ASSESSMENT AND ANALYSIS OF THE SYSTEM OF MOTIVATION AND INCENTIVES OF STAFF OF A COMMERCIAL ORGANIZATION
ASSESSMENT AND ANALYSIS OF THE SYSTEM OF PERSONNEL MOTIVATION AND STIMULATION IN THE COMMERCIAL ORGANIZATION
L.V. Prudnikova1* O.I. Yurkevich2
1 Vitebsk State Technological University
2 Branch "Vitebsk heating networks" RUE "Vitebskenergo"
UDC 658.310.9 L. Prudnikava1* O. Yurkevich2
1 Vitebsk State Technological University
2 Vitebsk Heat Supply Networks Affiliate of RUE Vitebskenergo
MOTIVATION FACTORS, LEVEL OF MOTIVATION, EFFICIENCY OF MOTIVATION, PERFORMANCE PERFORMANCE OF THE ORGANIZATION, ASSESSMENT OF MATERIAL MOTIVATION, INCENTIVE PAYMENTS, FACTOR ANALYSIS OF THE CAPACITY OF INCENTIVE PAYMENTS, GRADE SYSTEM
FACTORS LEVEL MOTIVATION
The paper substantiates the need to assess and analyze the system of motivation and stimulation of the work of the personnel of a commercial organization. The author's classification of remuneration systems according to the level of the motivational component and the classification of incentive payments depending on the motivational orientation are proposed. On the basis of an integrated approach, a methodology has been developed for assessing and analyzing the system of motivation and stimulation of the work of the personnel of a commercial organization, including factors, particular and general indicators. As a result of approbation of the methodology in Modern-Expo LLC and the Vitebsk Heating Networks branch of RUE Vitebskenergo, the effectiveness of the personnel motivation and stimulation system was assessed, the need was identified and the directions for its improvement in the organizations under study were identified. \_
The work proves the necessity of evaluation and analysis of the motivation system and stimulation of the commercial organization's personnel's work. The authors offered the classification of remuneration systems according to the level of the motivational component and classification of incentive payments depending on motivational orientation. Based on integrated approach the technique of motivation system analysis and assessment and stimulation of the personnel "s work in the commercial organization is developed including factors, individual and collective indicators. The methodology being tested at JSC "Modern-Expo" and "Vitebsk heat networks » affiliate of RUE «Vitebskenergo» the effectiveness of the system of motivation and stimulation of staff"s work is evaluated, the need and determined the directions of its improvement in the studied organizations is identified.
* E-mail: [email protected](L. Prudnikava)
ECONOMY
RELEVANCE OF THE PROBLEM
Achieving the goals of the organization is impossible without ensuring the effective actions of the staff. To do this, it is necessary not only to ensure the functional load of employees and create the necessary conditions for them, but also to arouse in them the desire to energetically perform precisely those actions that bring the organization closer to achieving its goals. In this regard, management must perform a very important function - creating conditions for motivating employees and implementing it in practice. A feature of modern personnel management is the increasing role of the employee's personality, the ratio of motives and needs, on which the motivation system can rely, changes accordingly. Today, both financial and non-financial methods of remuneration are used to motivate employees. Meanwhile, neither the theory of management nor the practice of personnel management gives certainty in the ratio of individual aspects of employee motivation and the most effective methods of managing them. It should be noted that in the majority of scientific works devoted to motivation, the main attention is paid to the study of the problems of the structure and dynamics of labor motivation. Meanwhile, studies devoted to the practical development of oriented models of labor motivation for the personnel of commercial organizations in the conditions of the "new economy" are clearly not enough. Thus, the development of recommendations for assessing and improving the system of motivation and stimulation of the work of the organization's personnel is of particular importance. PURPOSE AND OBJECTIVES OF THE RESEARCH
The purpose of the article is to develop a methodology for assessing and analyzing the system of motivation and stimulation of the personnel of a commercial organization.
To achieve this goal, the following tasks were solved in the course of the study:
Development of theoretical and methodological foundations of the system of motivation and stimulation of personnel work;
Study of domestic and foreign experience in assessing and analyzing the system of motivation and stimulation of personnel work;
Determining the level of personnel motivation based on the assessment of the significance of the identified motivational factors and the assessment of the degree of satisfaction with them;
Determining the numerical value of the performance of the organization based on the use of a multi-criteria method for measuring performance;
Determining the effectiveness of motivation and its grouping;
Development of a factor model of the capacity of incentive payments;
Assessment of the presence and tightness of the relationship between the size of incentive payments and the level of wage intensity;
Development of an algorithm for choosing the direction of improving the personnel motivation system.
PROBLEM STATUS
For the first time, the word "motivation" was used by Arthur Schopenhauer in the article "Four principles of sufficient reason": motivation is causality, visible from the inside. Currently, there are two approaches to the definition of motivation. The first of them considers motivation as a structural formation, as a set of factors or motives (V. I. Kovalev, V. D. Shadrikov, G. G. Zaitsev, E. A. Utkin). Within the framework of the second approach, motivation is considered as a dynamic formation, as a process that supports a person's mental activity at a certain level (E.P. Ilyin, V.N. Kunitsyna, M.Kh. Meskon, V.K. Vilyunas). There are also two approaches to the study of motivation theories. Content theories of motivation are based on the satisfaction of needs and inducing a person to action (Maslow's hierarchy of needs, F. Herzberg's theory, McClelland's theory). According to the process approach, the behavior of a person is determined not only by his needs, but also by the perception of the situation, the expectations associated with it, the assessment of his capabilities, the consequences of the chosen type of behavior (Vroom theory, Adams theory, Porter-Lawler model). As a result, a person makes a decision about active actions or inaction. Despite the fact that these theories differ on a number of issues, they are not mutually exclusive and complement each other in many ways. Development of theories
motivation was clearly evolutionary, not revolutionary. These theories of motivation are used to some extent in solving the daily problems of motivating people to work effectively.
Having studied the main content and procedural motivational theories, their composition, advantages and disadvantages, it is proposed to present the model of motivation of the organization's personnel in the form of a two-level system (Figure 1).
The first level of motivation is the satisfaction of basic needs (the need for work, stability, the minimum necessary working conditions). Only after reaching this level can we talk about motivation for more efficient work. The second level is direct motivation for more efficient work, achieved with the help of material and non-material motivation factors. The significance of the applied motivation factors stimulates the employee to take action, as a result of which additional bonuses are expected. In case of satisfaction with the remuneration received and the costs of achieving it, the employee is motivated to improve the efficiency of his activities.
Material incentives are the most important means of influencing the motivation of employees, which has significant potential to increase it. In material incentives, wages are of primary importance.
Comparative characteristics of wage systems in terms of influencing motivational factors are presented in Table 1. The author's classification of wage systems, in terms of the motivational component, is shown in Figure 2.
At the same time, considering the composition and structure of the payroll, it should be noted that the size of the motivational impact on the staff is not proportional to the share of elements in the payroll (Figure 3).
The incentive payments have the greatest motivational effect, since they are designed to improve the performance of the employee, his professional level, initiative and loyalty to the organization. Since incentive payments have the greatest motivational potential, we will present their author's classification depending on the motivational focus (Figure 4).
Figure 1 - Model of employee motivation to work
ECONOMY
Table 1 - Comparative characteristics of the forms and systems of remuneration
Forms and systems of remuneration Dependence on the performance of the employee Dependence on the financial results of the organization Dependence on the level of professional knowledge of the employee
Competence system
time-based form
Tariff-free system
Bonus system
QPR system
piecework form
KR1 system
^Grading system
Notes: ■ - the factor influences the forms and systems of remuneration; ■ - factor may have an impact depending on the conditions of application of forms and systems of remuneration. Source: compiled by the authors.
Figure 2 - Classification of wage systems according to the motivational component
In order to study the factors of employee motivation, a number of authors propose various methods for determining the level of motivation for employees from the standpoint of assessing the significance of factors (Table 2).
Despite a significant number of studies in the field of assessment and analysis of the level of motivation offered by various authors,
Our methods are descriptive in nature and are aimed at determining significant motivational factors and psychotypes of employees. At the same time, the assessment of the level of motivation is not associated either with labor productivity or with a quantitative expression of motivational factors (for example, wages). Towards a quantifiable model
BULLETIN OF THE VITEBSK STATE TECHNOLOGICAL UNIVERSITY, 2017, No. 1 (32)
Incentive payments
Wage plate for epslnbniyu
ribatu/itribitonik nremh
Other payments included in the salary fund
Compensatory payments
Pay for unworked time
stimulating nature
Payments cappensnruishcheg "character
Other payments, include the composition of the wage fund
Salary for the work performed
HT payment unworked
Motivational impact on staff Share in the payroll Figure 3 - Share and motivational impact of payroll elements
Figure 4 - Classification of incentive payments depending on the motivational focus
level of motivation, we can attribute the factorial-criteria qualimetric model. This model allows you to evaluate the resulting orientation of an individual or group by identifying the level of satisfaction of the relevant needs and determining their
specific significance, which allows us to combine qualitative and quantitative processes, as well as to study the personality-oriented level of professional motivation of employees and assess the level of communication interaction.
economy
Table 2 - Comparative characteristics of methods for assessing the level of motivation
Methodology Result Advantages Disadvantages
Test "Motivational profile" by S. Ritchie and P. Martin Determination of significant and insignificant factors for employees Ability to determine average values for all personnel Laboriousness of processing results
The Motype test by V. Gerchikov, the determination of the psychotype of an employee, allows you to divide the staff into motivational groups, the inability to attribute a person to one specific type
The Minnesota Multidisciplinary Personality Inventory (MMPI) allows dividing employees into three motivational groups Allows taking into account the characteristics of the employee and the peculiarities of his motivation Duration and laboriousness of the study
The enneagram V method visual representation of the employee’s motivation in accordance with the identified factors and the determination of his enniatype allows you to determine the most significant motivation factors and divide employees into enniatypes; it is impossible to accurately attribute a particular employee to one enniatype
Most authors (G.V. Savitskaya, L.L. Ermolovich, V.I. Strazhev and others) propose to evaluate and analyze the wage fund as one of the motivational factors according to the analysis scheme, including: analysis of the composition and structure payroll, factor analysis of the payroll, assessment of the ratio of growth rates of average wages and labor productivity, assessment of the effectiveness of the use of funds for wages. As part of the stage of assessing the effectiveness of the use of funds for wages, it is proposed to calculate indicators of the volume of output, revenue, profit and net profit per one ruble of wages. Accordingly, none of the reviewed authors proposes to assess the level of motivation and stimulation of staff work based on the assessment and analysis of incentive payments, which indicates the need to improve the existing analysis methodology. METHODOLOGY FOR EVALUATION AND ANALYSIS OF THE SYSTEM OF MOTIVATION AND STIMULATION OF LABOR
Among the diverse tools for the formation of an effective mechanism of labor motivation, the use of economic analysis of the effectiveness of
effectiveness of the motivation system. However, assessing the motivation of employees is more complex than assessing the qualitative and quantitative results of labor activity. In science and practice, there are no accurate and reasonable methods and techniques for assessing and analyzing the system of personnel motivation, the result of most of them is descriptive.
To assess and analyze the system of motivation and incentives for personnel, a methodology was developed that includes three stages (Figure 5).
The first stage of the methodology involves assessing the effectiveness of motivation as the product of the estimated level of employee motivation and the final performance indicator. The source of information for assessing the level of motivation of employees are the results of a survey of employees. The questionnaire contains questions covering the assessment of both the personality-oriented level of professional motivation and the level of communicative interaction, and includes factors such as the level of success of an employee in an organization, the possibility of advanced training, the level of technical equipment,
Figure 5 - Stages of the methodology for assessing and analyzing the system of motivation and stimulation of personnel work
communication with the manager, relations with colleagues; the level of labor organization, sanitary and hygienic conditions, the possibility of promotion, the level of responsibility, the mode of operation, the amount of earnings. One section of the questionnaire is aimed at assessing the significance of motivational factors, the second - at identifying the degree of satisfaction with them. Questionnaires are processed on the basis of the method of factorial-criteria qualimetric model. The level of motivation of employees by factors is determined as the product of the degree of satisfaction with the factor and the level of its significance. The sum of factor satisfaction gives an overall assessment of the motivation of employees (the maximum possible score is 1).
To obtain a numerical assessment of performance allows a matrix method for measuring performance, which allows integrating quantitative and qualitative results. The performance matrix includes performance indicators, an evaluation scale, the evaluation itself, the significance of each evaluation indicator and the results - for each of the indicators separately and the final indicator. Evaluation indicators should correspond to the goals and objectives of the organization, be influenced by the object of analysis and comprehensively characterize
vot object. The evaluation of the result for each of the indicators is carried out by correlating the actual result with the evaluation scale. The significance of each of the indicators in the matrix method for measuring performance is determined as a percentage of the overall result. The performance for each of the evaluation indicators is calculated as the product of the score and the significance. The final performance of the object is determined as the sum of the performance for each of the indicators. The matrix method makes it possible to obtain a comprehensive generalized assessment of the performance of employees, to assess the focus of employees on achieving the set goals and improving performance.
It is proposed to single out four levels of effectiveness of the motivation system: high level of efficiency (8-10); a sufficient level of efficiency (6-8), requiring minor adjustments; the level of efficiency is below average (4-6), indicating the need to revise the motivation system; low level of efficiency (less than 4), indicating the need for a fundamental change in this system. Thus, the results of the assessment allow us to draw conclusions about the effectiveness of the functioning
systems of motivation and stimulation of labor in the organization and the need to adjust this system.
The second stage of the methodology involves the assessment of material motivation. It begins with a study of the dynamics, composition and structure of incentive payments, according to the proposed classification depending on the motivational focus: payments that stimulate labor productivity, professional development, staff loyalty, employee initiative, saving resources. Then, a study of the relationship between incentive payments and the productivity of employees is carried out, which is proposed to be carried out using the indicator of the capacity of incentive payments, calculated by the formula
Hitt* ;:tpp s
where UVP is the volume of output; STRT - payments stimulating labor productivity; STPP - payments stimulating professional development; STLR - payments stimulating employee loyalty; STIR - payments stimulating the initiative of employees; STER - payments that stimulate the saving of resources.
At the same time, it is advisable to present the indicator of the capacity of incentive payments as the sum of the capacities of incentive payments, depending on their motivational focus.
To determine the impact of changes in incentive payments by their types on the dynamics of the capacity of incentive payments, a factor analysis is carried out. To determine the relationship between the size of incentive payments and the level of wage intensity, a correlation-regression analysis should be carried out, which will allow one to judge the presence and nature of this relationship.
The analysis of material motivation carried out will make it possible to judge the motivational orientation of incentive payments, the effectiveness of the system used in the organization
material motivation and the need to correct it.
The third stage of the methodology for assessing and analyzing the system of motivation and stimulation of the work of personnel involves determining the directions for improving the motivation system. It is proposed to assess the need for adjustment and choose the direction for improving the system of motivation and incentives for personnel work based on the algorithm presented in Figure 6 a, and to select the remuneration system, if necessary, to revise it, you should use the algorithm shown in Figure 6 b.
The most universal remuneration system, which allows taking into account a significant number of factors, determining the amount of remuneration depending on the significance of the position, the number of functions performed, and the performance of employees, is a grading system based on the point-factor method and matrix-mathematical models.
The main differences between the proposed system and the classical grading system are presented in Table 3.
This system allows assessing all types of jobs, taking into account the level of education and competence of the employee, the nature and specifics of his work, the achievement of key performance indicators. In addition, this system will allow employees to influence the fixed part of the salary, influencing the factors of work and, thereby, increasing their salary within the grade or increasing the grade of their position, which will significantly increase the motivation of employees.
The developed methodology for evaluating and analyzing the system of motivation and stimulation of the work of personnel will allow not only to comprehensively assess the level of motivation of employees, determine the significant factors of motivation and satisfaction of employees with them, identify the relationship between employee motivation and the effectiveness of their work and give a general assessment of the effectiveness of the applied motivation system, but also highlight the main directions for improving this system. If it is necessary to adjust the remuneration system, the methodology allows you to determine the most appropriate, taking into account
Figure 6 - Algorithm for choosing the direction of improving the personnel motivation system and choosing a remuneration system
Table 3 - Differences between the proposed system and the classical grading system
Indicator Classical system Proposed system
Key factors 5-10 factors common to the entire enterprise 70% of factors common to the entire enterprise, 30% factors characterizing the specifics of the unit
Evaluation of positions by a third-party expert group within the enterprise using the "360 ° Evaluation" method
Calculation of the base salary based on the average market wage of similar specialties based on the financial situation of the organization, but not lower than the legally established minimum wage
Payroll calculation V base salary, or base salary + bonus base salary is adjusted for the employee's performance ratio \
features of the organization under study, the system and mechanism for its implementation. RESULTS OF TESTING THE METHODOLOGY FOR EVALUATION AND ANALYSIS OF THE SYSTEM OF MOTIVATION AND STIMULATION OF STAFF WORK
Approbation of the methodology for assessing and analyzing the system of motivation and stimulation of the work of personnel was carried out according to the data of the branch "Vitebsk heating networks" RUE "Vitebskenergo" for 2010-
2015 and LLC "Modern-Expo" for 2014-2015. (table 4). The results of the study made it possible to formulate a number of important analytical conclusions.
Evaluation of the level of motivation of the staff of the branch "Vitebsk Heating Networks" RUE "Vitebskenergo" made it possible to identify the significance of motivational factors for employees and the degree of their satisfaction. General indicator of the level
Table 4 - Results of approbation of the methodology for assessing and analyzing the system of motivation and stimulation of labor
Stages of the methodology
Branch "Vitebsk heating networks" RUE "Vitebskenergo"
OOO "Modern-Expo"
Assessment of the level of staff motivation
Employees are observed by factors: relationships with colleagues and the leader, the level of success in the organization, the possibility of professional development in the specialty, the level of professional responsibility;
Workers are observed by factors: relations with colleagues, mode of work, level of work organization, relations with the manager. A low level of motivation among both workers and employees is observed in terms of earnings, despite the fact that it is the most significant factor for them. The total assessment of the motivation of employees was 0.64, workers - 0.51. The general indicator of the level of motivation of the employees of the branch was 0.55. This indicates that the motivation system chosen at the enterprise does not sufficiently take into account the needs of the staff, which may affect the effectiveness of their work.
The highest level of motivation:
Employees are observed by factors: the amount of earnings, the possibility of promotion, the level of success in the organization;
The workers are observed by factors: the level of technical equipment, the amount of earnings and the level of labor organization.
The total assessment of the motivation of employees was 0.766, workers - 0.745. The overall indicator of employee motivation was 0.753, which indicates a fairly high level of staff motivation
Evaluation of the effectiveness of the organization's activities
The overall value of the performance of employees was 6.11, the overall value of the performance of workers - 5.91 (with a standard value of 5.0). The value of personnel performance is close to the normative, that is, all the standards were met, but there was practically no overfulfillment
The overall value of the performance of the personnel was 7.25 (with the standard value of 5.0), which indicates the high performance of the employees of the organization
Evaluation of the effectiveness of motivation
The value of the motivation efficiency indicator for employees was 3.91, for workers - 3.01. This indicates a low level of effectiveness of staff motivation and the need for further analysis of the motivation system.
The value of the motivation efficiency indicator was 5.46, which indicates a sufficient level of effectiveness of staff motivation
Assessment of material motivation
The average salary in 2015 amounted to 9516 thousand rubles. Stimulus payments make up just over 42% of the payroll. Over the past year, the largest growth was in payments stimulating resource saving (by 411.85%), payments stimulating professional development increased by 16.50%, stimulating labor productivity - by 15.96%, employee loyalty - by 15.61% , the amount of payments stimulating the initiative of employees decreased by 62.08%, despite the fact that in previous years this type of payment was ahead of others in terms of growth rates. The main part of incentive payments in the branch are payments that stimulate labor productivity (more than 42%) and payments that stimulate employee loyalty (more than 37%). Professionalism incentive payments account for more than 19%. The smallest share was made up of payments stimulating the initiative of employees - 0.34%. The most significant impact on the growth of the capacity of incentive payments was exerted in the study period by the capacity of payments stimulating labor productivity (by 1.126 rubles/Gcal) and the capacity of payments stimulating employee loyalty (by 1.158 rubles/Gcal)
The average salary in 2015 amounted to 15,810 thousand rubles. Incentive payments amount to just over 20% of the payroll. During the study period, the share of incentive payments gradually increased. The greatest growth occurred in payments stimulating the loyalty of employees (by 126%), payments stimulating professional development remained practically unchanged, payments stimulating labor productivity increased by 49%. The main part of incentive payments are payments that stimulate the effectiveness of personnel (more than 70%), the second place is occupied by payments that stimulate employee loyalty (more than 27%), the third place is occupied by payments that stimulate professional development (more than 0.9%)
Figure 7 - The level of motivation of the personnel of the branch "Vitebsk heating networks" (a) and LLC "Modern Expo" (b) by factors
Evaluating the effectiveness of the motivation system is a separate important task facing the manager when introducing a new motivation system.
Evaluation of the effectiveness of any object is considered as a performance in relation to the achievement of the set objectives.
Effect = Result - Cost. (1.1.)
Efficiency = Result / Cost (1.2.)
Thus, when determining the effectiveness of the motivation system, it is necessary to determine the result and costs.
Costs are divided into the following types:
wages, employees involved in the implementation of the motivation system;
payment for material and non-material factors of the motivation system;
organization of the motivation system (development + infrastructure);
The results coincide with the results of the financial and economic activities of the organization.
It is obvious that the value of efficiency in itself is of little interest; what is important is the change in efficiency as a result of the changes made.
However, the implementation of changes takes time, and the entry of the motivation system into the most effective phase (when the motivational systems of employees began to correspond to those laid down in the motivation system) is also not instantaneous. As a result, a change in the result is no longer the result of a single change in the motivation system (the cause may be the external environment or the consequences of other parallel processes in the organization).
Economic and social effectiveness of motivation.
The effectiveness of motivation is determined by the degree of achievement of economic and social goals.
Economic goals are related to the production activities of the enterprise and are reflected in the economic indicators and economic criteria for the effectiveness of its functioning.
Social goals are implemented in the form of meeting the expectations, needs and interests of employees. These needs are very diverse, and their importance may change over time. Goals determine the direction of activity. They characterize the state to which one should strive based on the implementation of specific strategies.
The economic approach requires analysis and identification of the goals of development and functioning of all the constituent elements of a particular social system. The effective functioning of the system as a whole is possible only with a certain combination of its goals with the goals of its subsystems. The objective goals of the system may not only not coincide, but also conflict with the goals of subsystems, as well as with the goals of individual employees. It is these "hidden" goals that actually control the activities of the labor collective, which leads to completely different results than planned. The effective functioning of a specific subsystem (workshop, section, team) within the framework of a common goal is possible only on the basis of eliminating such “hidden” goals. The socio-economic mechanism for managing the behavior of an object should be aimed at forming such a set of motives that would ensure the implementation of internal personal goals and behavior in the labor process in accordance with the general goals of the management system. For social performance to be seen as an achievable goal, it is necessary to find a way to measure needs and interests. In view of the variety of components that make up social efficiency, it is necessary to find a general indicator that could be used to describe and assess the needs of employees and job satisfaction.
Satisfaction with work can be different depending on how production, economic, social and motivational processes are organized. A different degree of satisfaction also reflects a different degree of achievement of the social goals of the system.
Therefore, the criterion for the quality of decision-making, which would measure the economic and social effectiveness of motivation, can be considered the degree of achievement of the goal. Social efficiency in the form of incentives can be realized only when the existence of the enterprise is reliable and it makes a profit, which allows for an incentive policy. At the same time, the growth of economic efficiency can only be achieved starting from a certain level of social efficiency. Therefore, there is a relationship between economic and social economy.
In achieving economic and social efficiency, a balance of interests must be maintained. It is considered achieved only when the parties concerned agree that a compromise solution is acceptable.
From the point of view of the motivational impact on individuals, various factors affecting productivity and labor efficiency can be reduced to three main ones: working capacity (individual capabilities), readiness for work and working conditions.
Various methods of managing personnel and their motivation should focus on the effectiveness of the required material and financial costs and the achievement of organizational goals. This is absolutely necessary for an enterprise operating in a market economy.
Therefore, when developing methods for managing staff motivation, great attention should be paid to the problem of assessing the effectiveness of management, which is of great practical importance.
Economic efficiency is getting more results for the same cost or reducing costs while getting the same result. Therefore, speaking about the problem of the effectiveness of personnel management, it is necessary to find out what the costs are and what is meant by the economic effect.
Labor costs
Each enterprise needs labor resources to carry out production activities.
The cost of labor includes payment for work performed, bonuses and other monetary remuneration, the cost of payments in kind, the costs of enterprises for social security, vocational training, cultural and living conditions and other expenses (work clothes, transport) including taxes charged on the wage fund (personal income tax, ECH). The cost of labor will increase due to the attraction of new employees with higher qualifications, additional costs for retraining personnel, organizing recreation, etc.
The resource approach to the employee is reflected in the concept of human capital. In accordance with it, investments in human capital are any activities that improve the skills and abilities of workers or their productivity. These costs, as well as equipment costs, can be viewed as an investment, since the costs of them will be offset many times over by an increased income stream in the future. The theory of human capital has become widespread in developed foreign countries such as the USA, Great Britain and others.
The application of the resource approach at the enterprise level faces a number of methodological difficulties, primarily related to the characteristics of the workforce. The consumption of resources in the production process is also a running cost. Since the consumption of labor is labor expressed in terms of time (man-hours, man-days), and the costs of living labor have a monetary value in the form of wages, they are combined with material costs and receive the total cost of production and sales of products (cost).
Thus, labor costs do not appear as part of the advanced costs (resource), clearly expressed in quantitative terms, but as the actual costs of the enterprise for wages (with the corresponding taxation) in the current period.
The competitiveness of an enterprise largely depends on the personnel employed in it. Well-prepared and trained staff with a high level of motivation for high-quality work is as great a wealth as the latest equipment or cutting-edge technology.
To date, the leaders of domestic enterprises invest less in the development of labor potential than in developed foreign countries. For example, in the US, entrepreneurs collectively spend more than $238 billion a year on staff training, and the total cost of public education is $310 billion a year. For every dollar invested in the development of manufacturing in the United States, 85 cents are invested in the development of the workforce. In Russia, for every ruble invested in the development of the means of production, 15 kopecks are spent on the development of the labor force. The difference is obvious.
In the conditions of the planned economy of the USSR, the absence of an enterprise's interest in investing in labor was determined by the fact that most of the costs for the education and training of skilled labor were assumed by the state. Therefore, the accounting and analysis of the costs of the enterprise associated with the maintenance of the labor force was not carried out. The organization of wages was strictly regulated by the state through a system of tariff rates, differences in pay depending on the qualifications of the employee, conditions and intensity of work. Therefore, the tasks of improving wage systems also did not lead to an analysis of the costs and expenses associated with the maintenance of the labor force.
Personnel management at an enterprise operating in market conditions, and, consequently, the management of the material basis of labor motivation - incentives for employees determines the need to specify labor costs, account and analyze all costs associated with its functioning.
The effect of personnel management
In addition to labor costs, when assessing economic efficiency, an indicator of the effect of this activity is used. The development of the labor potential of the enterprise team as a whole and the individual employee as a result of the managerial decisions taken serves to obtain additional results from production activities.
This result is the source of the effect, which can take a different form and be evaluated by different indicators. The control effect can be expressed in the following form:
- increase in output due to the growth of labor productivity and improvement of its quality;
- job satisfaction (motivational effect), if work with personnel was based on taking into account social aspects in labor relations; the effect may also manifest itself in an increase in labor productivity, a decrease in damage from staff turnover due to the stabilization of the team;
- relative cost savings due to the reduction of training periods due to the selection of professionally trained workers (the effect is expressed in savings in the funds necessary to achieve a certain state of labor potential).
There may also be an intermediate result - advanced training of employees (rank, category, class, etc.). The end result is an increase in the volume of manufactured products or revenue from the sale of better quality products.
The overall end result can be calculated as a generalized value of all results (increase in production volume, sales proceeds, etc.); secondly, as the sum of private effects from the implementation of specific activities carried out by the personnel service (motivational activities). Each of these methods has its own advantages and disadvantages.
In the case of using such factors as an increase in the volume of production, a change in the level of labor productivity, etc., as a general indicator of the activity of the enterprise team, their value is influenced not only by the personal factor of production mobilized through staff motivation, but also by technical and technological and organizational factors. The results of the current year may have been more affected by the costs of previous years than the costs of the current period. Therefore, it is rather difficult to unambiguously assess the impact of personnel management on the economic effect of the enterprise.
Basic approaches to the assessment of personnel management
When comparing costs and results in assessing the economic efficiency of staff motivation, it is necessary to specify and determine what exactly is to be assessed.
Firstly, the achievement of a certain final result of activity with the help of a specially selected, trained and motivated team of the enterprise, formed as a result of the implementation of the selected personnel policy.
Secondly, the achievement of the goals set for the management of motivation with minimal expenditure of funds.
Thirdly, the choice of the most effective management methods that ensure the effectiveness of the management process itself.
Each of these approaches deserves separate consideration.
1. Achieving the end result
The overall economic effect can be considered as the result of all economic activities of the enterprise. The economic effect is the volume of manufactured products in physical or value terms. In addition, the volume of products sold, profit, is also taken into account. Products should be expressed in current prices, as this allows you to compare results with costs.
Efficiency improvement can be achieved either by reducing costs to obtain the same production result, or by slowing the rate of increase in costs compared to the rate of increase in the result, when the increase in the latter is achieved through better use of available resources.
Most often, to assess the effectiveness of the final result (production), the indicator of the effectiveness of labor costs is used, in particular, the indicator of labor productivity Pt.
Fri \u003d Op / T,
Op - the volume of manufactured products (works, services) during a certain calendar period, rub.,
T - labor costs (man-hours, man-days) or the average number of employees.
As one of the methods for assessing the effectiveness of staff motivation, the author proposes his own assessment formula, which takes into account the effects that arise when labor productivity increases, staff turnover decreases and when staff is trained with the subsequent combination of several professions. First, individual performance indicators are determined:
1) the effect of reducing staff turnover (monthly)
Et \u003d Zn X R (Kt1 - Kt2),
Zn - costs for a beginner = Zot / Rot,
Zot - the cost of personnel selection,
Mouth - the number of selected candidates, (
P - average number of employees,
Kt - turnover rate \u003d number of laid-off workers Ruv / R.
2) the effect of training with the subsequent combination of professions
Goiter \u003d Zzp x Rep x N - Goiter,
Zzp - wage costs per employee per month, Rep - the number of employees trained in related professions, N - the calendar period for which efficiency is calculated, Goiter - training costs.
3) the effect of increasing labor productivity (per month)
Ep \u003d P x Dm x (P2 - P1),
P is the number of employees,
Dm - the number of working days worked by them per month, P - labor productivity as the ratio of sales per day to the number of employees \u003d 0p / (Dm x P)
Total Efficiency:
Es \u003d Ep + Et + Eob \u003d N x R x Dm x (P2 - P1) + N x Zn x R (Kt1 - Kt2) + + Zzp x Rsp x N - Goiter
As an example, let's consider the calculation of the effectiveness of personnel motivation management according to this formula, made by the author at a small enterprise LLC "AllianceMedia" during the period of research on labor motivation.
The total number of employees of the company is 30 people.
The effect of reducing fluidity
In January 2003, 10 people quit.
Kt1 = 10/30 = 0.33. As a result of motivational activities, the director of the company simultaneously with the recruitment of new staff in March left 2 people.
Kt2 \u003d 2/30 \u003d 1/15 \u003d 0.07
The cost of finding a new employee includes the cost of using the Internet (1.u./hour) and 15 hours of work for a recruiting manager with a salary of 400.u., and amounts to 40.u.
Et \u003d 40 x 30 x (0.33 - 0.07) \u003d 312 c.u.
The effect of training with the subsequent combination of professions
Zzp = 400 c.u. per month per person. Kob = 2 people. N = 3 months. Goiter = 1000 c.u.
Eob \u003d 400 c.u. x 2 x 3 - 1000 = 1400 c.u.
The effect of increasing labor productivity
Pg = 50.8 c.u.
Pa = 50 c.u. is the average labor productivity per worker. Ep \u003d 30 x 20 x (0.8) \u003d 480 c.u. / m
The total effectiveness of personnel management for the quarter is determined as the sum of individual effects:
Es \u003d 312 x 3 + 1400 + 480 x 3 \u003d 3776 c.u.
Thus, it is obvious that the overall assessment of efficiency, taking into account the quantitative and qualitative results of the firm's activities, shows a significant reduction in costs.
2. Achieving the goals of motivation management at a minimum cost
Efficiency characterizes not only the effectiveness of the activity, but also its economy, that is, the achievement of a certain result with minimal costs. When evaluating the personnel management system, indicators can be used not only of labor productivity, but also of the efficiency of the system itself. The personnel management system is designed to influence the labor potential in order to change its parameters in the direction necessary for the enterprise. There are various ways to solve this problem, but the right choice provides the lowest cost, that is, saves money. The effect of management can be assessed by the degree of closeness of the actual state of the labor potential to the planned one. It is impossible to express the ultimate goal of personnel management with one indicator, therefore their system is used, reflecting various aspects of labor potential (number of personnel, professional qualifications, education, motivation, labor, health status).
It is possible to identify and analyze the effectiveness of motivational management in specific areas of this process - the effectiveness of personnel policy, training and retraining of personnel, advanced training, shortening the period of adaptation of personnel, etc.
In any case, the source of the effect is the saving of funds to achieve the set goals, however, the main task of the current policy is to achieve such a state of labor potential that would provide a certain economic and social effect, and not the maximum savings in labor costs, since it is known that cheap the labor force is not always the best, especially for high quality products. Consequently, cost minimization as an efficiency criterion should be considered in relation to the achievement of specific quantitative and qualitative parameters of the labor potential.
3. The choice of the most effective management methods that ensure the effectiveness of the management process itself
The effectiveness of the management process is determined through an assessment of the progressiveness of the management system itself, the level of technical equipment of managerial work, the qualifications of employees, etc. Factors in improving the efficiency of the management process itself cannot but affect the results of the organization's economic activities.
The efficiency of the system in general can be expressed by the unit costs of its operation. The effectiveness of management can be characterized through an assessment of the rationality of the organizational structure of the personnel service. In this case, indirect criteria are used - the costs of maintaining the management structure and their share in the total cost of the organization in the production of products. The more complex the system (more hierarchical levels and relationships), the lower the efficiency of the management system.
The effectiveness of the organizational structure of the personnel management service largely depends on the dynamism of the structure itself, on how quickly it reacts to changes and complication of the tasks facing personnel management, how it is adapted to business conditions in a market economy.
Currently, many Russian companies, especially those engaged in consulting and marketing activities, use Western methods for assessing the effectiveness of personnel management. Among them stand out:
1. Peer review, which consists in questioning the heads of departments with the help of a questionnaire about what they think about HR managers and their methods of work. The questionnaire can include both general and specific questions and is conducted on its own, without the involvement of consultants. This method is effective in terms of minimizing the cost of assessing, but its main drawback is the presence of subjectivity in assessments associated with interpersonal relationships in the team.
2. Benchmarking method, which consists in the fact that the performance indicators of personnel management services (staff turnover rate, absenteeism rate, training costs for new employees) are compared with similar data from other companies operating in the market and engaged in approximately the same types of activities.
3. The method of calculating the return on investment ("return of investment"). In this case, the calculation of the indicator ROI = (income - costs) / costs x 100%.
4. Method D. Phillips, which includes five formulas:
a) evaluation of investments in the HR department = expenses of the personnel service / operating expenses;
b) assessment of investment in the HR department = expenses of the personnel service / number of employees;
c) the rate of absence from the workplace (absenteeism) = the number of absenteeism + the number of employees who quit unexpectedly;
d) satisfaction indicator (qualitative indicator) - the number of employees satisfied with their work, expressed in% (here, the factors of the motivational-hygienic theory of F. Herzberg described above can be used as a satisfaction criterion)
e) a criterion that determines the unity and harmony in the organization, established by the methods of sociometry.
5. D. Ulrich's technique, which includes five methods:
- Productivity indicator per unit of raw materials, one worker or unit of wages;
- Indicators of the speed of business processes;
- Costs and other results in the implementation of special programs of initiatives, which, in fact, are analogous to the R0I described above;
- The speed of business processes before and after innovations;
- Skills, skills of employees, their loyalty to the administration.
In modern Russian conditions, the above methods are difficult to apply as a universal tool for assessing the effectiveness of personnel management at enterprises of various forms of ownership and organizational and legal forms.
Each of the considered approaches to assessing economic efficiency has its own positive aspects and difficulties in implementation. The most acceptable in practical terms, however, seems to be an assessment of certain areas of motivational policy, which makes it possible to identify the costs of their implementation and to determine with sufficient accuracy the performance indicators of the ongoing personnel policy. However, enterprises of various forms of ownership (state, commercial, etc.) have a different degree of freedom in choosing methods for implementing socio-psychological and motivational policies and the possibility of implementing alternative options.
Therefore, the general criteria for effectiveness can be the following:
- payback period for personnel costs;
- the amount of income growth;
- minimization of current costs;
- profit maximization;
- minimization of production costs due to personnel costs.
The orientation of the enterprise to the use of one or another criterion predetermines the approach to the selection of indicators used to analyze and justify the effectiveness of the ongoing motivational policy, its forms and methods.
The main conclusions to be drawn after reading this chapter are:
1. To form a motivational mechanism, it is necessary:
a) determine the technology of labor motivation at a particular enterprise. To do this, it is necessary to study and track the changing needs of the company's employees by conducting surveys or questionnaires, while special attention should be paid to the selection of employees for the formation of work teams in accordance with the temperament and personality type;
b) identify and analyze the factors of the external and internal environment that affect the process of personnel management of the enterprise and the motivation of employees, predicting possible consequences in a positive and negative direction, and measures to eliminate possible negative consequences;
c) choose, taking into account all factors, ways to achieve effective motivation that are really possible in a given organization, and determine the methodology for personnel management. The most successful and universal can be a comprehensive-targeted approach that contains elements of administrative methods of management, economic and material incentives and participation in enterprise management, socio-psychological, contributing to the satisfaction of socio-cultural values and the creation of a stable moral and psychological climate in the team.
2. According to the author, enterprises that are constrained in financial resources (mainly related to the public sector of the economy) should use administrative methods for the strict implementation of legislative acts (Labor and Tax Codes of the Russian Federation), providing employees with the rights and benefits granted to them by law, methods of social - psychological impact, satisfying the needs of employees in communication with colleagues, respect and self-respect; the policy of material incentives should be carried out as far as possible, the main factor is the stability in obtaining wages. It is also necessary to provide moral incentives to employees by rewarding them with various prizes and gifts for good work, providing opportunities for mastering related professions (horizontal growth).
At non-state enterprises, the main emphasis should be placed on material incentives for employees, carried out in various ways, including those that make it possible to legally reduce the tax burden (non-monetary incentive methods), and on socio-psychological methods that make it possible to create a corporate spirit in the company, satisfy the need for involvement , career growth and success.
3. It is necessary to clearly allocate responsibilities between line managers and functional heads of the organization for personnel management. Each link must perform its organizational functions. The author believes that such a structure should be adopted in large enterprises that have the means to maintain an extensive personnel management structure. In small private firms, the main role in ensuring effective motivation is assigned to personnel managers who implement motivational policies, and directly to managers who make decisions and provide funding for motivational projects. These managers must constantly improve their skills by taking various courses in personnel management and psychological training.
4. A large role in managing the motivation of employees should be assigned to representatives of the labor collective, who protect the interests of employees and find a compromise between the positions of owners and employees. In state enterprises, such representatives are trade union committees, which act as a buffer between the administration and employees, helping to establish a normal socio-psychological climate in the team and satisfy social and partially material needs.
5. To achieve effective labor motivation, an organization must have certain motivational resources. Such resources, according to the author, should be the principles of social partnership, the labor potential of the enterprise, the effective organization of labor and the competent social policy pursued by the enterprise.
6. To assess the effectiveness of the applied motivational policy in personnel management, it is necessary to carry out a quantitative and qualitative assessment of the effectiveness of the proposed methods, choosing the most suitable for the working conditions of a particular organization. In case of detection of low efficiency from the activities carried out, approaches to the implementation of the motivational policy should be changed, based on the needs and expectations of employees, consistent with the goals and objectives of the enterprise. At the same time, it is wrong to rely completely on calculated indicators; a situational approach is needed to determine the effectiveness of the ongoing personnel policy based on the specific state of affairs in the organization.
WorkshopTest "Delegation of authority"
Delegation of authority is one of the most important means of expanding the managerial capabilities of the manager responsible for effective motivation and improving the quality of management. With the expansion of the managerial responsibilities of the manager, it becomes the first of the cardinal measures that allow the manager to cope with the sharply increased volume of work, and at the same time allows the employee to satisfy the needs for self-esteem and self-expression necessary for the effective functioning of the motivational mechanism.
Answer "yes" or "no" to the following questions:
- Do you continue to work after the end of the working day?
- Do you work longer hours than your employees?
- Do you often do work for others that they could do for themselves?
- Do you manage to find a subordinate or colleague who would help you in case of need?
- Do your colleague, subordinate (or your boss) know your tasks and scope well enough to replace you if you leave your job?
- Do you have enough time to plan your tasks and activities?
- Does your desk get cluttered when you return from a business trip?
- Are you still dealing with cases and problems from the area of \u200b\u200bresponsibility that was assigned to you before your last promotion?
- Do you often have to put off an important task in order to complete others?
- Do you often have to "rush" to meet important deadlines?
- Do you spend time on routine work that others can do?
- Do you yourself dictate most of your memorandums, correspondence, and reports?
- Do you often get approached about tasks not completed by your subordinates?
- Do you have enough time for social and representative activities?
- Do you strive to be in the know everywhere and have information about everything?
- Is it worth it to you to stick to your priority to-do list?
Count how many times you answered yes.
0 to 3 times. You are great at delegating authority.
4 to 7 times. You have room for improvement and delegation of authority.
8 or more times. It looks like delegation is a big problem for you. You should give priority to its solution.
Group attractiveness test (18, p. 94)
This test shows how important a comfortable psychological climate is for employees in a team, which is aimed at creating socio-psychological methods of motivation.
Mark after each question the answer that corresponds to your attitude towards your group.
1. How would you rate your belonging to the team:
a) feel like a member of a team, part of a team;
b) participate in most activities;
c) I participate in some activities and do not participate in others;
d) do not feel that I am a member of the team;
e) I work separately from other members of the group;
2. Would you move to another group if such an opportunity presented itself (without changing material conditions):
a) yes, I would very much like to go;
b) would rather move than stay;
c) I don't see the difference
d) most likely would have stayed;
d) in any case;
e) I don’t know, I find it difficult to answer.
3. What is the relationship between employees in your group:
3.1. During normal business communication:
3.2. In responsible conditions:
a) better than in most groups;
b) approximately the same as in most groups;
c) worse than in most groups;
d) I don’t know, I find it difficult to answer.
3.3. Out of work, on vacation:
a) better than in most groups;
b) approximately the same as in most groups;
c) worse than in most groups;
d) I don’t know, I find it difficult to answer.
4. What is the relationship between employees and the manager:
a) better than in most groups;
b) approximately the same as in most groups;
c) worse than in most groups;
d) I don’t know, I find it difficult to answer.
5. What is the attitude to business in the team:
a) better than in most groups;
b) approximately the same as in most groups;
c) worse than in most groups;
d) I don’t know, I find it difficult to answer.
Key to the test
question number |
Possible answer |
|||||
The best sum - 25 points, shows that the employee's opinion about his team is high, and, from his point of view, the psychological climate in the team is good.
The worst sum - 7 points, indicates a bad socio-psychological climate in the team, there is something to think about.
Test "Can you give orders?"
The proposed test aims to determine the preliminary and current self-assessment of the effectiveness of the application of organizational and administrative management methods.
Mark the positions in the table that are most significant from your point of view. To do this, in the first column against each position, put an importance rating (B) on a five-point system. After rating the importance against each recommendation, put a five-point mark in the second column indicating your use (AND) of this recommendation.
1. The order must be objectively necessary. |
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2 You should not give an order if you are not completely sure that it is real and can be carried out. |
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1 Before giving an order, the manager needs to talk with the subordinate, find out his attitude to work. |
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4. The head is obliged to provide the subordinate with the conditions for the successful implementation of his order. |
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5. When giving an order, it is necessary to take into account the individual characteristics of the employee (qualification, gender, age, etc.). |
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6. The head of his order should encourage and develop the independence of the subordinate, his initiative. |
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7. It is better to give an order in the form of a request, not an order. |
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8. The order should be given kindly, but in a firm and confident tone. |
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9. The leader must remember the culture of his behavior and the sense of personal dignity of the subordinate. |
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10. The manager needs to teach subordinates more, rather than give orders, find time to train subordinates. |
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11. It is necessary to interest the subordinate in the social significance of the task, the direct practical benefit for the team and for him personally. |
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12. For the successful execution of the order, it is necessary to create an atmosphere of competition, to arouse the desire of the subordinate to excel, to show their abilities. |
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13. It is necessary to emphasize the special role of the performer, to show how highly the leader appreciates his work. |
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14. You should not give the performer several instructions at the same time. |
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15. The leader must make sure that the subordinate understood his tasks. |
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16. The subordinate must know the exact date of completion of the work and the form of its submission. |
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17. The head, without hesitation, is obliged to demand from the subordinate the performance of the assigned work. |
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18. The manager can help the subordinate in the performance of the task, but should not perform it instead of him. |
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19. You should not allow unauthorized assignments to a subordinate, bypassing his immediate supervisor. |
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20. Assigning responsibility for the execution of an assignment to a subordinate does not remove it from the head. |
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Total points: |
Key to the test
Final grade:
Up to 60 points - your orders are not very effective;
From 61 to 85 points - the effectiveness of your orders is satisfactory;
From 86 to 92 points - you give the right orders;
From 93 to 100 points - your orders are competent, correct and highly effective.
At modern enterprises, managers attach great importance to material and non-material incentives for staff. Based on their own management practices or the successful experience of other companies, they introduce new forms of incentives or adjust existing motivational programs. Motivation programs are understood as a set of measures aimed at maintaining and / or increasing the degree of interest of employees in the process and results of work. In this regard, the need for managers-initiators of changes in assessing the effectiveness of motivational programs is substantiated.
In the theory and practice of personnel management, there is no standard methodology for assessing the effectiveness of the motivation system. The valuation procedure in companies is often not carried out at all. This is one of the most common management mistakes. There is a rule in management: you cannot manage what is not measured. Evaluating the effectiveness of motivational programs allows you to timely introduce and adjust incentive methods, reasonably plan the company's budget for human resource management.
Let us consider the methodology for solving this problem, based on the practice of implementing projects for the phased development and implementation of motivation systems for personnel of enterprises from various business areas.
1. Setting the goal and objectives of the motivation system
The choice of indicators and methods for assessing the effectiveness of the motivation system, as a rule, is determined by the goals for which this system is implemented in the company. Specialists in the field of personnel management distinguish three main groups of goals for staff motivation:
1) attraction and retention of employees;
2) increase in labor efficiency;
3) improving performance discipline.
To achieve the goals, specific tasks can be set, such as increasing staff loyalty, improving the quality of customer service, reducing the number of delays, etc. Depending on the goals and objectives, as well as their priority, performance evaluation indicators are selected.
The performance indicator is a quantitative or qualitative characteristic of the work of the management object (employee, structural unit, enterprise), which determines the degree of effectiveness of managerial influence. The indicator should be:
- valid, that is, correspond to the goals and objectives of the motivation system;
- informative, that is, with a certain degree of probability, assess the actual state of the control system and predict the expected result in the future;
- available for initial data collection and subsequent analysis;
- tracked in dynamics. The value of one or another indicator at a particular point in time is in itself of little significance. To make informed management decisions, it is important to analyze the indicators in dynamics, so the method for obtaining them should be practically unchanged (or with minor modifications), and the form of collecting, accumulating and analyzing information should be easy to use.
Thus, in addition to the objectives of the study, the choice of indicators and their number depend on the degree of information availability, time s x the cost of its collection and processing, as well as the classification of types of efficiency used. Based on the application of the principle of complexity, it is worth highlighting three types of effectiveness of the motivation system: economic, social and targeted. Let's take a look at each of these types.
2. The choice of indicators of the effectiveness of motivation systems
Direct indicators of economic efficiency
According to ISO 9000:2000, efficiency is the ratio of the results achieved and the resources (costs) used related to their achievement. Accordingly, the general formula for efficiency can be as follows:
Efficiency = Result / Cost.
As a rule, efficiency is expressed in fractions or percentages.
To evaluate the result at the enterprise level, you can use the indicator of profit, income for a specific period of time. The result can be correlated with the costs of one kind or another. In particular, the costs of labor, production space, working capital, etc. are important for an enterprise. Particular performance indicators depend on the type of costs under consideration: profitability, capital productivity, labor productivity, material intensity, turnover of working capital, return on investment, etc. All of these indicators are to economic efficiency indicators .
Indirect indicators of economic efficiency
Economic efficiency, as a rule, is of interest to the company's management in the first place, because in order to make managerial decisions, it is necessary to understand whether this or that personnel change is economically feasible. Unfortunately, it is difficult to calculate the economic efficiency of motivational programs in its pure form due to the difficulty of assessing in monetary terms the result resulting from the introduction of one or another motivational program. It is clear that such a result can be an increase in the income or profit of the company for the reporting period, but these indicators are influenced by a large number of factors, only one of which is the motivation system. In this regard, the indicators of economic efficiency of motivational programs given in Table. 1 are usually indirect.
It is easier to calculate the costs of introducing a motivation system, since they are constantly recorded. They can be divided into the following types:
- labor costs of employees involved in the implementation of the motivation system;
- the costs of providing material and non-material factors of the motivation system;
- the costs of developing and creating the infrastructure of the motivation system.
Table 1 - Main indicators of economic efficiency and formulas for their calculation
| Index |
Calculation formula |
| Labor productivity (PT) | PT \u003d Q / H s.sp. , where Q is the amount of work; H s.sp. – average headcount |
| Lead coefficient (K op.) | K op. = T p.t. / T z.p. , where T p.t. – growth rates of labor productivity; T z.p. - growth rate of wages |
| The share of wages in the cost of production / in total costs (% of salary) | % salary = Ф c.p. / FROM % salary = Ф c.p. / Z, C - the cost of production, rub. Z - total costs, rub. |
| Payroll intensity (WU) | ZE \u003d F c.p. / AT, where Ф c.p. – payroll fund, rub.; B - proceeds from the sale of products, rub. |
The main indicator of the effectiveness of the use of human resources is labor productivity. Its growth serves as an indirect confirmation of the effectiveness of the applied motivational programs. The volume of work can be assessed both in physical terms (in pieces, tons, kilometers, square meters, liters, etc.), and in value terms (in rubles).
The lead indicator reflects the ratio of the growth rate of labor productivity and the growth rate of wages. Normally, it should be greater than one. In this case, it can be assumed that material incentives in the company successfully solve the problem of increasing the economic and production returns from the staff.
If the lead indicator is corrected, indicating in the denominator the growth rate of personnel costs in general, then with a similar calculation it will be possible to draw a conclusion about the effectiveness of personnel policy in general, since these costs will include all types of personnel costs (recruitment, training, non-material incentives , evaluation and work with a personnel reserve, etc.).
If the growth rate of personnel costs for the reporting period exceeds the growth rate of labor productivity, management should ask the question: is it advisable to invest in personnel development in this way, does it give the company an economic effect?
Management situations in which the lead factor can be less than one occur, for example, when, with an unsatisfactory personnel policy for the past period, management decides to invest in personnel. In this case, it may take two or three years before the lead factor approaches the normative values.
Another important indirect indicator of the cost-effectiveness of incentive programs can be the share of wages in the cost of production/total personnel costs. When conducting an economic and statistical analysis, labor economists preliminarily determine the normative values of this indicator. It is desirable to have such statistics on the enterprises of the industry, but, unfortunately, such information is not always available for analysis. This indicator allows you to take into account and plan the cost of wages, to monitor that the payroll does not exceed the specified standards. Payroll costs range from 20% to 60% of total costs across different business sectors. They remain the most significant in the budget of any enterprise involved in the real economy.
With the development of management, the approach to assessing social efficiency, which expresses the social result of management activity, began to develop intensively. True, there is still no unity here, since the method of evaluation is determined by what exactly in each specific case will be taken as an indicator of social efficiency.
According to the general definition, the social efficiency of management characterizes the degree of use of the potential capabilities of the labor collective and each employee, his creative abilities, the success of solving the social problems of the development of the team, the degree of staff satisfaction with various aspects of work.
In table. 2 shows an extended classification of social performance indicators. For a particular enterprise, the most significant indicators that are relevant at the moment can be selected.
Table 2 - Classification of social performance indicators
|
Group of indicators of social efficiency |
Social performance indicators |
| Satisfaction of employees with various aspects of work | Satisfaction with wages. Satisfaction with the social security system. Satisfaction with sanitary and hygienic working conditions. Satisfaction with organizational and labor conditions of work. Satisfaction with team relationships. Satisfaction with the content and significance of work. Satisfaction with the reward and recognition system. Satisfaction with the career development system. Satisfaction with the professional development system. Satisfaction with specific personnel activities, etc. |
| Staff turnover | Staff turnover in the whole enterprise. Personnel turnover in structural divisions. |
| Sanitary and hygienic working conditions | Temperature regime. Illumination of workplaces. Noise level. Dustiness of the premises. Provision of employees with sanitary and hygienic facilities, etc. |
| Organizational and labor conditions of work | The level of labor discipline. The level of performance discipline. Worker injury rate. The incidence rate of workers. The share of normalized operations. The level of equipment of workplaces. The level of mechanization and automation of labor. The level of computerization of administrative and managerial work. Tension and intensity of work. rationality of modes of work and rest. Share of creative operations. Share of unskilled labor. Provision of employees with regulatory documentation. The ratio of formal and informal management structures, etc. |
| Socio-psychological working conditions | Moral and psychological climate in the team. The level of conflict in individual departments and the enterprise as a whole. Participation of employees in management (development and adoption of managerial decisions). Labor and social activity of employees. The level of involvement and loyalty of staff, etc. |
| Social security of workers | Living conditions of workers and their families. Provision of preschool institutions for children. The provision of medical care. Provision of vouchers to health-improving institutions. Security with additional pension guarantees, etc. |
| Professional qualification structure of personnel | General educational level of employees. The professional level of employees. The level of qualification of workers. The level of the general culture of workers. The share of employees who have completed advanced training. The share of employees with satisfactory certification results, etc. |
Indicators of social efficiency of management are determined by analyzing economic and statistical reporting, questioning and interviewing employees, the method of expert assessments, the method of observation and other methods. At the same time, some indicators are determined with a certain degree of conventionality, while others cannot be expressed quantitatively at all.
A generalized (integral) indicator of the social effectiveness of management can be obtained by summing the product of estimates of private indicators by the corresponding weight coefficients.
Performance or target performance indicators
Along with the concept of efficiency, the concept of effectiveness is used. According to the ISO 9000:2000 series of standards, effectiveness is defined as the degree to which planned activities are carried out and planned results are achieved. The more accurately the goal is achieved, the higher the performance. In this regard, the effectiveness can be otherwise referred to as the target efficiency. Accordingly, the overall performance formula can look like:
Performance = Result / Goal.
Upon reaching the goal, the efficiency will be equal to 100%. So, if the management of the company planned the level of annual profit in the amount of 10 million rubles, and the actual profit was received in the amount of 11 million rubles, then the effectiveness of this criterion will be 110%.
This method is good to use in companies that use KPI systems, and especially when evaluating those positions where there is a clear relationship between stimulus and response. When evaluating the target effectiveness, it is also necessary to make an adjustment for the influence of other factors, therefore it is recommended to conduct expert surveys.
Thus, the fundamental differences between economic efficiency and target (performance) are as follows:
- economic efficiency requires achieving not so much the goal as the result at the expense of minimal costs;
- to measure performance, it is necessary to have clearly defined goals and plans.
Performance evaluation procedure
Consider the methodology for evaluating efficiency using the example of a project to create a system of motivation for department employees. The initiator of the change is the head of the sales department, who leads the working group, which also includes an HR manager, a financial manager and an external consultant. The improvement of the motivation system is carried out to achieve the goals of all three groups, for which the experts of the working group put down a weight characterizing their significance:
- attraction and retention of employees - 10%;
- increase in labor efficiency - 80%;
- improvement of performance discipline - 10%.
As selected performance indicators, which are given in table. 3, highlighted:
P 1 - lead factor (the current and previous years are compared);
P 2 - staff turnover (among sales managers),%;
P 3 - implementation of the sales plan,%;
P 4 - the share of new customers,%;
P 5 - conversion rate,%
P 6 - the number of delays, h.
Table 3 - The choice of performance indicators for motivational programs for sales managers
|
Index |
Group of performance indicators |
The weight, % |
The value of the indicator for the previous period |
Normative (planned) value |
| P 1 - advance coefficient | Economic efficiency | |||
| P 2 - staff turnover,% | Social efficiency | |||
| P 3 - implementation of the sales plan,% | Efficiency | |||
| P 4 - the share of new customers,% | Efficiency | |||
| P 5 - conversion rate,% | Efficiency | |||
| P 6 - the number of delays, h | Efficiency |
Motivational programs include the following activities:
M 1 - adjustment of the bonus system;
M 2 - introduction of a professional competition among sales managers;
M 3 - rewarding with valuable gifts at the end of the reporting period;
M 4 - introduction of a system of monthly performance evaluation and feedback.
Thus, as a result of the introduction of motivational programs, an increase in the efficiency of the motivation system is expected, which will confirm the following dependence:
Result = f(Motivation),
where Result = (P 1, P 2, P 3, P 4, P 5, P 6);
Motivation = (M 1, M 2, M 3, M 4).
It is possible to determine the presence of dependence if the experts have previously established normative (planned) values, according to the degree of achievement of which the effectiveness of the motivation system is assessed.
A quantitative assessment of the relationship is possible by accumulating statistics on two quantitative indicators (for example, by the amount of wages and the implementation of the sales plan, or by the amount of wages and the number of delays) and determining the correlation coefficients. Where qualitative indicators are highlighted, the presence or absence of a link can be assessed using the peer review method.
Attention is drawn to the fact that for all indicators, the relationship between the incentive and the result of activity to one degree or another is always indirect, since the result of labor is a multifactorial complex formation, which is influenced not only by the motivation system.
3. Identification of the reasons for the low effectiveness of motivational programs
If, as a result of monitoring, it becomes obvious that the use of motivational programs is not effective, it is important to identify a causal relationship between performance factors and results. Based on the analysis of the management practices of a number of companies, the following reasons for the low efficiency of the motivation system are possible:
1) weak connection of the motivation system with the achievement of the strategic goal of the enterprise. The decomposition of enterprise goals is a prerequisite for effective motivation. According to Norton and Kaplan (the developers of the BSC concept), “when an employee understands that his encouragement depends on the achievement of strategic goals, strategy will become truly everyone's daily work”;
2) lack of a business evaluation system (results and competencies) of personnel. An effective motivation system implies the presence of one in the company, since the remuneration or punishment of employees is linked together with the level of labor productivity obtained (norm, below the norm, above the norm);
3) the parameters of the motivation system do not correspond to the prevailing motivational profile of the personnel. There are a number of methods for assessing motivational profiles (you can take V. Gerchikov's method as a basis). Knowledge of the group motivational profile allows you to develop targeted motivational programs. So, with the prevalence of instrumental type employees, the emphasis will be placed on the introduction of bonuses based on results, and with the predominance of professional type employees, it is recommended to include in the motivation system such methods as working with a personnel reserve, a mentoring system, a professional training system, holding professional competitions (competitions) and etc.;
4) lack of involvement of personnel in the development and implementation of the project to adjust the motivation system. The participation of employees in such projects makes it possible to take into account the current needs and motives, their opinion regarding the planned activities;
5) low competitiveness of the enterprise in the labor market for various reasons(in connection with the implemented policy of the company, its financial condition, poor awareness of the situation on the labor market, etc.). The competitiveness of an enterprise in the labor market is an indispensable condition for the effectiveness of the motivation system;
6) lack of monitoring of the motivation system, identification of strengths and weaknesses, as well as bottlenecks. This makes it difficult to quickly adjust the parameters of the system in accordance with environmental factors, the needs of the subject and the object of stimulation;
7) lack of an integrated approach in taking into account efficiency factors. Efficiency is affected by a combination of conditions and causes (efficiency factors). The labor behavior of the staff is influenced not only by the system of motivation. Low labor productivity may be associated with a lack of professional competence. In this case, it is expedient, for example, a system of professional training of personnel. Also, a large role is given to the level of organization of the labor process: the availability of resources, the availability of modern production and management technologies, the smooth running of business processes, etc.
It is impossible to create an ideal motivation system when developing and implementing motivational programs. However, the company's management is able to develop and apply effective methods of stimulating staff. To do this, it is necessary to clearly define the goals and objectives of introducing the motivation system, select performance indicators in accordance with them, and develop a methodology for preliminary (forecast), current and final evaluation of the system.
Staff motivation must be constantly improved and improved. To do this, you need to know in which direction to move, what changes and in what area of the motivation system to carry out. The motivation system is an integral part of the personnel management system at the enterprise, therefore, methods for assessing the personnel management system can also be used to assess the effectiveness of the labor motivation system.
The interview method can be used to assess the system of labor motivation. Interview - a survey "face to face", obtaining information in personal communication. This is not an exchange of opinions, but the receipt of information from one person - the respondent. Unlike a conversation, the roles of interview participants are different: the respondent acts as an object of study, the other as a subject. G. I. Mikhailina, M.: Dashkov and Co., personnel management, 2006, p. 263 The essence of the method: interview questions are developed either for the workers of the enterprise, or for specialists acting as respondents. After the interview, conclusions are drawn about the labor incentive system and its impact. The considered methods are shown in Table 1
Table 1 Classification of methods for assessing staff incentives
Questioning is a system of logically consistent methodological and organizational and technical procedures interconnected by a single goal: to obtain objective reliable data about the object or process under study for their subsequent use in management practice. V. M. Tsvetaev, personnel management, M.: St. Petersburg, 2002, p. 126
The justification methods include the comparison method and the method for assessing the economic efficiency of the bonus system at the enterprise.
The comparison method allows you to compare the existing system of labor incentives at the enterprise with a similar system of advanced organization of the relevant industry, with the normative state or state in the past period.
The effectiveness of the incentive system of the labor system can be judged by the effectiveness of the bonus system at the enterprise, which is the main form of its manifestation. Such a bonus system can be considered cost-effective, which forms the level of payment in accordance with the degree of fulfillment of the indicators and conditions of bonuses and ensures the achievement of an effect greater than the corresponding bonus part of the salary, or equal to this part.
When evaluating the effectiveness of the bonus system, it is necessary to give it a qualitative assessment in terms of fulfilling its functional purpose. To do this, it is revealed: compliance of the established bonus indicators with the task of the enterprise; justification for the amount of the incentive. The bonus system does not have a stimulating effect if the bonuses are too low (less than 7 - 10% of the tariff rate, official salary). Z.P. Rumyantseva, N.A. Sagomatin, R.Z. Akberdin and others, management of the organization: a textbook. M.: Unity - Dana, 2008, p.215
A quantitative assessment of the effectiveness of the bonus system is given from the standpoint of the benefits of its bonuses for the employer. It involves: determination of the achieved level of performance of the bonus indicator during the period of performance evaluation (UD); comparing it with the level of performance of the indicator in the base period or some other level of performance of the indicator taken as the base (Ub), and determining the magnitude of the change in the indicator; determination of the effect in terms of money received from the change in bonus indicators (Ed); comparing the economic effect with the corresponding bonus payment and determining the absolute effectiveness of the bonus system. Under the absolute efficiency (Ae) of the bonus system in the period under review (Ed) and the value of paid bonuses (P) corresponding to this change, and is calculated by the formula (1): T. A. Komissarova, human resource management: a textbook. M.: Delo, 2008, p. 312
Ae \u003d Ed - P, (1)
where Ae - absolute efficiency; Ed - bonus indicator; P - the amount of premiums paid.
The absolute efficiency indicator is used to compare different bonus systems in terms of their profitability for the employer. The effect in monetary terms, obtained on the basis of a direct comparison of the achieved and the baseline level of indicators and is calculated according to the formula (2): See ibid.
Ed \u003d En \u003d Ud - Ub, (2)
where Ed, En - bonus indicator; Yd - the period of evaluation of efficiency; Ub - the level of performance of the indicator, taken as the base.
When calculating the economic effect of long-term bonus systems, it is most expedient to take the average level of performance of the indicator in the base period. When calculating economic efficiency, the cost of bonuses must be taken together with deductions attributable to bonuses to off-budget federal funds (pension fund, social insurance fund, medical insurance).
Thus, according to the bonus system, one can judge the system of labor stimulation at the enterprise. If the bonus system is economically efficient (Ed is greater than zero, Ae is greater than zero), then the labor incentive system effectively fulfills its stimulating role and is effective from a material point of view]. T. A. Komissarova, human resource management: a textbook. M.: Delo, 2008, p. 321
The methods of analysis include: system analysis, functional-value analysis and expert-analytical method of assessment (method of expert assessments), the Pattern method.
The systematic approach directs the researcher to the study of the system of labor stimulation as a whole and its components: goals, functions, structure, means (methods) of stimulation, information; to identify the types of connections of these components between themselves and the external environment
(other subsystems, for example, the wage system, the quality system) and bringing them together into a single holistic picture. T. A. Komissarova. Human Resource Management: A Study Guide. M.: Delo, 2008, p. 74 The essence of the method is as follows. A systematic analysis of the state of the labor incentive system has several goals:
Determination of the present provision of the incentive system;
Identification of changes in the state of the incentive system in the spatial and temporal context;
Identification of the main factors causing changes in the state of the incentive system;
Forecast of the main trends in the future state of the incentive system.
This assessment method is based on the analysis of certain indicators that characterize the labor incentive system, such as labor productivity, wage growth in the enterprise, their ratio, staff turnover, an indicator of the qualitative composition of workers (by age, education, length of service), discipline. After analyzing the compliance of these indicators with the required level, a conclusion is made about the labor incentive system as a whole. The more inconsistencies and discrepancies, the less effective the incentive system is. The advantages of this assessment method are that its implementation does not require the direct participation of the workers of the enterprise, therefore, there are less costs, it is only necessary to analyze the documentation on the indicators.
Functional and cost analysis of the incentive system (FSA) is a method of technical and economic study of the functions of the incentive system at the enterprise, aimed at finding ways to improve and reduce the cost of organizing the incentive system in order to increase its efficiency. T. A. Komissarova. Human Resource Management: A Study Guide. M.: Delo, 2008, p. 71
The expert-analytical method is one of the most common methods for assessing not only the system of labor incentives. This assessment method is based on rational arguments and on the intuition of highly qualified specialists - experts. Davydov AV Motivation and wages in a market economy. M.: Novosibirsk, 2007, p.175
The pattern method, which consists of the first letters of English words meaning planning assistance through the quantitative evaluation of technical data, was developed in 1962-1964. The following steps go through the process of applying this method:
The problem under study is divided into a number of sub-problems, individual tasks and elements subject to expert evaluation;
Problems, sub-problems, tasks, their elements are arranged in a "decision tree";
The coefficients of importance of each task, each element are determined;
Estimates put forward by individual experts are subject to open discussion.
As an example of another method for assessing the effectiveness of a staff incentive system, one can cite an assessment formula that takes into account the effects that arise when labor productivity increases, staff turnover decreases and when staff is trained with the subsequent combination of several professions. First, individual performance indicators are determined by the formulas (3, 4, 5):
The effect of reducing staff turnover (monthly) is calculated
according to formula (3):
Et \u003d Zn x R (Kt1 - Kt2), (3)
where Zn - the cost of a beginner; Zot - the cost of personnel selection; Roth - the number of selected candidates; P - the average number of employees; Kt - the turnover rate is equal to the number of laid-off workers Ruv / R.
The effect of training with the subsequent combination of professions
calculated by formula (4):
Goiter \u003d Zzp x Rep x N - Goiter, (4)
where Zzp - wage costs per employee per month; Rep - the number of workers trained in related professions; N is the calendar period for which the efficiency is calculated; Goiter - training costs.
The effect of increasing labor productivity (per month) is calculated by formula (5):
Ep \u003d P x Dm x (P2 - P1), (5)
where P is the number of employees; Dm - the number of working days worked by them per month; P - labor productivity as the ratio of sales per day to the number of employees.
The effect of the impact of the employee training program on labor productivity and product quality can be determined by the following formula (6): О.А. Zaitseva, A.A. Radugin, K.A. Radugin and others. Fundamentals of management. M.: Unity, 2006, p.298
E=P x N x V x K - N x Z, (6)
where P is the duration of the training program on labor productivity and other performance factors; N is the number of trained workers; V - value assessment of the difference in labor productivity between the best and average workers performing the same work; K is a coefficient characterizing the effect of training employees (for example, an increase in labor productivity, expressed in shares); Z - the cost of training one employee.
Each of the considered approaches to assessing economic efficiency has its own positive aspects and difficulties in implementation. The most acceptable in practical terms, however, seems to be an assessment of certain areas of motivational policy, which makes it possible to identify the costs of their implementation and to determine with sufficient accuracy the performance indicators of the ongoing personnel policy. However, enterprises of various forms of ownership (state, commercial, etc.) have a different degree of freedom in choosing methods for implementing socio-psychological and motivational policies and the possibility of implementing alternative options.
Therefore, the general criteria for effectiveness can be the following:
Payback period for personnel costs;
The amount of income growth;
Minimization of current costs;
Profit maximization;
Minimization of costs due to personnel costs.
The orientation of the enterprise to the use of one or another criterion predetermines the approach to the selection of indicators used to analyze and justify the effectiveness of the ongoing motivational policy, its forms and methods.
Thus, as a result of studying the theoretical and methodological foundations of the concept of the essence of the organization of personnel labor motivation, we can draw the following conclusions:
Motivation is an incentive, a reason for any action, an active state of a person (his brain structures), which encourages him to perform hereditarily fixed or experience-acquired actions aimed at satisfying individual (thirst, hunger, etc.) or group (care for children). etc.) needs; Rudenko V.I. Management. A guide to preparing for exams. Rostov n/a: Phoenix, 2007. P.192
A number of definitions of motivation were listed, methods and types of staff motivation, and the concept of staff incentives were given and analyzed. In the value system of the enterprise, the management of labor motivation should become the basis, the optimal methods of motivating personnel and their combinations are chosen so that the efforts of the employee become the most effective and efficient;
To achieve effective labor motivation, an organization must have certain motivational resources. Such resources should be the principles of social partnership, the labor potential of the enterprise, the effective organization of labor and the competent social policy pursued by the enterprise;
To assess the effectiveness of the applied motivational policy in personnel management, it is necessary to carry out a quantitative and qualitative assessment of the effectiveness of the proposed methods, choosing the most suitable for the working conditions of a particular organization. Mintzberg G. Structure in a fist: creating an effective organization / Per. With. eng. Ed. Yu.N. Kapturevsky. St. Petersburg: Piter, 2009. P.512
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