Conflicts in the organization. Methods of influence on personnel. Conflict as a management method in a crisis situation Constructive conflict as a way to motivate staff

05.04.2020

The human resource management system will not function effectively if an effective motivation model is not developed, since motivation encourages a particular individual and the team as a whole to achieve personal and collective goals.

Motivation is the process of stimulating a person or group of people to intensify activities to achieve the goals of the organization. Modern theories of motivation are based on data from psychological research. They focus on identifying the list and structure of people's needs.

Needs are the realization of a lack of something, causing an impulse to act. Needs can be divided into primary and secondary. Primary needs are laid down at the gene level and are of a physiological nature. Secondary needs arise as life experiences are gained. Needs can be met with rewards. Reward is everything that a person considers valuable for himself. In this case, it is necessary to take into account the individuality of a person, his personal concept of value. Distinguish between extrinsic and intrinsic rewards. External reward is given by the organization. Internal reward comes directly from the work itself.

The development of a system of motivators in relation to the specifics of the team and the field of activity is one of the main reserves for improving management efficiency. A positive approach to motivation project team is: the establishment of a set of individual motivation factors that have the greatest influence on the behavior of the employee; positive climate in the team; the possibility of full realization of forces, disclosure of creative potential, professional growth of everyone; clear definition of work goals; clear criteria for determining success; remuneration of effective labor contribution to the overall results of work; the same opportunities for hiring and promotion, depending on the professionalism of employees, the results of their activities, competence, experience; conditions to meet the needs of contacts.

Conflicts. Formation of an atmosphere of cooperation and interaction in a team does not exclude the possibility of conflicts. The project manager must understand that without conflicts, without contradictions, which are the source of development, there can be no progress. Therefore, he must be able to recognize the category of conflict and choose a management strategy that allows not only to resolve the conflict, but also to ensure the expedient implementation of the project.

In psychological terms, a conflict is a collision of incompatible, oppositely directed tendencies, a single episode in a person's mind, in interpersonal or intergroup relationships associated with acute emotional experiences. It follows that conflicts are based on clashes of incompatible interests, opinions, needs, values, and different ideas about how to achieve them.

Conflicts can be divided into horizontal, vertical, mixed. There are the following types of conflicts: intrapersonal; interpersonal; between the individual and the group; between groups. Causes of conflicts. Basically, conflicts are caused by three groups of reasons due to: the labor process; psychological features of relationships between people. AT conflict situation there is an object of the conflict, which is its cause, and participants in the conflict, which can be both individuals and groups of people. Participants in the conflict may have an internal and external position in the conflict. The external position is the motivation for participation in the conflict, which each side openly presents to its opponents. An internal position is a set of true interests, motives and values that force a person or group to be involved in a conflict. The internal position may or may not be the same as the external position. Often, the inner position is hidden not only from opponents, but also from the person himself, since he is not aware of it. Awareness of intrinsic motivation is an important step in productive conflict resolution.

The leader must predict the conflictogenic impact of all changes made, analyze the entire communication system of people in this group, be able to manage conflicts and find ways to make them constructive.

They believe that a constructive resolution of the conflict is possible if: the conflict is perceived by the parties adequately, that is, the assessment of the actions and intentions of both their own and the opponent is not distorted by personal predilections; participants are ready for open and effective communication, a comprehensive discussion of the problem, frank expression of their views on what is happening and the search for ways out of the conflict; an atmosphere of cooperation and mutual trust has been created.

Methods of managing a conflict situation can be divided into two groups: structural and interpersonal.

The following structural methods contribute to overcoming the conflict: clarification of the requirements for work; the use of coordination and integration mechanisms that interconnect the actions of various people and departments, decision-making procedures and the exchange of information; the establishment of corporate complex goals; application of the reward system.

Interpersonal methods of managing a conflict situation are based on five basic styles of behavior: smoothing; compromise; cooperation; ignoring; opposition.

Smoothing style is implemented in actions aimed at smoothing and creating a normal working atmosphere. The use of this style is justified if the main thing is to restore calm and stability, and not to resolve the conflict, and also if the subject of the disagreement is important to the other side, and not particularly important to the person using this style.

compromise style. Within the framework of this style, the parties try to resolve differences through certain mutual concessions. Goals are not fully achieved for the sake of conditional equality. The ability to use a compromise allows you to resolve the conflict quickly enough, but this does not always contribute to the achievement of an optimal solution.

The collaborative style is characterized by the fact that the parties disagree, but are ready to listen to each other in order to state their positions, understand the causes of the conflict and develop a long-term mutually beneficial solution. This style is difficult, as it requires the ability to restrain emotions, clearly state one's desires, and listen carefully to opponents.

Ignoring style means that a person does not defend his point of view, does not cooperate with anyone to develop a solution, but simply withdraws from contact, avoiding disagreements and not wanting to solve the problem. In this case, the conflict does not occur, but the problem in some cases remains unresolved. This style can be used to delay resolving a problem in order to gain time to collect additional information, studying the situation.

The counteraction style means focusing solely on one's own opinion without taking into account the opinions of others. Usually used by people with great authority, power, strong will. This style can be applied if the leader is openly fighting for his interests, believing that the solution he proposes is the best, or if an unpopular decision needs to be made. This style suppresses the initiative of subordinates, hinders the free exchange of opinions and can lead to new conflicts.

Motivation and stimulation personnel. Conflicts. The human resource management system will not function effectively if an effective model is not developed motivation...

Motivation and stimulation personnel. Conflicts. The human resource management system will not function effectively if it is not. Psychological aspects of management staff.

Motivation and stimulation personnel. Conflicts. The human resource management system will not function effectively if it is not.

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stimulation and encouragement personnel etc...

theories motivation.
Motivation is a set of human needs that can stimulate him as a member of the workers. stages conflict.

System Requirements stimulation Consider the methodology for designing the Regulations on stimulation personnel. To do this, we define once again that:- motivation- this is an internal property of a person, an integral part of his character ...

...which includes selection and distribution personnel; planning and organizing the work of employees; diagnostics personnel; accounting for his movement; professional development programs; motivation and stimulation work and of course...

This direction consists in carrying out preventive and organizational measures aimed at improving working conditions, creating an optimal management structure, developing a system stimulation and encouragement personnel etc...

Motivation labor - one of the most important functions of management, which is the stimulation of an employee or a group of employees to work to achieve the goals of the enterprise through the satisfaction of their own needs.

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Ways to resolve conflicts with the help of motivation. The variety of different conflict situations that arise in the organization due to management errors and insufficient attention to problems on the part of management requires a differentiated approach to conflict resolution. Motivation can be used by company managers to prevent the occurrence of various conflicts. In this case, conflict-free motivation in the organization can be characterized as compensation package, aimed at eliminating at the initial stage the development of all possible conflict situations. As a result of this approach, it is possible to differentiate the methods of anti-conflict motivation according to the types of possible conflicts, that is, the problems that arise in the organization must be solved by adequate methods that correspond to the current situation and take into account forecasts of changes in the future. This approach also provides a more detailed consideration of possible alternatives for the development of conflict situations. Since there are 4 main types of conflicts, it is advisable to immediately highlight the motivational characteristics of each type.

Anti-conflict motivation in intrapersonal and interpersonal conflict.

intrapersonal conflict. The reasons for its occurrence and development are within the personality of a person, therefore, ways to prevent it should be sought in the structure of the needs and aspirations of each specific personality. Often the values taken by the individual as an ideal are not consistent with the values that the company imposes on him, hence disagreements arise. And the main method of preventing this conflict will be a thorough study by the company's management of the values and the structure of the needs of its employees. Based on the formed understanding of the value orientations of employees, the manager can make the right decision about the method of his motivation: the correct understanding of this problem depends on whether internal and external rewards will be used. External rewards are methods regulated by the manager for assessing the performance of an employee: his salary, bonuses, social benefits, promotion, expansion of opportunities in work, the provision of guarantees of various kinds. All these factors are in the control of the manager, and if they determine the needs of the person, the manager's skillful use leads to conflict resolution.

Predictions are the backbone of any trading system, and therefore well-reproduced ones can make you money.

Internal rewards are highly complex external management. They represent satisfaction from the work performed, a sense of achievement of the result, the significance of the work performed, self-esteem. Friendship and communication at work is also an intrinsic reward. The whole complexity of managing these factors consists of the difficulty of the company's management perceiving the importance of these factors, as well as the inability to control their use, but nevertheless, a significant part of the conflicts (intrapersonal) arise precisely on this basis, due to the discrepancy between the real internal needs of the individual and real conditions labor.

Interpersonal conflict. The problem of motivation of this most common conflict lies in the plane of interaction and communication of members of the labor collective, or heads of various departments. The complexity of anti-conflict motivation in this case lies in the divergence of the value structure of different people, which is due to differences in the conditions of perception, the level of education and professional experience of people. Ways of motivation to prevent interpersonal conflict develop as follows, in principle similar to the previous one. It is necessary to understand the value orientations of the conflicting parties, the priority of meeting their needs, and then make a final decision on the resolution of the conflict. Even if the views of individuals are fundamentally different, one should try to understand their attitudes and needs in order to select the most effective methods to satisfy their interests.

Anti-conflict motivation in groups(formal and informal). There are 2 types of conflicts not yet considered in the context of motivation and related to working groups:

Conflict between the individual and the group;

Intergroup conflict;

The first conflict can develop in two directions: between a member of the group and his colleagues; between leader and group. At the heart of this type of conflict are disagreements in terms of the positions taken by individuals, that is, differences in views on the solution of certain issues. In this case, it is appropriate to recall Stacy Adams' theory of justice. Its main idea is that a person evaluates rewards based on his own concepts of justice. If one of the group members strives to work more efficiently than others and, as a result, his work is paid more than the rest, then conflict may arise, since the rest of the employees may feel that their work was evaluated less fairly than the work of their colleagues. The ways to resolve such conflicts lie in the integration mechanisms of work, since the clear interaction of people in groups helps to increase the efficiency of their work.

Intergroup conflicts. Most often, they arise on the basis of disagreements between the structural divisions of the enterprise than between informal groups of the same team. This is due to the fact that the divisions of the enterprise have different tasks and goals. The conflicts that arise between them are the result of an ill-conceived enterprise management strategy. Anti-conflict motivation in this case consists in the development of a vision and mission by the management of the company, which could unite its divisions on the basis of common goals. It is also necessary to structure the areas of activity of the unit in such a way that there are no opportunities for a conflict of interests and tasks.

In summary, compensation packages at large firms are usually part of broader programs aimed at stimulating employee loyalty to their company. Such programs include merit-based recruitment (competitive selection), performance appraisals, career-oriented jobs, programs to increase employee participation in the management of the firm's affairs. Compensation plans typically reflect the degree of trust firms have in their employees and the fact that employees are business partners. For example, the experience of compensation policy in Moscow McDonald's. The pay plan is based on the following principles: salary, trust, annual appraisal, continuous training, loyalty to the company and performance-based incentives.

System Human resource management will not function effectively if an effective model of motivation is not developed, since motivation encourages a particular individual and the team as a whole to achieve personal and collective goals.

Needs are the realization of a lack of something, causing an impulse to act. Needs can be divided into primary and secondary.

Primary needs are laid down at the gene level and are of a physiological nature.

Secondary needs arise as life experiences are gained.

Needs can be met with rewards.

Reward is everything that a person considers valuable for himself. In this case, it is necessary to take into account the individuality of a person, his personal concept of value.

Distinguish between extrinsic and intrinsic rewards.

External remuneration is given by the organization (salary and other benefits, paid meals, personal health insurance, social benefits, low interest loans, promotions, etc.).

Internal reward is given directly by the work itself (a sense of success in achieving the goal, a sense of self-worth, etc.).

l establishing a set of individual motivation factors that have the greatest influence on the employee's behavior;

a positive climate in the team;

l the possibility of full realization of forces, disclosure of creative potential, professional growth of everyone;

l clear definition of goals in the work;

l clear criteria for determining success;

ь remuneration of effective labor contribution to the overall results of work;

l the same opportunities for hiring and promotion, depending on the professionalism of employees, the results of their activities, competence, experience;

conditions for meeting the needs for contacts.

Conflicts

Formation the atmosphere of cooperation and interaction in the team does not exclude the possibility of conflicts. The project manager must understand that without conflicts, without contradictions, which are the source of development, there can be no progress. Therefore, he must be able to recognize the category of conflict and choose a management strategy that allows not only to resolve the conflict, but also to ensure the expedient implementation of the project.

Conflicts can be divided into horizontal (between employees who are not subordinate to each other), vertical (between people who are subordinate to each other), mixed (in which both of them participate).

There are the following types of conflicts:

b intrapersonal;

l interpersonal;

between the individual and the group;

b between groups.

Causes of conflicts. Basically, conflicts are caused by three groups of reasons, due to:

v labor process;

v psychological characteristics of people's relationships (likes, dislikes, cultural and other differences of people, actions of management, etc.);

v personal characteristics of group members (the presence or absence of self-control, sociability, aggressiveness, rudeness, tactlessness, etc.).

The structure of the conflict situation is shown in Figure 2.

Rice. 2.

Figure 2 shows that in a conflict situation there is an object of conflict, which is its cause, and participants in the conflict, which can be both individuals and groups of people. Participants in the conflict may have an internal and external position in the conflict.

The external position is the motivation for participation in the conflict, which each side openly presents to its opponents.

An internal position is a set of true interests, motives and values that force a person or group to be involved in a conflict. The internal position may or may not be the same as the external position. Often, the inner position is hidden not only from opponents, but also from the person himself, since he is not aware of it. Awareness of intrinsic motivation is an important step in productive conflict resolution.

The dynamics of the conflict includes four main stages:

»the emergence of an objective conflict situation;

»conflict awareness;

»conflict actions;

»removal or resolution of the conflict.

Two intermediate stages can be excluded if the conflict, having objectively arisen, remains unconscious until the disappearance of the conflict situation, or the conflict can be resolved at the stage of awareness, without transition to action. However, most conflicts go through all stages of the flow.

In this regard, two functions of the conflict should be distinguished (Fig. 3):

»constructive;

»destructive.

Rice. 3.

It is believed that a constructive resolution of the conflict is possible if:

- the conflict is perceived by the parties adequately, that is, the assessment of the actions and intentions of both their own and the opponent is not distorted by personal predilections;

- the participants are ready for open and effective communication, a comprehensive discussion of the problem, a frank expression of their views on what is happening and the search for ways out of the conflict;

An atmosphere of cooperation and mutual trust has been created.

Methods of managing a conflict situation can be divided into two groups: structural and interpersonal.

The following structural methods contribute to overcoming conflict:

v clarification of job requirements;

v the use of coordination and integration mechanisms that link the actions of various people and departments, decision-making procedures and information exchange;

v setting corporate overarching goals;

v application of the reward system.

Interpersonal conflict management methods are based on five basic behavioral styles:

v smoothing;

v compromise;

v cooperation;

v ignore;

v opposition.

Ignoring style means that a person does not defend his point of view, does not cooperate with anyone to develop a solution, but simply withdraws from contact, avoiding disagreements and not wanting to solve the problem. In this case, the conflict does not occur, but the problem in some cases remains unresolved. This style can be used to delay solving a problem in order to gain time to collect additional information, study the situation.

The correct use of a particular style of behavior in a conflict allows you to effectively manage the situation, limit or prevent conflict, and contribute to its resolution.

Applied to labor organization social and status inequality in the form of job inequality can also give rise to conflicts expressed in the struggle for power, leadership roles.

In the sociological paradigm, one should especially highlight the attitude towards conflicts of the functionalists, who believed that conflicts arise as a result of an imbalance in various spheres and conditions of society and pose a threat to social progress. The conflict-free model of society, developed within the framework of structural and functional analysis, rejected the conflict as a destructive, dysfunctional, destructive phenomenon;

2) according to the psychological paradigm, the source of the conflict is the psychological qualities and properties of the personality, the duality of its nature, the type of character and temperament.

Currently, conflictology is developing as a synthetic science that combines the methods of analysis of different sciences.

In relation to the organization, the following causes of conflict can be distinguished:

1) generated by the labor process;

2) caused by the psychological characteristics of human relationships;

3) due to the personal originality of the members of the team.

In addition, some conflicts are caused by the economic state of society and other reasons.

AT modern conditions conflict is a natural, sometimes inevitable state of relations between interacting groups and individuals. It arises in conditions of a shortage of statuses and resources or the divergent interests of the staff and can lead, as already mentioned, to both negative and positive changes in the organization. To strengthen the positive direction of conflicts, they need to be managed.

6.1.2. Types of conflicts

Conflicts are divided according to various criteria, depending on the approach and goals of the analysis. A generalized classification of conflicts is presented in Table. 6.1.

Table 6.1 Types of conflicts

The organization prefers open real (realistic) conflict, in which the differences of the parties are clearly expressed, and the goals are not beyond what is possible in given specific conditions. Open conflict most often unfolds on a business basis, but many seemingly "business" conflicts are based on feelings and relationships. These are hidden, “smoldering” conflicts. They are hidden from the observer and are recognized by indirect signs, the main of which is tension in interpersonal communication.

Unreal conflicts are most often caused by the expression of accumulated negative emotions, resentment. Conflict behavior in this case does not pursue a constructive goal, does not lead to the development of relationships and is always dysfunctional.

Often there are motivational conflicts, conflicts of interest, communication, etc. in the organization.

Conflict management in an organization involves influencing the people involved in the conflict. Depending on the subjects of conflict interaction, intrapersonal, interpersonal, interpersonal-group and intergroup conflicts are distinguished.

Among intrapersonal conflicts are dominated by role conflicts, which are divided into inter-role and intra-role. Interrole a conflict arises if an employee has to “play” several roles at once that he cannot harmonize (for example, the role of a friend and leader in relation to the same person). Intra-role conflict arises if the employee's idea of the role (behavior in relevant position) does not meet the requirements or expectations of the organization (job descriptions) or senior manager(often this is expressed in a conflict of moral values). Such conflicts can be functional or dysfunctional, depending on what role the person chooses for himself as the main one and whether he can harmonize his behavior in accordance with the expectations of others.

In addition to role-playing, the following intrapersonal conflicts are distinguished:

1) choice conflict in conditions of abundance when a person experiences doubts, therefore, there is an intrapersonal conflict;

2) lesser evil choice conflict when all options cause internal resistance, but it is necessary to choose from them;

3) opposing perception conflict, which arises from the opposite perception of the same situation by the employee and, for example, members of his family, on the decision of which his position depends.

Interpersonal conflict in the organization is the most common. This may be the struggle of managers for limited resources (finance or labor, the time of using equipment or project approval, etc.) or a quarrel between two employees with different characters, views and value orientations, which leads to the impossibility of interacting with each other in the workplace. process.

Example
Description of interpersonal conflict
The planning and economic department, which employs 11 women, is headed by a woman of pre-retirement age who has worked at the enterprise for more than 20 years and has long held leadership position. A young employee comes to the department, active, sociable, with good education. She quickly showed the ability to independently solve production issues at a high quality level. Many saw in her the future head of the department. The head of the department, who initially warmly received the new employee, began to find fault with her unreasonably, make insulting remarks in front of everyone, and constantly criticize, causing tears, resentment in the young employee. Other employees of the department did not interfere in the ongoing events. The head of the department was an imperious woman, accustomed to administration and not allowing any discussion of her actions. A young promising employee faced a choice: leave for another department or somehow change the current situation? This is an example of vertical inter-role interpersonal conflict based on the fear of competition.

A conflict can arise between an individual and a group if the individual takes a position that differs from the group. The conflict between the group and the leader is most severe when authoritarian style guides.

Intergroup the conflict arises because of the discrepancy between the interests of various formal and informal groups that make up the structure of the organization. An example of intergroup conflict is disagreement between management and staff. it dysfunctional conflict.

The division of conflicts into types is rather conditional; there is no rigid boundary between different types. In addition, the same conflict can be both interpersonal and intergroup.

6.1.3. Conflict functions

Recognizing conflicts as an integral feature of collective relations, specialists study them in order to be able to prevent undesirable consequences for the organization. The function of the conflict expresses, on the one hand, its social purpose, and on the other hand, the dependence that arises between it and other components of social life. In the first case, this is a reduction in the negative consequences of the conflict, in the second case, the improvement of relations between the conflicting subjects of social ties.

There are positive and negative functions of conflicts in the organization (Table 6.2).

Table 6.2 Functions of conflicts in the organization

Positive, functionally useful results of the conflict are considered to be the solution of the problem that gave rise to the contradiction and caused a clash, taking into account the mutual interests and goals of all parties, as well as the achievement of understanding and trust, strengthening partnerships and cooperation, overcoming conformism. Dysfunctional consequences of conflict include people's dissatisfaction common cause, avoiding solving urgent problems, increasing hostility in interpersonal and intergroup relations, weakening the cohesion of employees, etc.

Conflict resolution is possible at any of its stages. At the same time, the sooner the tension in the interaction of the parties is revealed, the less possible material and cultural losses are expected for the participants in the conflict and the entire organization as a whole. In other words, conflict can and should be managed.

Conflict management, i.e. elimination (minimization of influence) of the causes that gave rise to the conflict, correction of the behavior of its participants, includes:

– diagnostics, forecasting of the conflict;

– prevention of some conflicts and stimulation of others;

- managing and resolving conflicts.

Each of the types of action is an act of conscious activity of subjects - one of the conflicting or both, or a third party not included in the conflict action.

The simplest and most important thing in conflict management is its prevention.

6.1.4. Conflict prevention

Conflict prevention is an activity aimed at preventing their occurrence and destructive influence on one or another side, one or another element of the social system, i.e., the impact on subjects or environmental factors that may become a source of conflict in the future. Such activity is an active intervention of the managing subject in the real process of social relations of people, in their interaction in various spheres of life. Conflict prevention involves the ability of the leader to foresee and predict the course of events in the organization.

Prevention methods that affect the subjective and objective attitudes in the organization (and the causes of conflicts):

– formation of a strong organizational culture based on social justice and solidarity;

- creation of a harmonious system in the organization social partnership;

- Strict compliance with the laws and regulations of the organization;

– formation of a culture of behavior among the personnel, respect for the rights of the individual, mutual trust, mutual tolerance;

– accounting psychological features employees, their mutual sympathy in the formation of working groups and the choice of leadership style;

– creation of a personnel motivation system taking into account the preferences of each employee.

Conflict prevention provides for the timeliness of actions to prevent possible conflicts: elimination real object conflict; involvement of a disinterested person as an arbitrator; readiness to obey his decision; the desire to make one of the conflicting parties abandon the subject of the conflict in favor of the other.

Conflict prevention is the daily activity of managers in the formation of a cohesive workforce and timely resolution of production issues. The personnel management service performs the functions of diagnosing the moral and psychological climate in the team, selecting employees based on their psychological properties and qualities, studying the social needs of employees and developing a personnel motivation system, maintaining organizational culture, etc.

If it was not possible to prevent the conflict, it is necessary to conduct a socio-psychological diagnosis of all parties and elements of the conflict and choose the most suitable way and the method of its resolution.

6.1.5. Conflict diagnostics

Diagnosis (from the Greek. diagnostician– capable of recognizing) is understood as the ability to recognize methods aimed at “grasping” integrity; it is inextricably linked with analysis and synthesis.

In the scientific literature, there are several approaches to diagnosing conflicts, each of which has developed its own specific methods. The most common are sociological and psychological approaches. Recently, at the junction of these two sciences, a socio-psychological approach to the study of conflicts has been formed.

The specificity of the socio-psychological approach lies in the study of the reflection of conflicts in the mind of the individual, the psychological causes of its occurrence, course and resolution. The problems of unambiguity and adequacy of understanding the components of the conflict by the conflicting parties, subjective experiences of the conflict situation, awareness of its causes and actors are studied.

In the psychology of conflict, the following approaches to its study are widely used:

– dispositional- based on the search for the causes of conflict in dispositions, conflicting personality traits, its attitudes;

– situational- considering the conflict behavior of the individual as a result of the exclusive influence of situational factors, independent of internal motivation.

The most common in psychology are the following methods of diagnosing conflicts:

1) experimental construction of conflict predominantly in laboratory conditions. The experiment is currently rarely used to study behavior in a conflict situation, but role-playing games and simulated conflict situations are integral part socio-psychological training "Business communication";

2) study of "conflictogenic" phenomena in groups: predisposition to aggressive behavior of individuals, the presence of microgroups with a negative orientation, etc. For this purpose, various personality questionnaires and tests are used, as well as sociometric options. This technique reveals the employee's self-assessment of behavior and should be supplemented by research on the objective characteristics of the employee's conflict behavior;

3) methods of anamnesis and self-assessment- a description of specific conflicts or conflict situations that have already taken place. The personalities of the participants in the conflict, the causes, behavior in the conflict, the nature of its completion are subjected to a detailed analysis.

More effective is the complex use of various methods that would complement each other and eliminate shortcomings in the application of a particular method.

The ratio of nomothetic and ideographic approaches to the description and explanation of human behavior in conflict is promising.

ideographic the method of research is focused on the description and explanation of a complex whole. The description must be complete and specific, a single element, i.e. a person, must be presented as a unique phenomenon. Nomothetic research, on the contrary, is oriented towards the discovery of general laws that are valid for any particular case. The underlying structures and processes are revealed through experimental procedures.

The sociological approach includes the following diagnostic methods:

1) identification of the structure of social conflict, which includes the subjects of the conflict (conflicting parties); relations of the conflicting parties; the subject of the conflict; external social environment;

2) a universal scheme for the conceptual description of the conflict, i.e. a description of the verbal and non-verbal behavior of the parties to the conflict in relation to:

- creating your own image;

- creating the image of the enemy;

- strengthening their positions;

- weakening the position of the enemy;

- achieved goals;

- targets that prevent the strengthening of the enemy's position;

- Opponent's actions.

This is a theoretical model based on such general terms as the essence, classification, structure, function, genesis, evolution, dynamics, system-informational description, warning, resolution, research and diagnostics;

3) diagnostics of the structural elements of the conflict, which includes 27 stages and concepts: full squad participants in the conflict, determining the role of each participant, clarifying the motives of the conflicting parties; clarification of the subject of the conflict, the interests of the parties, their goals, the correspondence of the goals to the interests of the conflicting parties, the dynamics, reason, cause, stage of the conflict, the type of conflict behavior and attitudes towards this or that behavior in the conflict of its parties, clarification of the duration, sharpness of the energy, psychophone of the conflict, its prices, comparing it with the price of exiting the conflict, determining the appropriate model for resolving the conflict in this case, etc.;

4) definition of the main phases of the conflict: pre-conflict state - conflictogen - tension - the basis of the conflict - conflict - forcing tension - conflict resolution. These phases are studied at the methodological level, the moments of transition from one state of conflict to another are described;

5) diagnostics of the formal structure of the confrontation of the parties within the framework of the legal institutionalization of the conflict: the definition of a conflict situation, the compilation of a classifier and fixation legal status interacting parties, specifying their requirements for end result conflict, etc. up to the analysis and forecast of actions in emergency situations;

6) conflict mapping: each participant in a conflict situation fills out a conflict map on his own or together with partners (Fig. 6.1).

Rice. 6.1. An example of a description of a conflict map between older and younger employees regarding the upcoming downsizing

Filling out the conflict map consists of three stages:

– to determine the general nature of the problem;

- identify and name the main participants;

– determine what the needs and concerns of each member or group are.

The compiled map of the conflict makes it possible to determine the degree of conflicting interests and actions of the participants in the conflict, its main subjects and to choose the form and methods of resolving the conflict;

7) drawing up a conceptual scheme for the study of social conflict. The conflict is considered within four main categories:

- the structure of the conflict (factors and causes, opponents in the conflict, subject, incident, conditions for the course of the conflict, goals pursued by the opponents);

- the dynamics of the conflict (the emergence, awareness of the objective conflict situation, the transition to conflict behavior, conflict resolution);

- functions of the conflict (integration of social organization, signaling a bad state of affairs, support for innovation and creativity, improvement of the psychological climate, problematization of a calm existence, stabilization of relationships, learning and cognition);

- typology of conflict.

The description and analysis of the conflictological situation involves a combination of different approaches and methods of analysis (Table 6.3).

Table 6.3 Analysis approaches various elements conflict situation in the organization

Diagnostics of the conflict in the organization begins with the registration of the fact of the conflict, its typicality or exclusivity, breadth of distribution and causes. The causes of the conflict are indicated by its participants in written or oral form.

Correlation of a real conflict with the presented classification makes it possible to determine the area of its distribution, the structures responsible for its occurrence and to select specific methods of conflict resolution.

6.1.6. Conflict resolution

The resolution of the conflict depends on the style of behavior of its participants. According to K. Thomas and R. Killman, all styles of behavior in a conflict situation can be reduced to five types: rivalry; care; fixture; compromise; cooperation.

The classification is based on two independent parameters:

1) the degree of realization of one's own interests, the achievement of one's goals;

2) taking into account the interests of the other party.

In graphical form, this is called the Thomas-Killman grid, which allows you to analyze a specific conflict and choose a rational style of behavior (Fig. 6.2).

Rice. 6.2. Forms of behavior in conflict (Thomas-Killman grid)

Each person can use all of these behaviors to some extent, but there is usually a priority style.

Confrontation(persistence, confrontation, rivalry, competition) is characterized by the active struggle of the individual for his interests, the use of all means available to him to achieve his goals: the use of power, other means of pressure on opponents.

fixture(smoothing, compliance) implies a person's refusal of his own interests, the readiness to sacrifice them to another. Outward calm may result, but as the problem remains unresolved, an "explosion" may occur.

Evasion(withdrawal, avoidance) is chosen by the party that does not want to defend its rights, refrains from expressing its position, evades the dispute, i.e. tries to get away from the conflict. The individual tries not to get into situations that provoke the emergence of contradictions, not to enter into a discussion of issues fraught with disagreements. As a result, problems accumulate, are not resolved in a timely manner, and the overall situation in the organization only worsens.

Cooperation(problem solving) - the most effective and desirable style in which the parties are ready to recognize the legitimacy of the claims of the other party and seek a common solution to the problem. This style is most effective in solving organizational problems, as it is the one that most often makes the conflict functional.

Compromise: the parties seek to resolve differences by resorting to mutual concessions. It differs from cooperation in readiness for agreement only to a certain extent. Compromise does not solve the problem radically, so tensions may subsequently escalate. However, with mutually exclusive interests and requirements of the parties, this is sometimes the only and most effective style of behavior.

One of the options for classifying conflict resolution methods (when certain conditions are created) is shown in fig. 6.3.

Rice. 6.3. Conflict resolution methods

Incomplete resolution of the conflict may lead to its resumption with even greater force. However, it is also acceptable, since contradictions are constantly renewed within the team, periodically leading to conflict.

Efficient conflict resolution - with the least loss of resources and the preservation of vital public structures- possibly with some necessary conditions and implementation of the principles of their management. The former include the presence of an organizational and legal mechanism for resolving the conflict; experience in constructive conflict resolution; development of communication links; availability of resources to implement the compensation system.

Distinguish power, compromise and integrative model of conflict resolution. The power model leads to two types of conflict outcomes: "victory-defeat", "defeat-defeat"; two other models - to the possible resolution of the conflict by the type of "win-win" or "win-win".

All methods of conflict resolution are divided into two groups:

- negative, including all types of struggle, pursuing the goal of achieving the victory of one side over the other;

- positive, in which it is assumed that the basis of the relationship between the subjects of the conflict will be preserved.

One of the main positive methods of conflict resolution is negotiation, including a set of tactics aimed at finding mutually acceptable solutions for the conflicting parties.

Negotiations are possible if the following conditions are met:

1) there is an interdependence of the conflicting parties;

2) there is no significant difference in the capabilities (strength) of the subjects of the conflict;

3) the possibility of negotiations corresponds to the stage of development of the conflict;

4) the parties involved in the negotiations are those who can actually make decisions in the current situation.

The success of negotiations depends on the stage of the conflict:

1) the occurrence of disagreements;

2) an increase in tension in relations (the formation of hostility);

3) awareness of the situation as a conflict (open rivalry);

4) conflict interaction (aggressive open actions against each other);

5) conflict resolution.

Negotiations are most effective at the stage of rivalry, hostility. At the stage of active aggressive actions, it is too late to conduct negotiations, although it is possible to return to them as these actions weaken.

Properly organized negotiations go through several stages in sequence:

1) preparation for the start of negotiations;

2) preliminary selection of a position;

3) search for a mutually acceptable solution;

4) completion.

Preparing to start negotiations includes diagnosing a conflict situation, determining the strengths and weaknesses of the participants in the conflict, forecasting the balance of power, identifying the main participants in the negotiations and the groups they represent.

In addition to collecting information at this stage, it is necessary to clearly define:

- the purpose of the negotiations;

- possible options;

- the impact on the interests of both parties of the negative outcome of the negotiations;

- place of negotiations;

- the possible psychological atmosphere in the negotiations;

– the need of the parties to preserve good relations in future.

Position Preselection allows you to realize two goals of the participants in the negotiation process: to demonstrate to opponents that their interests are known and taken into account; provide room for manoeuvre. Negotiations usually begin with a statement from both sides about their desires and interests. The mediator determines the deterrents of the parties and manages them, proposes ways of making decisions (simple majority, consensus), determines procedural issues.

Search for a mutually acceptable solution lies in the fact that the parties determine each other's capabilities, the reality of the requirements and the consequences of their implementation for the interests of the other participant. Opponents present facts that are beneficial only to them, declare that they have all sorts of options. The task of the mediator at this stage is to see and use the possible combinations of interests of the participants, to contribute to the introduction of a large number of solutions, to direct the negotiations towards the search for specific proposals, to maintain a comfortable psychological atmosphere.

Completion of negotiations implies the existence of a large number of options and proposals on which agreement has not yet been reached. The parties make the last mutual concessions that may lead to a compromise. It is important for the conflicting parties to determine the concessions they can make without worsening their positions.

The method of principled negotiations, or substantive negotiations, proposed by American scientists, consists in solving problems on the basis of their qualitative properties, that is, proceeding from the essence of the matter, and not using consistent concessions from the parties. This method involves finding mutual benefit not always, but where possible, the search for a result based on fair norms, regardless of the will of each of the parties.

Conducting principled negotiations involves observing the following four rules:

1) All people have emotions, so it can be difficult for them to communicate with each other. Before you start working on a solution to a problem, you need to separate the "problem of people" from it and solve it separately. Recommendation: make a distinction between the negotiators and the subject of negotiations;

2) revealing behind the declared positions of the participants their main interests (sometimes hidden) and focusing on interests, and not on positions;

3) decrease in the possibility of making a decision under pressure. Trying to make a decision in the presence of another increases the threat of pressure from the negotiators. Recommendation: develop mutually beneficial options;

4) search as a basis for resolving the dispute of any objective criteria that must be discussed and accepted by all parties. By accepting such criteria, both parties can hope for a fair decision. Recommendation: insist on using objective criteria.

The method of principled negotiation is more effective in reaching a gradual consensus without loss, it is less dependent on human relations.

Negotiation different types and forms play an important role in the preparation and adoption of a mutually beneficial solution that resolves the conflict.

Skillful and competent conflict management contributes to innovative development organizations.

1. What is conflict and what is its basis?

2. What are the approaches to understanding the sources and causes of conflicts?

3. How can conflicts be classified?

4. What are the positive and negative consequences conflict?

5. What are the differences between psychological and sociological methods conflict diagnosis?

7. How are styles of behavior in conflict and ways of resolving it interrelated?

8. What is the role of negotiations in conflict resolution?

6.2. Management of personnel motivation in the organization

6.2.1. The concept of motivation. The main elements of labor motivation

The term "motivation" first appeared in 1813 in the work of A. Schopenhauer "On the fourfold root of the law of sufficient reason" and was defined as "causality, visible from within." There is no doubt that work motivation attracted attention long before the appearance of the term itself - from the moment the organization arose and the need to subordinate the actions of the people employed in it to its goals and objectives. However, only since the beginning of the twentieth century. serious attempts have been made to find effective methods motivations that go beyond the tools of economic coercion. According to Lee Iacocca, when it comes to getting a business moving forward, it's all about motivating people.

All definitions of motivation can be reduced to two main groups:

1) motivation is viewed from structural positions as a set of factors or motives. Typical in this approach the definition of motivation given by O.S. Vikhansky and A.I. Naumov, as sets of internal and external driving forces that encourage a person to activity, set the boundaries and forms of this activity and give it an orientation focused on achieving certain goals;

2) motivation is considered as a dynamic formation, process. Typical within the framework of the second approach is the definition of M.Kh. Mescon, M. Albert and F. Hedouri: Motivation is the process of motivating oneself and others to act in order to achieve personal and organizational goals..

These approaches complement each other and, in essence, are a reflection of the two sides of motivation as a phenomenon. Therefore, it is possible to give a comprehensive definition of motivation as the process of motivation for activity, aimed at the formation of motives for labor behavior under the influence of a complex of external and internal factors.

"Duality" in the understanding of motivation contributed to the emergence and development of two classes of theories of motivation - substantive and procedural. The former analyze the factors influencing motivation and are focused largely on identifying people's needs, prioritizing them, and influencing motivation (theories of A. Maslow, F. Herzberg, K. Alderfer, D. McClelland). Process theories, the emergence of which is associated with the works of V. Vroom, L. Porter and E. Lawler, consider motivation primarily as a process and focus on the cognitive prerequisites of behavior implemented in motivation and activity. The theories of justice and attribution that appeared later made an additional contribution to the development of ideas about motivation, although they did not allow the creation of its unified concept.

There are three types of motivation:

1) normative- inducing a person to a certain behavior through ideological and psychological influence, i.e., persuasion, suggestion, information, psychological infection, etc.;

2) forced- the use of power and the threat of deterioration in the satisfaction of the needs of the employee in case of non-compliance with the relevant requirements;

3) motivation by stimulating- the impact not directly on the individual, but on external circumstances with the help of benefits - incentives that encourage the employee to certain behavior.

From the standpoint of people management, it is important to study the impact of motivation on the labor behavior of individuals, which is expressed in how the employee understands reality, how he determines his place in the organization, which he considers most significant for himself. The choice of one's own line of labor behavior reflects the degree of identification of a person's interests with the goals and interests of the organization. In this regard, we can say that the employee motivates his behavior by “passing” external factors through his consciousness (Fig. 6.4).

Rice. 6.4. Scheme of formation of labor behavior

The motivation process is based on needs a person, that is, the need for something objectively necessary to maintain the life and development of an organism, personality or social group. Needs can be natural and social; congenital and acquired; primary and secondary, conscious and unconscious. There are also material, spiritual and social needs. A more detailed classification includes 17 types of needs:

- in the maintenance of life and health;

- in recognition;

- in communication;

– in belonging to a reference group and team work;

– in reliability and safety;

– in cooperation with the management of the company;

- in emotional stress and risk;

- in social status and power;

- in submission;

- in independence and freedom;

- in self-affirmation;

- in achievements;

- in prestige;

- in joy and pleasure;

- in stability;

- in novelty;

However, the classification of needs by A. Maslow, arranged in a hierarchical order, according to many researchers, remains the most common today.

Needs have certain properties:

1) they are characterized by both quantitative and qualitative growth and development up to a certain saturation point. As we approach the rational limit of saturation of the lower needs, which are satisfied in the first place, significant shifts occur, expressed in a significant increase in higher needs;

2) the possibility of replacing one need of a higher order with another. Thus, limited opportunities for increasing the content of labor can be compensated to a certain extent by improving working conditions for creative scientific work, etc.;

3) relativity: the system of needs develops in constant comparison with the level of their satisfaction with other people (colleagues, acquaintances, neighbors) and their constant “pulling up” to generally accepted standards).

motive - this is what causes certain actions of a person, is personified; This is an internal motivation of the individual to a certain behavior aimed at satisfying certain needs.

Motives perform certain functions:

- orienting: the motive directs the employee's behavior in a situation of choosing behavior options;

- sense-forming: the motive determines the subjective significance of this behavior for the employee, revealing its personal meaning;

- mediating: the motive is born at the junction of external and internal stimuli, mediating their influence on behavior;

- mobilizing: the motive mobilizes the employee, if it is necessary for the implementation of significant activities for him;

- justificatory: the motive contains the attitude of the individual to the proper, to the standardized from the outside model, the standard of behavior, the social and moral norm;

- inciting: reflects the energy of the motive and is justified by the fact that the motive is a subjectively expressed motivation for activity.

Most often, the classification criteria for motives coincide with the criteria for classifying needs. The most common grouping of motives in the sphere of work is as follows:

- material motives (work acts as an economic necessity, a means to earn money and ensure independence of existence);

- spiritual motives (a person does work because he likes the profession, the content labor activity);

- social motives (for an employee, his place in the team and the relationships that develop within him are important).

In addition, based on the classification of various types of needs, one can distinguish the motives of achievement, self-respect, self-actualization, motives - the desire for the activity itself, for success and avoiding failure, etc.

The motivational structure of a person must be considered as the basis of his actions. It is characterized by a certain stability, but it can change in the process of a person's upbringing, as his education and other conditions grow. The motivated behavior of a person comes from individual differences in the structure of motives and a specific situation. It is possible to change the motivation of an employee's behavior only through appropriately selected incentives.

Stimulus - this is an external incentive to activity, the effect of which is mediated by the human psyche, his views, feelings, interests, aspirations, etc. Incentives are benefits (objects, values, etc.) that can satisfy the needs of a person when he performs certain actions.

Incentives characterize certain benefits, and motives characterize the desire of a person to receive them. Incentives become motives when they are objectively significant and correspond to the needs of the employee. Thus, the stimulus is not identical to the motive, although in some cases it can turn into a motive. General classification incentives is shown in fig. 6.5.

Rice. 6.5. Types of incentives

Incentives can be individual objects, the actions of other people, promises, carriers of obligations and opportunities, provided opportunities, and much more that is offered to a person as compensation for his actions or that he would like to receive as a result of certain actions.

With the help of stimulation, on the one hand, favorable conditions are created to meet the needs of the employee, and on the other hand, the labor behavior necessary for the successful functioning of the enterprise is ensured, that is, a kind of exchange of activities is carried out.

The use of various incentives to motivate employees is called incentives, which is considered as “a way to manage the employee’s labor behavior, consisting in a targeted impact on the behavior of personnel by influencing the conditions of his life ...”, and in a broad sense - as a set of requirements and a corresponding system of rewards and punishments .

Basic requirements for the organization of incentives for employees:

1) complexity - the unity of moral and material, collective and individual incentives, the value of which depends on the characteristics of personnel management in a particular organization;

2) differentiation - an individual approach to certain groups of workers;

3) flexibility and efficiency - a constant review of incentives in connection with ongoing changes in the external and internal environment of the organization.

On a note
Best Employer
Fortune magazine annually publishes a ranking of the best employers in the United States. Google topped the list in 2007 thanks to the range of services it provides to its employees. When compiling the rating, employees' opinions about the attitude of the company's management towards the staff, job satisfaction and relationships in the team are also taken into account.
In addition to the unique working atmosphere, good earnings and interesting work, Google provides its employees with free cafeterias and restaurants, a bus to work and a personal car wash. All companies operating in the California headquarters can count on free hairdressing, laundry and dry cleaning, an attending physician, sports, spa services. If desired (and in the absence of objections from colleagues), you can come to work with your dog. Development engineers are allowed to use up to 20% of their time on independent projects.
Second place goes to Genentech (research in the field of biotechnology): all employees of the company are entitled every six years to an additional paid leave of one and a half months. The company sponsors a child care center.
The fourth place is occupied by the Container Store company (rental of warehouse space). In addition to high earnings, every 10th employee enjoys the opportunity to work according to a “family” schedule - to come to work after seeing off the children to school, and to leave in order to take the children home from school. In addition, the company provides free health insurance, free yoga and massage classes, and a 40% discount on their products.
In fifth place is the network grocery stores Whole food market. The company issues free medical insurance and provides employees with a 50% discount on their products.

I.P. Povarich and B.G. Proshkin proposed another classification of stimuli, which was subsequently used by V.I. Gerchikov during the development of the test method "Motype":

– material monetary incentives: a variable part of the salary, depending on the fulfillment of specific indicators of the result of labor activity; surcharges and allowances; target bonuses;

– material non-monetary (in-kind) incentives: housing, car, parking, places in child care facilities, vouchers, diet food, telephone, loans, credit, valuable gifts, the right to purchase goods and services in the organization, granting the employee and his family members the right to use the benefits owned by the organization, payment learning;

– moral incentives, the main function of which is the transfer of information about the merits of a person, the results of his activities in the social environment: the personification of encouragement; certification of the fact of achievement and the right to own the stimulus; informing the communication environment; accumulation of information in the working biography, in the history of the team, in family memory; change in the status of an employee in the social environment;

– organizational incentives– creation of special working conditions for certain employees, including: maximum autonomy in work; the possibility of self-control of quality and results of work; providing a flexible schedule; rights of additional disposal of resources;

– caring for the worker (paternalism). Preference is given to informal relations: the organization is a single family, each employee is a family member. The leader acts as the head of the family, taking responsibility for the fate of employees, for solving their problems. The main incentives are goodwill and informality of relations between management and line staff; an opportunity for an ordinary employee to address their problems to management and be sure that management will provide the necessary support; intra-company official career of an employee, in which his intra-company status and respect for him from other employees increase;

– negative incentives- punishment (threat of punishment) of the employee for the mistakes he made, misconduct, demonstrated dissatisfaction with the employee, the threat of losing his job;

– professional career, personal growth- the most important incentive for managers and specialists. It includes all management actions and personnel service companies aimed at personnel development: organization of training and advanced training of employees; periodic certification of employees, development and implementation of career plans; organization of professional communication; participation in innovation;

– participation in management and co-ownership. Participation in management has a three-stage structure: 1) full and timely informing; 2) participation in the development of decisions; 3) participation in decision-making. Participation in co-ownership - the receipt by an employee of a share of the company's capital or the right to acquire it (option), i.e., a legal basis to participate in the management of the company's affairs.

Since the response of different people to specific incentives varies, incentives must be designed to meet the needs of a particular individual. IN AND. Gerchikov distinguishes five motivational types of workers: lumpenized, instrumental, professional, patriotic and mastery (Table 6.4).

Table 6.4 Characteristics of motivational types of employees

For effective incentives for staff, it is important that the forms of incentives correspond to the motivational type of employees (Table 6.5). Otherwise, the incorrect use of one form or another can lead to the opposite consequences.

Table 6.5 Correspondence of motivational types and forms of stimulation

Stimulation is only one of the means of motivation, and the less often it is used as a means of managing people, the higher the level of development of relations in the organization. This is due to the fact that as a result of education and training, employees show an interested participation in the affairs of the organization, without waiting for the appropriate external stimulus.

There are external (extrinsic) and internal (intrinsic) motivation. At external the motivation of behavior, the factors that initiate and regulate it, are outside the personality and outside the behavior. When internal In contrast, the initiating and regulating factors of behavior are within the behavior itself. As L. Disi notes, intrinsically motivated activity “has no rewards, except for the activity itself. People engage in this activity for its own sake, not to achieve certain rewards. Such activity is an end in itself, and not a means to some other end.

The main disadvantage of externally determined behavior is that the behavior can only take place during the period of a certain reinforcement-stimulus. On the contrary, intrinsically motivated behavior can continue for a long time in the absence of visible "rewards", while a person prefers more difficult tasks, enjoys work, and his self-esteem increases. A person strives to be the root cause, the source of his own behavior, strives for "personal causality". As soon as a person begins to perceive himself as the root cause of his own behavior, we can talk about the internal motivation of his activity.

It's not enough just external influence on an individual - it is necessary to create conditions for intrusive motivation: a person ceases to feel dependent on positive and negative motivators, which can be calculated to reinforce initially unattractive behavior.

A similar point of view regarding the action of motivators, i.e., "factors influencing decision-making and the formation of intentions" that affect a person from the outside and from the inside, is expressed by I. Bem, highlighting short-term and long-term motivators. In the short term, he refers to an increase in wages, different kinds awards and incentives, subsidies, discounts, provision of a company car, branded clothing, free organization events, payment for rationalistic proposals, the possibility of advanced training. Among the long-term, the author highlights work that brings joy, high-quality work, work based on one's own responsibility, independence, participation in achieving ultimate goal, the ability to use one's potential, awareness of the meaning of one's work, recognition of the employee as a person, flexible working hours.

This, in fact, is about the ability of a person to feel self-determined, the presence of a certain degree of freedom and the possibility of self-realization within the organization. At the same time, in the case of using long-term motivators, motivation acts on employees from the inside, interest develops, a feeling of joy from work is formed, the employee can identify himself with the enterprise, there is an incentive to generate new ideas and ideas, cooperation is facilitated and there is no need for additional incentives for motivated work.

6.2.2. Methods of motivation. Staff motivation system

Method(from Greek. methodos- the way to something) is a way to achieve the goal, a certain way ordered activity.

Motivation methods- these are methods of managerial influence on employees in order to encourage them to fulfill goals, tasks, and carry out certain actions.

There are many classifications of personnel motivation methods. According to one of them, proposed by D. Sink, there are four main methods for managing motivation and improving the performance of employees:

- incentives for employees based on the theory of reinforcement;

- regulation of behavior through goal setting;

- design (design) of work and enrichment of labor;

– participation: involvement of employees in management.

Each of these methods can lead to different results. For example, according to E. Locke (Table 6.6), monetary reward is optimal (median value of productivity increase is 30%), the use of participatory methods turned out to be less effective (median value of productivity increase is 0.5%).

The results obtained by E. Locke do not mean that the involvement of employees in management is an ineffective method of motivation - this method is more complex and requires a certain level of development of employees. Negative results when using it can be obtained, for example, when trying to motivate workers belonging to the lumpenized type.

Table 6.6 Comparison results of four motivation methods, % (based on Locke's research)

1 Median is a number that is the middle of a set of numbers, i.e. half of the numbers have values greater than the median, and half of the numbers have values less than the median.

Monetary remuneration gives a great guarantee of improving the efficiency of employees. However, organizations cannot endlessly appeal to the needs of lower levels. At a certain stage of development, it becomes necessary to move to the needs of a higher level and use more complex methods of motivation.

Let's take a closer look at these four methods.

Employee incentives based on the theory of reinforcement . Reinforcement theory is based on the fact that the use of certain stimuli causes a certain behavior of a person. Any action or behavior has negative consequences (they tend to be avoided in the future) and positive ones (they will be repeated).

According to Skinner, there are such ways of influencing people as positive, negative reinforcement, extinction and punishment.

positive reinforcement- this is a reward for the desired behavior of an employee (praise, bonus, promotion), which increases the chance of repeating this behavior by the employee in the future.

negative reinforcement develops behavior that leads to the elimination or avoidance of an unpleasant stimulus. The desired behavior of an employee leads to the fact that the manager refuses to apply any negative impacts. In an effort to avoid unpleasant situations, the employee is forced to conform to the desired patterns of behavior.

Extinguishing- is the destruction of the connection between behavior and stimulus, when it is not accompanied by reinforcement. In the absence of reinforcement of negative or positive actions, they stop on their own.

Punishment- this is a direct impact on a person, aimed at suppressing negative actions, preventing them in the future. It can take the form of a material penalty, a decrease in social status in a team, a demotion, etc.

The process of learning the desired behavior is facilitated by the use of positive reinforcement. Studies show that reward improves performance 89% of the time, punishment 11%, and 11% worse; threats are 99% ignored and, moreover, they are humiliating for both parties.

Allocate continuous and partial reinforcement. At continuous Reinforcement encourages each manifestation of the desired behavior. When partial Reinforcement encouragement occurs only in certain cases. There are four modes of partial reinforcement:

1) constant ratio reinforcement regimen: reinforcement is produced through a certain number of manifestations of the desired behavior. Piecework wages are based on such a reinforcement regime (for example, the payment of a translator for the number of characters translated or a typist for printed material);

2) reinforcement schedule at regular intervals: Reinforcement occurs only when a firmly established, fixed time interval has elapsed. An example is monthly, weekly, hourly pay, rest after a rigidly set time of physical or mental work;

3) variable ratio reinforcement regimen: in this case, reinforcement is produced through a different number of repetitions of the desired behavior, unpredictable for employees, for example, through 5, 10 or 20 “correct” actions. An example is gambling: a person expects the jackpot to hit after a certain number of games, but in reality this number is variable. The uncertainty of the outcome and the expectation of a large payoff lead to a very slow extinction of the behavior;

4) variable interval reinforcement schedule: reinforcement is produced at different unpredictable time intervals for the worker. An example is a tour of workplaces by the director of an enterprise, during which he personally thanks the most diligent workers.

The set of incentives that an organization can use to reinforce the desired work behavior of employees has already been discussed earlier (see paragraph 1.1). A more complete list of incentive systems in the organization is as follows:

– wage;

- bonuses - one-time payments from the organization's profits (annual, semi-annual, Christmas bonuses, usually associated with work experience and the amount of wages received);

- participation in profits;

– income distribution systems (Rucker, Scanlon, Improshare);

– plans additional payments- subsidizing business expenses, covering personal expenses indirectly related to work (business trips not only for the employee, but also for his spouse, etc.);

- stimulation with free time (provision of additional days off, holidays, choice of vacation time, flexible work schedule);

- labor or organizational stimulation (the presence of creative elements in the labor process, the possibility of promotion);

- incentives that regulate the behavior of an employee based on the expression of public recognition - the presentation of letters, badges, pennants, honorary titles, awards;

– payment of transport costs or maintenance by own transport;

– savings funds (preferential savings regimes);

– catering;

- sale of goods produced by the organization or obtained by barter at preferential prices;

– scholarship programs (allocation of funds for education);

– training programs of the organization;

– health care programs;

- advisory services;

– housing construction programs;

- programs related to the upbringing and education of children;

- flexible social payments - an employee, within the established amounts, has the right to independently choose benefits and services;

- life insurance;

– programs of payments for temporary disability;

- health insurance;

– deductions to non-state Pension Fund;

- obtaining preferential loans;

- other.

In order to individualize incentives, it is possible to use the so-called "cafeteria system" (the "cafe" method). The basis of the method is a kind of "menu", in which the personnel of the enterprise are offered for free choice sets of certain social payments and benefits (benefits) as a remuneration for work at the expense of the company's budget. Employees make up a kind of “menu” and periodically update it in accordance with their requests (just like a cafe visitor does).

Regulating behavior through goal setting .

Goals can be defined as future states desired by an individual and/or organization. The procedure for setting goals, with the right approach, can serve as a means of motivation, since employees develop a focus on achieving results and performance criteria become clear to them.

So the goals are:

1) concentrate the attention and efforts of employees in certain areas;

2) can serve as standards against which results should be compared;

3) can serve to justify the cost of resources;

4) may affect the structure and procedures of organizational systems;

5) often reflect the underlying motives and characteristics of both individuals and organizations.

By setting specific, clear and concise goals, it is more likely that employees will be better motivated to act in accordance with such goals. In addition, difficult goals perceived by employees increase the likelihood that motivation will be stronger and work performance higher.

The term "management by objectives" (from the English. management by objectives- MVO) was introduced in 1954 by P. Drucker. He argued that business contains three strongest factors that impede the unidirectional efforts of managers:

- specialization of the work of managers (horizontal division of labor);

– hierarchical structure organizations (vertical division of labor);

- different values and personal qualities managers that lead to differences in vision and performance.

Management by objectives in this regard is a special management mechanism that consolidates the goals of employees performing different functions at all levels of management. The very name “management by goals” contains a terminological inaccuracy, since management is always a purposeful impact on an object, however, a certain revolutionary moment lies in such inaccuracy, since P. Drucker’s idea that management should begin with the development of goals and then move on to the formation functions, system of interaction and process, “radically turned the logic of management”.

As G.S. Odiorne, MVO is a management technique in which “employees of the highest and lowest levels of management determine their general goals, then outline the specific tasks and responsibilities of each employee and then focus on them in the management of the enterprise.”

The goals that determine the basis of this control technique can be defined in various ways:

- goals are set by the leader;

- the head puts forward goals, and subordinates can take a certain position in relation to them;

- employees set goals, which, when discussed with the manager, are specified and approved;

- the leader and subordinates independently formulate goals and then agree on them.

The prevailing opinion is that the MVO is based not on the preliminary setting of goals by managers, but on their coordination between the leader and subordinates. At the same time, the main elements of the MVO system are:

1) planning activities and setting individual goals;

2) current control for the results of activities and exchange of information (feedback);

3) an interim assessment of the performance of the personnel;

4) final assessment of the performance of the personnel.

The benefits of MVO include:

– building a hierarchy of goals (from the strategic goals of the company to the operational goals of employees);

- consistency of goals at all levels of management;

– improving the identification of employees with the goals of the organization;

- objectivity of the criteria for assessing labor and remuneration;

- development of initiative among employees, labor motivation and readiness to take responsibility;

- Improving the efficiency of planning and organization;

- constant feedback and the ability to quickly assess and adjust the activities of employees, departments, and the company.

Management by objectives is effective tool management, a method of increasing the motivation of employees. However, its development and implementation requires time, detailed study of all elements, and the interest of management and employees.

Design (design) of work and enrichment of labor .

Interest in the design of the workplace is associated with the appearance in the early twentieth century. and the development of the school of scientific management, which contributed to the creation of the theory scientific organization labor (NOT).

HOT is based on an engineering approach that focuses on manufacturing processes, procedures, workflows, work practices, and human-machine interaction. Under this approach, jobs became extremely specialized (the worker performed a very limited number of tasks) and standardized (the worker performed the task in the same way). The work was carried out under strict control by the management. Low job satisfaction, turnover as problems of personnel management were not considered.

Since the 50s. 20th century there is a rejection of the technocratic approach to the design of the workplace. The concept of labor enrichment has been formed, which is a set of methods for organizing the labor process aimed at improving and humanizing working conditions in order to minimize the negative consequences of labor monotony, increase people's satisfaction with their work and ensure the growth of labor efficiency.

The enrichment of labor involves the formation of jobs that are characterized by a wide variety of activities, the need for greater knowledge and skills. Employees must have more high level autonomy and responsibility in relation to planning, management and control of their activities.

In contrast to the functional expansion of the workplace, which increases the horizontal load, enrichment of work increases the possibilities of the workplace and vertically. At the same time, the number of tasks does not always increase, but the powers and responsibilities are expanded. When enriching labor, the employee is entrusted with the execution of a completed module of operations and control over the quality of his labor.

A positive relationship has been found between job enrichment and increased job satisfaction, but workers should be interested in expanding official duties and have the necessary skills to do so.

Some employees may perceive enrichment practices negatively because they are unwilling to take on additional responsibilities, have a negative attitude towards new responsibilities, or are unwilling to retrain. For many employees, low accountability, protection from change, and relative independence are more important than the opportunity for empowerment and the possibility of growth through enriched work. In addition, getting job satisfaction is not necessarily the result of the content of work, it, for example, may depend on relationships with colleagues.

Thus, enrichment of labor is a valuable method of influencing labor motivation, but management should use it selectively, taking into account the individual characteristics of subordinates and situational variables.

Further development of work design ideas is associated with the emergence of the Hackman and Oldham work characteristics model (Fig. 6.6). It is based on the relationship between the individual characteristics of the workplace and the motivation of employees. At the same time, the characteristics of work contribute to the emergence of certain psychological states, and the strength of the employee's need for growth creates an important mediating effect.

Rice. 6.6. Hackman and Oldham Job Characteristics Model

The main characteristics of the work are:

- diversity of skills - the degree of need for a variety of skills and abilities in the performance of work;

- certainty, unambiguity of the work task - works that make up a single whole are more meaningful than tasks that are only some part of the whole work;

- the significance of the work task, characterizing its importance (for the organization and for the employee);

- autonomy - independence in the workplace, the degree of freedom in forming a work schedule, making decisions, determining ways to achieve goals;

- feedback on the progress and success of the work.

The perception of the characteristics of the same job varies depending on differences in individual preferences, education, experience, age, degree of identification with the profession, gender.

Participation: involvement of employees in management .

In modern conditions employee is not considered only as a performer, he turns into an active and interested participant in the activities of the organization.

Management participation is part of the employee participation system, which also includes profit sharing and ownership participation. But if participation in profits and property is associated with the receipt of material remuneration, then participation in management is associated with external (creation of appropriate conditions by the administration) and internal motivation of a non-material nature (development of a sense of self-determination and competence among employees).

This participation can take place at several levels. At the level of an individual workplace or working group the decisions made relate to the technical conditions of the work process, relationships with colleagues, working conditions, current issues of people management; at the company level, it is the participation of employees in solving strategic issues (goals and objectives of production, investments, distribution of profits, organizational structure). In addition, these are questions related to specific labor relations in the line "employee - employer" (remuneration, holidays, working hours, social Security). At the next level, workers participate in the relationship between the enterprise and the trade union, which can be of a sectoral and intersectoral nature.

Participation in management can take a variety of forms, to varying degrees demonstrating their effectiveness - from holding preliminary consultations with representatives of workers before making decisions. management decisions, participation in solving emerging problems through the creation of quality circles, autonomous self-governing groups until the representative bodies of employees (councils, committees, commissions) perform certain managerial functions.

A logical continuation of the development of the concept of participation in management was the emergence of participatory organizations built on the principle of involving workers at all levels in decision-making, setting goals, and solving problems. However, a negative result of participation may be a lower inclination of employees to innovate, less risky decisions, “blurring” of responsibility in the process of developing collective decisions, and populist actions by managers. These shortcomings and limitations suggest that what is important is not so much whether these programs work, but the conditions under which they will be most effective. In addition, as noted by R.M. Kanter, the participatory process requires a balanced approach and patience: "It takes more time to bring people together than to command them."

Benefits of participating in management:

- growth in production volume and product quality due to rationalization proposals;

- increasing motivation due to the ability to influence the situation;

- growth of self-esteem;

– increase in job satisfaction;

- improving communication with managers;

– reduction of conflicts and stresses;

– increasing the susceptibility of employees to change.

For participation to be effective, the following conditions must be met:

1) the manager and employees must have the time necessary to ensure this process. In crisis situations, this practice is inappropriate;

2) the potential benefits of participation in management must exceed the costs. For example, the time allotted for participation in management should not exceed the time allotted for the main work operations;

3) employees show interest in participating in management;

4) the abilities and qualifications of employees should allow them to participate in management;

5) participants in the process must have the ability to communicate;

6) none of the parties should perceive the process of participation in management as a threat. For example, employees may perceive the actions of management as potentially dangerous, or the manager may believe that participation in management threatens his status;

7) the implementation of the practice of participation in management should take place within the scope of the freedom to choose the work tasks of the group (each department does not have the right to make a decision that is contrary to the company's policy).

The above classification of motivation methods is not the only one. There are more extended groupings of methods of motivational impact on staff (Table 6.7).

Table 6.7 Methods of motivational impact on staff

Understanding by managers and personnel managers of the mechanism of motivation, the diversity of needs, incentives and motives of employees should contribute to the construction of an effective system of motivation, i.e. a system of organizational measures and standards aimed at managing the activity of members of the organization in achieving corporate goals. The motivation system should contribute to the development of employees' desire to work in this particular organization and achieve high results.

The main tools for improving the motivation system modern organization are:

– introduction of a goal setting system;

– creation of a reliable system for assessing the effectiveness of an employee and determining the potential for his development;

– development of a salary system, grading of positions;

– development of a system of bonuses related to performance;

– design of works, enrichment of the content of works, rotation;

– creating teams that work offline;

– creation of transparent and clear career paths;

- creation of a "golden" personnel reserve, including plans for the training of reservists.

In the personnel motivation system, 13 main components can be distinguished (Fig. 6.7).

Rice. 6.7. Components of the motivation system

On a note
Motivational factors
As a result of a survey of 4,000 employees of European companies in Germany, France, the Netherlands, Italy, Spain, the following personnel motivation factors were identified:
1) the management of the company shows an interest in the well-being of employees;
2) employees have the opportunity to improve their professional abilities;
3) company management sets an example in terms of company values;
4) in the company there is freedom in decision-making, sufficient to achieve good working results;
5) employees are attracted by the reputation of the company as an employer;
6) the range of tasks solved by the company ensures the constant activity of employees;
7) the employee participates in teamwork as part of his working group;
8) employees are attracted by a high level of customer focus;
9) employees are satisfied with the general working atmosphere in the company;
10) employees are satisfied with the acceptable level of their personal salary.
In addition, it was found that a quarter of all respondents consider themselves enthusiastic, interested in work; 63% are moderately enthusiastic; 14% can be called "internal quitters". Such employees do not have an emotional attachment to the enterprise, they work less productively than those who are very passionate about work, and, in addition, they have a negative impact on the team.
((According to the materials of the site e-xecutive.ru))

The motivation system is an effective tool for personnel management only if it is well developed and correctly used in practice.

The ideal system of personnel motivation does not exist. However, there are certain rules that allow any system to be more efficient: it must be simple and understandable; transparent and public; as objectively as possible to take into account the results of activities and qualifications of employees, reflect the specifics of the organization.

6.2.3. Job satisfaction and employee motivation

Satisfaction with work is considered as a positive emotional state of a person, based on the assessment of his work.

Employee motivation and satisfaction are two sides of one objective process - work. Schematically, this can be expressed as follows: motivation > work > satisfaction. If motivation is an explanation and justification of labor behavior, then satisfaction is recognition and agreement with it.

Satisfaction with work is the result of the perception by the workers themselves of the extent to which their work provides satisfaction of important, from their point of view, needs. With high job satisfaction, staff turnover decreases, the number of absenteeism decreases, employees have better physical and moral health, quickly master the necessary skills, suffer less from industrial injuries, are more inclined to cooperate, and help colleagues and clients more often.

Job satisfaction is a person's emotional response to work situation based on the principle of "like - dislike", "love - dislike".

Satisfaction with work can be considered both as a single attitude and in relation to various components of the work process.

However, the assessment of overall satisfaction gives considerable freedom for its individual interpretation. Some employees may be satisfied with the work based on wages, others - on the nature of the work, and others - on the social climate of the organization. Therefore, the existence of a complex structure of job satisfaction can raise doubts about the unambiguity of the respondent's understanding of the meaning of the question of overall job satisfaction.

In this case, the answer to a direct question about overall job satisfaction does not carry any specific information and cannot be unambiguously interpreted, which, according to many researchers, "makes its use meaningless."

P. Smith, L. Kendall and K. Hulin believe that there are five main parameters of work that form satisfaction:

- work as such (providing a person interesting tasks, the opportunity to learn new things, to experience a "sense of responsibility" for the assigned work);

- remuneration (remuneration and additional benefits that the employee receives);

- promotion (opportunity career development);

- leadership (the ability of the leader to provide technical and moral support);

– colleagues (degree of their competence and level of social support).

A broader approach to the study of job satisfaction includes the study of such elements of satisfaction assessment as the amount of work performed, labor intensity, labor organization, labor content, sanitary and hygienic working conditions, working hours and working hours, earnings, distribution of bonuses, relationships with management, relationships with colleagues at work, working conditions, the possibility of career and qualification growth, objectivity of work assessment, additional benefits, etc.

When studying satisfaction, it is advisable to take into account that people have stable traits that predispose them to satisfaction or dissatisfaction with their work, regardless of the actual production situation, i.e. some employees like all the work situations in which they find themselves, while others do not like any of them. The general tendency to respond positively to environment called "positive affectivity", and the tendency to negative reactions - "negative affectivity". Research confirms the existence of a positive correlation (strong relationship) between positive affectivity scores and greater job satisfaction.

The attention of researchers to job satisfaction is dictated primarily by the search for a relationship between job satisfaction and labor productivity.

The hypothesis that a job-satisfied person will demonstrate high performance work seems very attractive, but does not find empirical confirmation.

According to 20 surveys conducted in the United States and summarized by V. Vroom, the average correlation between them was 0.14 with fluctuations from 0.86 (significant relationship) to -0.31 (feedback), which is close to the results obtained in domestic research.

F. Herzberg, comparing the results of 26 studies, recorded a positive relationship in 14 cases, a negative one in 3, no connection in 9. A later analysis revealed that only in 17 cases out of 100, a direct relationship can be found between these indicators.

According to L. Porter and E. Lawler, not an increase in satisfaction leads to an increase in productivity, but an increase in labor productivity can lead to rewards that can cause an increase in satisfaction. They explain the weak correlation between productivity and job satisfaction by the fact that many people may receive rewards that have little to do with work (for example, communication with colleagues). Researchers still believe that increased satisfaction may also have an inverse effect on performance if the individual seeks even greater rewards.

V.A. Yadov and A.G. Zdravomyslov argue that "job satisfaction is reflected in the results of labor and, conversely, the results of labor - in the degree of satisfaction." Thus, we can say that satisfaction is of a dual nature.

F. Herzberg explains the failure of attempts to find a significant stable relationship between performance and satisfaction with the incorrectness of measuring satisfaction, since they usually look for a relationship between performance and overall satisfaction, which includes satisfaction and hygiene factors, while it is worth measuring the relationship only between satisfaction with motivators and performance.

However, this position also has its drawbacks. According to F. Herzberg, wages are hygienic factors. However, Cherrington, Reitz, and Scott found that the nature of the relationship between job satisfaction and job performance depends on a third variable, rewards. A positive correlation between satisfaction and job performance is found only among employees who receive remuneration corresponding to the results of their work.

The inverse relationship between job satisfaction and staff turnover is more clearly recorded. According to I.M. Popova, the corresponding correlation coefficient is - 0.60, and among those who are dissatisfied with their work, the turnover is much higher than among those who are satisfied.

It is advisable for organizations to periodically survey the level of satisfaction of their employees in order to take timely actions to prevent and resolve problems that concern employees. In addition, it provides an opportunity to "release" the negative emotions of employees, to provide feedback to subordinates.

Periodic research in this area should be combined with daily monitoring of job satisfaction. Managers, on the one hand, receive current information about the level of job satisfaction during personal contacts and communications, and on the other hand, they have access to various information that can also be used to analyze satisfaction.

Sources of information include complaints, absenteeism and tardiness data, product quality indicators, job completion rates, workforce turnover, exit surveys, employee suggestions, training reports.

In most cases, research is carried out in the form of a questionnaire. An interview can be used as an alternative, but an individual conversation with an employee in such a case requires time (1-2 hours for each) and special preparation of the interviewer.

In a survey, there are a number of situational variables that can affect the understanding of questions and the willingness of respondents to be sincere:

– the form of the introductory text and the clarity of the instruction;

– anonymity of the survey;

- the degree of sensitivity to questions, i.e. the degree of concern of respondents about the fact that others may become aware of their answers. For example, questions about working conditions tend to have low sensitivity, while questions about management tend to have a high sensitivity;

– use of samples large enough so that the distribution of response distortions can be considered random.

To measure qualitative features, a quantification procedure is used, i.e., giving quantitative certainty to the studied qualitative features. In this case, the measurement tool is a scale representing a system of characteristics of the studied property, which acts as a standard.

In order to develop a scale, a so-called continuum is established - the extent of the studied property, i.e., its extreme states are determined. After finding the extreme points and determining the continuum, the scale is graduated.

Many researchers have come to the conclusion that the survey method, which gives the rank level of measurement, remains practically the only one for measuring subjective assessments especially job satisfaction. Therefore, statements are often offered in the questionnaires, and the respondents express their attitude towards them using a number series.

For example, a survey question might look like this:

At the same time, such a ranking assessment of indicators of job satisfaction and its features has a number of disadvantages:

- non-orthogonality of the positive and negative parts of the satisfaction scale, where the negative part is perceived by the respondent, as a rule, in more detail than the positive one;

- the dependence of the state of satisfaction on the strength of the need, i.e. on how subjectively significant this aspect of the work and its conditions is, when significant aspects of reality "provoke" a tendency to their moderate assessment on the scale, and subjectively insignificant - to an optimistic assessment;

- dependence on the measure of the employee's own efforts in achieving a certain goal: the more energy costs are applied to the achievement of the goal, the higher the satisfaction with what has been achieved;

- the dependence of the assessment on the level of development of the need, due to which high satisfaction in equally may indicate well-being production organization(if it satisfies the important needs of employees) and that these aspects of work are subjectively unimportant for the respondent.

Another approach to measuring satisfaction was proposed by Porter. It is based on the premise that not all people have the same attitude towards various aspects of their work. The Porter Questionnaire consists of 15 items addressing issues of security, respect, autonomy, social needs, and self-actualization needs.

Based on their own needs and ideas about the job, each respondent answers three questions related to each statement:

Thus, satisfaction is assessed on the basis of answers to questions about the satisfaction of needs at work, and the assessment depends on the degree of discrepancy between actual and desired assessments (answers to questions 1 and 2). The smaller the discrepancy, the greater the job satisfaction. By answering the third question, one can estimate the relative strength of each need for each individual respondent.

Many domestic researchers use a five-term verbal rank scale, in which five positions are expressed in verbal statements; The scale for assessing satisfaction with various work factors is as follows:

– quite satisfied (maximally positive answer);

– mostly satisfied (positive answer);

- find it difficult to answer (neutral answer);

– not quite satisfied (negative answer);

- not satisfied (maximum negative answer).

For subsequent quantitative data processing, the rank scale is converted into a metric one by assigning points to its divisions. In the case of the analysis of job satisfaction factors, the metric scale may look like this:

– quite satisfied +4

– mostly satisfied +3

- difficult to answer +2

– not quite satisfied +1

– not satisfied 0

The result of data processing is the calculation of the index of satisfaction with various labor factors, produced by the formula:

Q = ?V / ?Vt = ?V / Vtn, (6.1)

where Q is the index of the group assessment of the factor; V - score in points of a separate answer on this question; ?V is the sum of points received on this issue in the group as a whole; n is the number of group members who answered this question; V t - the maximum score of this assessment scale; ?V t is the maximum (ideal) number of points for this group.

The satisfaction index calculated in this way makes it possible to compare the results of studies both within the same organization and in various organizations and their divisions.

Questions and tasks for self-examination

1. What is staff motivation? Give arguments confirming the importance of this area of personnel work.

2. What kinds of needs do you know?

3. Describe the main motivational types of employees. What forms of incentives are basic, applicable, neutral and prohibited for them?

4. Describe the main methods of staff motivation.

5. Highlight the advantages and disadvantages of labor enrichment, employee participation in management.

6. List the main components of the motivation system.

7. What are the features of staff motivation for different types of strategy and organizational culture of the company?

8. What is the purpose of researching the level of satisfaction of employees with work in the organization?

9. What is the relationship between job satisfaction and productivity?

A destructive conflict is a situation that has arisen between individuals or a group. Read about the ways to solve it, the consequences in the article.

From the article you will learn:

Varieties of constructive and destructive conflicts

Constructive and destructive conflicts differ in that the former have a basis. The reasons for the development of destructive relations are not always clear, and the opposition of the parties is gradually increasing if the situation is not intervened in time. When disagreements arise between ordinary employees, the manager can resolve them. In the event of a conflict between managers, the intervention of the director is required.

Destructive consequences of the conflict:

competitive and unproductive relationships between colleagues;
lack of desire to cooperate;
reduction or termination of interaction between people, even on work issues;
resentment, Bad mood, dissatisfaction;
low labor productivity;
staff turnover.

The destructive functions of the conflict are reflected in the psychological climate of the organization, corporate culture. Discomfort is experienced even by those employees who are not involved in the confrontation of the parties. If you notice signs of contention, do not hesitate, otherwise you will have to eliminate the consequences that negatively affect all processes.

Constructive consequences include: a sense of belonging to the solution of complexities; disposition of the parties to cooperation; elaboration of problems by members of the group; paying attention to the situation that provokes conflict interaction. It is easier to achieve a positive outcome if several people are involved in the conflict, rather than groups of people.

The constructive and destructive functions of conflict rarely intersect. Negatively inclined people, whose position is not justified by anything, do not try to interact with the opponent, use methods of suppressing the personality. For them, the consequences are not important, as they pursue a personal goal.

Stop destructive conflict at the stage of its occurrence. Teach employees to interact, solve problems in a peaceful manner, control emotions. Conduct trainings that help you understand your colleagues. Avoid situations that provoke difficulties in staff relationships.

Personal Efficiency

How to avoid conflicts. Identify conflictogens and counter them with synthons

A conflictogen is a negative that a person sends to other people, sometimes unconsciously. Obvious conflictogens - frank rudeness, personal insults, demonstration of superiority. Synthons are words or actions that awaken in others a feeling of sympathy for a person. Sometimes this feeling, too, seems inexplicable. Make sure that employees keep conflictogens in check and try to give people synthons ...

Causes of destructive conflicts

Destructive conflicts are generated by subjective causes. These include the wrong actions of the leader or subordinates, the psychological incompatibility of people. The manager sees the illegal actions of employees better than his own, so he makes the wrong decisions.

Erroneous actions can be grouped into three groups:

violations of work ethics;
ignoring labor law;
unfair assessment of subordinates, the results of their work.

Realistic conflicts are provoked by factors affecting the interests of one side. It is not always possible to identify the causes of unrealistic disagreements, since a person cannot formulate demands, shows expressed or hidden aggression. With the intervention of a manager, if an employee regards his actions as a personal insult, a violation of subordination, the conflict can change its nature.

Constructive and destructive conflict: an example

Research, analytics, reviews

The presented methods and techniques will help to resolve the destructive conflict. You will eliminate the negativity and negative emotions between the parties of the confrontation, help them understand what was the true cause of the quarrel. Each participant will be able to look at the situation through the eyes of the opponent. As a result, the conflicting parties themselves will develop an effective solution, find a compromise ...

Managing constructive and destructive conflicts

Have a conversation with both parties. If one employee adheres to a destructive behavior patterns in conflict, does not make contact with the opponent, talk to him separately so as not to escalate the situation. After identifying the cause of the disagreement, eliminate it.

Examples of constructive and destructive conflicts

Do not take a wait-and-see position - act, use effective methods to resolve the problem. Otherwise, other participants will be drawn into the conflict, which will provoke a real corporate war.

If employees do not make contact, do not want to compromise, identify the aggressor. Use radical methods of influence, but consider the requirements of the Labor Code of the Russian Federation. It is possible to reprimand and impose fines when the actions of employees violate labor discipline or rules of law.

In dealing with conflicting parties, follow a number of rules:

Show patience. Keep in mind that in conflicts, emotions rule a person. Talk to employees carefully and tactfully.
Do not rush to promises and conclusions. Only after checking the facts and statements, comprehend the situation, take action.
Listen to both sides, not just the victim. Let me speak.
Don't overestimate awareness. Remember that bottom-up communication is not very effective.

If the destructive role of the conflict is obvious, reconsider your attitude towards the subordinate. Clearly formulate the requirements for personnel, designate ways of rewarding and punishing. Regulate rules of behavior in the organization, the style of communication with colleagues. Use coordinating mechanisms to maintain the principle of one-man management.

Do not use destructive ways conflict resolution. Show authority, but don't put people down. When resolving the situation, do not show a personal attitude towards the staff, otherwise the problem will worsen. Be honest with yourself and other employees.