship in 1961. Associate Professor of Industrial Management at the Carnegie Institute of Technology (1963 -1966). Professor of Psychology and Industrial Leadership at Carnegie Mellon University (1966-1972). Winner of the McKinsey Foundation Research Competition (1967). Fulbright Scholarship Recipient. He received the James McKean Cattell Award from the American Psychological Association (1970), the Yale Alumni Association's Pedagogy Achievement Award (1994). Professor of Administrative Sciences and Psychology at Yale University (1972 -1973). Professor of Organization and Management (since 1973), Professor of Psychology at Yale University (since 1973). President of the Society for Industrial and Organizational Psychology (1980 -1981). In 1964, the fundamental work "Labor and Motivation" appeared, and in 1965 the book "Motivation in Management", which played an extremely important role in the development of the theory and practice of modern management.

It was created in 1964. The theory of expectations is based on the fact 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 chosen type of behavior 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 college will get them a better job and that if they work hard, they can get promoted. When analyzing motivation to work, the theory of motivation emphasizes the importance of three relationships: The relationship "labor costs - results" is the expected ratio between the efforts expended and the results obtained. If there is no direct connection between the efforts expended and the results achieved, then motivation will weaken. There can be any number of reasons for this: due to incorrect self-esteem, due to poor preparation or incorrect training, or due to the fact that the employee was not given enough rights to complete the task. The performance-reward relationship is the expectation of a particular reward or reward in response to the level of performance achieved. If a person does not feel a clear connection between the results achieved and the desired reward, motivation will weaken. Similarly, if a person is sure 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 small. The third factor is valency (the value of the reward or reward). Valence reflects the value attributed by a person to 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. For example, an accountant may receive a salary increase for his efforts, while he was counting on the position of chief accountant. If the value of the remuneration received is low, then the motivation for labor activity will weaken.

The Expectancy Theory Motivation Formula Vroom's Expectancy Theory offers some tips for improving managers' performance.

Stacy Adams "The Theory of Justice" Created in 1963. American psychologist John Stacy Adams studied the principles of remuneration for work. Based on the results of research at the General Electric company, he formulated the "theory of justice". In her theory, Stacey Adams considers the motivation of an employee in terms of his assessment of the situation and the idea that he develops in this connection about the fairness of the relationship between him and the organization. At the same time, he compares himself with other people, comparing his contribution with their contribution, his remuneration for work with their remuneration. In this case, three options for the final assessment of such comparisons are possible: underpayment, fair payment, overpayment. Adams's theory suggests that workers strive to establish fair relationships with others and try to change those relationships that they regard as unfair. People can restore a sense of justice either by changing the level of effort expended 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 remuneration. Those employees who believe that they are overpaid will strive to maintain the intensity of work at the same level or even increase it. However, studies show that usually when people feel they are underpaid, they work less intensively. If they feel they are being overpaid, they are less likely to change their behavior and activities.

The main conclusion of the theory of justice is that until people begin to believe that they receive a fair remuneration, they will reduce the intensity of work. If the difference in remuneration is due to different performance, then it is necessary to explain to employees who receive less that when their performance reaches the level of their colleagues, they will receive the same increased remuneration. Diagram of Adams' theory of justice

It was created in 1968. American researchers, psychologists Lyman Porter and Edward Lawler developed a complex procedural theory of motivation, which contains elements of the theory of expectations and the theory of justice. Five variables appear in this model: effort expended, perception, results obtained, reward, degree of satisfaction. At the same time, the results achieved depend on the efforts made, abilities and character of a person, as well as on his awareness of his role in the labor process. 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. In Porter's theory. Lawler establishes a relationship between reward and results, i.e. a person satisfies his needs through rewards for the results achieved.

The results achieved by an employee depend primarily on three variables: the effort expended (3), the abilities and character of the person (4) and his awareness of his 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 there is a strong relationship between the effort expended and the possible reward (2). Achieving the required results (b) can lead to internal rewards (7), such as a sense of satisfaction from the work performed, confidence in one's competence and self-esteem, as well as external rewards (8) - praise from the manager, bonus, promotion. The dashed line between performance (6) and extrinsic rewards (8) means that there may be a link between the performance of an employee and the rewards given to him. These rewards reflect the opportunities defined by the manager for a particular employee and the organization as a whole. The dashed line between performance (6) and rewards perceived as fair (9) shows that people have their own opinions about the rewards they receive. Satisfaction (10) is the result of external and internal rewards, taking into account their fairness (9). Satisfaction is a measure of the real value of a reward (1). This evaluation will influence the person's perception of future situations. One of the most important conclusions of the theory of L. Porter - E. Lawler is that productive work leads to employee satisfaction. This is in direct contrast to the view of most managers and early human relations theories that satisfaction leads to high performance at work, or in other words, happier workers perform better. The validity of the point of view of L. Porter and E. Lawler that high performance is the cause of complete satisfaction, and not a consequence of it, is confirmed by research.

It has been established that only under certain conditions, an increase in wages stimulates an increase in labor productivity. The first is that people should attach great importance to wages. The second is that people should believe that there is a clear link between wages and productivity and that higher productivity will necessarily lead to higher wages. Obviously, it is desirable for the staff to have a connection between wages and the achieved labor results. However, studies have shown that managers often evaluate an employee's effort based on their seniority and time spent at work, and not at all on the results achieved. To establish a link between wages and the achieved labor results, E. Lawler suggested dividing the employee's wages into three parts. One part of it is paid for the performance of official duties, and all who perform similar duties in the organization should receive the same remuneration for this. The second part is determined by seniority and cost-of-living factors. All employees of the company receive this part of the salary, but its size is automatically regulated. The size of the third part of the salary varies for each employee and depends on the results achieved by him in the previous period. For a bad worker, it should be minimal, for a good one it should be maximum: about the same as the first two parts combined. The size of the third part of the salary may vary depending on the results achieved by the employee in the previous period. The salary (its first two parts) can only be increased in connection with a change in the scope of responsibility assigned to the employee, length of service and an increase in the cost of living. The part of wages (the third) that is actually deserved and earned by a person can change quite sharply. Therefore, if the productivity of an employee decreases, then wages also decrease due to a decrease in its variable part. Thus, labor productivity entails changes in wages.

The Porter-Lawler model has some significant drawbacks: First, it does not include such an objective factor as working conditions. Even Herzberg emphasized the importance of this factor in the process of formation of motivation. Secondly, the model lacks a fundamental factor - needs. After all, without the existence of existing needs, a person will not enter into labor relations. In this regard, it can be noted that the model does not contain conditions for entering and exiting labor relations and it is assumed that the employee has already entered into them. Model of labor behavior of an employee

Let us explain some elements and connections of this model. Input variables highlighted in green are needs, incentives, estimates, expectations, and forecasts. Attention should be paid to the special type of connection Stimuli-Motives and Needs-Motives. In the absence of any of them, labor motives, and hence motivation, are not formed. The golden background in the model highlights independent factors: working conditions, abilities and character. These factors, together with Estimates, Expectations and Forecasts, affect the strength of motivation, which in turn determines the level of effort expected by the employee. Actual efforts depend on abilities, qualifications, character traits. It is the level of actual efforts and, consequently, the results of labor that are of interest to the governing bodies. You should also pay attention to the presence of such elements as Incentives and Rewards - the concepts are very close in meaning. But when considering this model in time, the meaning of these concepts becomes different. In this case, the elements Internal and External rewards are only the fact of their receipt, therefore, their stimulating role is not visible here.

A poorly built system of work with personnel, and, in particular, the system of employee motivation, often spoils the company's entire system of work. Indeed, as a result of insufficient attention to the issue of employee satisfaction, they remain dissatisfied with their workplace and their work. From here comes the not very high-quality work of dissatisfied people who simply do not want to give all one hundred percent of their capabilities. And where there is one dissatisfied person, there is often a whole dissatisfied team. As you know, one dissatisfied employee can win over to his side all the colleagues who "rebel" against the authorities. And this will lead either to a stupor in work, or to mass layoffs. Neither of these should be allowed by sane leaders.

The purpose of motivation is to increase the efficiency of the company. An effective motivation program is both the company's goal, the achievement of which will allow the fullest potential of each employee, and a means to achieve other company goals. 10 principles on which an effective motivation system in a company should be based: 1. investment and return; 2. transparency of the system; 3. consistency and consistency, significance for employees; 4. dependence of income on the significance of the employee and his labor contribution; 5. close linkage of the remuneration system with the results; 6. exclusion of equalization; 7. promoting the goals of the organization; 8. additional conditions for outstanding employees; 9. realism; 10. Mandatory adjustment. For each organization, the process of creation, the very model of motivation is very individual. Unfortunately, there is no universal model that operates in any time intervals for all firms.