Problems of labor motivation in psychology. The problem of motivation in domestic psychology. Principles of motivation in management practice

motive - these are motivations for activities associated with the satisfaction of the needs of the subject. The motive is also often understood as the reason underlying the choice of actions and deeds, the totality of external and internal conditions that cause the activity of the subject.

The term "motivation" is a broader concept than the term "motive". The word "motivation" is used in modern psychology in a double sense: as a system of factors that determine behavior (this includes, in particular, needs, motives, goals, intentions, aspirations, and much more), and as a characteristic of a process that stimulates and supports behavioral activity at a certain level. Most often in the scientific literature, motivation is considered as a set of psychological causes that explain human behavior, its beginning, direction and activity.

Labor motive is a subjective image of the object of need, which prompts a person to labor activity as a form of activity that realizes the need. The motivational-required sphere of an adult is a complex, hierarchical, ordered formation, relatively stable in time, socio-culturally mediated, developing in life. Labor activity usually realizes not one need (and motive), but several, i.e. it can be polymotivated. The relative stability of the motivational-need sphere of the personality makes it possible to single out the leading (the most personally significant, having a special personal meaning) needs and motives, called the orientation of the personality.

Labor motivation is the process of motivating oneself and others to activities aimed at achieving certain results.

Labor incentives (external object, event, relation, thing) can potentially acquire the status of an object of human need (represented in the mind as an incentive motive for the worker's work), but this may not happen. Therefore, the types of labor incentives are effective to varying degrees for different people. Labor incentives include: wages, social benefits (additional payment for using the services of medical institutions, vouchers to sanatoriums, etc.), a convenient time schedule, etc.

job satisfaction - the opportunity for the employee to systematically satisfy his main needs related to labor activity. A person who is satisfied with work usually has a positive emotional attitude to the work performed.

Productivity (efficiency) of labor - an indicator of success in work, a sign of which are high quality and speed of work.

As part of the choice of profession during the period of professional self-determination, A.I. Zelichenko and A.G. Shmelev offer the following system of external and internal motivational labor factors.

External motivational factors :

pressure factors- recommendations; tips; instructions from other people; requirements of an objective nature (service in the army, financial situation of the family); individual objective circumstances (state of health, abilities);

attraction factors- repulsions - examples from the immediate environment of a person, from other people; everyday standards of "social prosperity" (fashion, prestige, prejudices);

inertia factors- stereotypes of cash social roles (family, membership in informal groups). External factors due to the interference of other people in the process of choosing a profession.

Internal factors are determined within the framework of the optant's reflection.

Internal motivational factors:

own motivational factors of the profession- the object of labor; labor process (attractive - unattractive, aesthetic aspects, diversity-monotony of activity, determinism - chance of success, labor intensity of work, individual - collective work, opportunities for human development in this work); results of work;

working conditions– physical (climatic, dynamic characteristics of work); territorial and geographical (proximity of the location, the need for traveling); organizational conditions(independence - subordination, objectivity - subjectivity in the evaluation of work); social conditions (difficulty - ease of obtaining vocational education, the possibility of subsequent employment; the reliability of the position of the employee; free - limited mode; social microclimate).

opportunities to achieve non-professional goals- opportunities for community service; to achieve the desired social position; to create material well-being; for recreation and entertainment; for the preservation and promotion of health; opportunities provided by work and profession for communication.

Also, the motives associated with labor activity are divided into three groups: motives for labor activity, motives for choosing a profession and motives for choosing a workplace, which are integrated in a person's choice of a particular activity. To the motives of labor activity include motives of a social nature, a person's need to receive certain material benefits for himself and family members, satisfaction of the need for self-realization, self-expression . The motives for choosing a profession can be social prestige, interest in it, the possibility of achieving material well-being. The most common motives for choosing a job are: assessment of the external situation (a set of production factors: assessment of the external situation (a set of production factors: salary level, benefits, proximity to home, convenience of transport links, ergonomic characteristics of the workplace, work schedule, reliability and prestige of the organization, measure of responsibility, the ability to combine work with other activity, psychological climate, harmony with colleagues and relationships with direct management); assessment of one's capabilities (health status, abilities and professionally important qualities, stress and work modes, etc.).

In the dissertation research N.O. Leonenko presents the value-semantic content of the motivation for the professional choice of students of a law school. It is proved that the specificity of the value-semantic content intrinsic motivation The choice of law students consists of a greater degree of activity in comparison with student teachers, a lesser degree of realism with medical students, and a focus on personal orientation, while other categories of optants are more likely to take into account the correspondence of the chosen activity to character traits and abilities. Also, the specificity of the value-semantic content of the external positive motivation for the choice of law students, in comparison with other categories of subjects, lies in the maximum severity of the prestige factor of the chosen university and the value of material well-being; Law students, to a greater extent than other categories of optants, are inclined to consider the profession as a source of increasing self-confidence.

Researchers also name several specific factors of job satisfaction.

Actually work. Its content and the autonomy of its implementation are considered the most important motivational factors. Other significant components of job satisfaction are the optimal complexity of work, interest in it, and the social status of the employee.

Payment. The system of monetary rewards is an essential, but complex and ambiguous factor in job satisfaction. The most significant for people are direct payments, which are perceived as a social assessment of their work. Somewhat less significant and less certain as motivators are fringe benefits.

Career advancement. Prospects for service and professional growth are a motivating factor. Career advancement of people usually comes in different forms and is accompanied by a variety of rewards.

reward level, e.g. for seniority.

Management. There are two main parameters in this important factor.

a) orientation of the manager to the employee, interest in his well-being;

b) involvement or influence - the possibility of the employee's participation in the decision-making of the organization of individual labor processes, etc.

working groups. Psychological climate, group norms, interpersonal relations of people in the process of production activities act as a powerful and independent factor of job satisfaction.

Working conditions.

The level of job satisfaction depends on many variables. Only the analysis of their interrelationships makes it possible to predict the trends in the behavior of workers. The main variables include the age and length of service of employees, the level of position held, and the size of the organization. As experience is gained, satisfaction increases, and the expectations of workers approach their real capabilities due to adaptation to working conditions. With age, satisfaction decreases somewhat due to the relatively low rates of career advancement. Employees in higher positions are more satisfied with their work. They receive higher wages, better conditions and more opportunities to realize their potential. In smaller organizations, employees are more satisfied with their work.

The basis of the domestic approach in psychology was the psychological theory of activity, which got its start and development in the works of such great Soviet psychologists as A.N. Leontiev, A.R. Luria, L.S. Vygotsky, S.L. Rubinstein, A.V. Zaporozhets, and their students. The contribution of the theory of activity to the development of ideas about the laws of human motivation consisted, first of all, in the fact that the fundamental mechanisms of the work of the need-motivational sphere of a person were revealed, explained and described, and not its individual phenomena and principles, as is the case with the theories of A. Maslow , F. Herzebrg, D. Atkinson and other foreign authors. Domestic psychologists were able to create a complete concept of motivation - the theory of the activity origin of the motivational sphere of a person.

Prior to the work of Soviet psychologists, it was assumed by default that a person's needs and motives were established from birth. On the one hand, theorists agreed that human needs are different from those of animals. On the other hand, no one could intelligibly explain what is the essence of this difference and what expresses the "humanity" of human needs as opposed to the "animality" of animal needs.

The meaning of the inconsistency of the thesis about the "innateness" of human needs is that if one adheres to the point of view of the innateness of human nature, then the only possible answer will be the assertion that all the properties of the human psyche, including his motives and needs, which make him " Homo sapiens” are written in his genetic code. Thus, any child must always and inevitably become intelligent during development. However, examples of real "Mowgli children" showed that this does not happen. A human child raised by an animal, for all its outward resemblance to its biological counterparts, not only does not become intelligent, but is not even able to master upright walking. Thus, the "intelligence" of a person is not hidden in his gene code.

Domestic psychologists came to the conclusion that heredity and environment are only prerequisites, i.e. initial foundations, on which then, thanks to the action of some key phenomena, the building of “reasonable man” is built. This phenomenon was called objective activity.

On the one hand, it is obvious that without the presence of an appropriate structure of the body, brain, central system, as well as without human society, a person cannot take place as a rational being. On the other hand, these components will "work" only when they manifest themselves in a special kind of human activity - objective activity.

The child cognizes the world and masters those main achievements that humanity has accumulated before his birth, “by himself”, in the process of his life. Neither the oral nor the written transmission of information from parents to children is able to cope with the volume of tasks that the child has to solve throughout his development. Such a huge amount of information accumulated by generations cannot exist in the form of a genetic code, since the diversity of the world is many times greater than the possibilities of coding any, the most complex and perfect code.

Knowledge about the world is encoded and transmitted by a person not in the genetic code, but in the products of his labor. At birth, a child enters the world of not natural, but human objects or, in the terminology of activity theory, objects. Everything that surrounds it is the result and product of the socio-historical development of mankind, the accumulated experience in the safety and suitability of objects. Handling objects - the results of human labor, which involves the simultaneous knowledge of the laws encoded in them, is an objective activity.

The objectivity of activity is expressed in the fact that, interacting with objects as the results of human labor, the child is forced every time to discover for himself the purpose and function of these objects. At the same time, the way to satisfy human needs acquires a “human” character: not directly with teeth or nails, as in animals, but through various auxiliary objects - tools.

Human needs from the early stages of their occurrence are indirect in nature.

1. On a subject that can satisfy them. For example, a person wants chocolate, but chocolate does not exist in nature. It was invented and learned to do by man.

2. By the method of production of this item. If the objects surrounding a person in nature do not exist in their pure form, then there is always a path along which a natural object turns into an object of human labor.

3. According to the way the needs are met. Selecting a satisfying item from a variety of possible items.

Thus, according to the creators of the theory of activity, the need-motivational sphere of a person is not innate, predetermined or encoded in the genetic code of the hierarchy of needs. Since the person is open system, i.e. system, which for its reproduction needs to interact with the environment, then only the mechanism of the need for objects of the surrounding world, with the help of which a person can live and develop, is innate.

A person has no restrictions on the set of needs. The richer the external environment and the wider the range of opportunities to meet needs, the richer the set of needs of each person. The socio-historical nature of the development of mankind has led to the emergence of specifically human needs: in addition to biological needs, a person also has social and spiritual needs. Spiritual and social needs have a special human nature and are born in the process of communication and interaction of people with each other.

The process of generating new needs is reflected in the phenomenon of the absence of a saturation threshold, which is taken into account when developing remuneration programs in personnel management. The point is that the complete satisfaction of human needs is impossible. When a certain need is satisfied, a new one comes in its place, which allows a person's activity not to stop for a minute.

The very process of modifying objects can stand out as a separate independent need. For example, cooking is the process of cooking elevated to the rank of art. By correctly choosing the characteristics of labor, it is possible to ensure that a person works for the sake of the labor process as such.

The connection between need and motive lies in the fact that in the course of search activity, a meeting of a need with an object that satisfies it takes place. In the process of the first act of satisfying some need in life, the process of objectification of this need takes place. Now the objectified need has become "occupied", i.e. from now on, she will be satisfied only with a specific subject, the very one that satisfied her for the first time.

Isolation of the phase of the existence of a need, when the state of discomfort has already manifested itself, but the need does not yet have a vector, i.e. rigid connection with the subject that satisfies it, has a huge practical value for the practice of personnel management. Since new unoccupied needs appear in a person throughout his life, you can try to take control of the process of objectifying them, offering at the right time those items that are hypothetically able to satisfy a certain need and at the same time direct the person in the right direction.

In management, this phenomenon is manifested in the policies of organizations to preferentially hire graduates of educational institutions as opposed to applicants with work experience.

In the theory of activity, a motive is an object that induces and determines the choice of the direction of activity, for the sake of which it is carried out. A motive is a conscious or unconscious reason underlying the choice of actions and actions of a person. A motive is an incentive to activities related to satisfying the needs of the subject.

The formation of motives in the theory of activity occurs due to the fact that new needs, and after them new motives, arise in a person throughout his life, the motivational sphere of a person is constantly updated and expanded. However, when there is a conflict of motives, a person is faced with the need to make a choice, i.e. give preference to some motive to the detriment of the others, postponing the achievement of less important motives for him until later. Each choice is not instantaneous. Most likely, the next time, faced with a conflict of similar motives, a person will repeat the choice that he had previously made. Thus, a rather stable hierarchy of motives is born. From this, it is concluded that, firstly, motives are subordinate, and secondly, human activity is polymotivated, i.e. the same action can serve to satisfy different motives and, conversely, different motives can trigger the same action.

The polymotivation of human activity suggests that the motives themselves enter into some relationship or subordination among themselves. If there were no subordination, then a person simply could not make a choice between opportunities that are equally attractive and significant.

The process of subordination of motives in the theory of activity is revealed in a fundamentally different way than in the theory of the hierarchy of needs by A. Maslow. Maslow described the hierarchy of needs as a kind of unchanging construct that has the same structure for all people and is actually embedded in human nature from birth. In the theory of activity, the subordination of motives is considered as an individualized dramatic process. permanent choice which a person realizes in his development.

When a person makes a choice under the influence of different motives, a “personality knot” is formed in a person. The choice made becomes the personal property of a person: once in a similar situation, he will no longer have to make a choice again, because the choice that has already been made begins to influence the new situation and gives it a familiar sound. Thus, an individual coordinate system is gradually taking shape, which is commonly called the “value system”, and in some cases, the “worldview” of a person.

The presence of these "nodes", i.e. accepted made elections helps to form a new quality - an independent personality. Personality subsequently mediates between influences environment and society and human actions.

Thus, despite the fact that personnel management is dominated by the concepts of motivation, formulated mainly in the framework of foreign schools of psychology, domestic psychologists significantly anticipated or surpassed similar studies of Western colleagues.

Chapter 1 Conclusions:

1. Of course, labor efficiency depends not only on motivation. Countless other factors, such as personal knowledge and skills, the nature of tasks, the management style adopted, and the organizational climate, all contribute to the results people achieve.

Key Features motivation is that it determines the degree to which a person is willing to apply his knowledge and skills for the benefit of others and, moreover, to overcome obstacles and difficulties during his actions.

2. According to the classification of the German scientist Christian Scholz, the main classical (foreign) theories are divided into three main types according to the subject of analysis: 1) theories based on a specific picture of an employee - a person; 2) intrapersonal theories; 3) procedural theories.

Theories of motivation, which are based on a specific image of the employee and intrapersonal theories, are united by the fact that they are based on certain ideas about the personality, its attitude to work. Process theories, on the other hand, consider motivation as the result of the interaction of a person with diverse needs and values ​​with the environment. Employee motivation depends on the perception and evaluation of a number of parameters of the situation.

3. Prior to the work of Soviet psychologists, it was assumed by default that a person's needs and motives were established from birth. On the one hand, theorists agreed that human needs are different from those of animals. On the other hand, no one could intelligibly explain what is the essence of this difference and what expresses the "humanity" of human needs as opposed to the "animality" of animal needs.

Appeal to the concept of "objective activity" allowed Soviet psychologists to formulate the basic laws of the emergence, development and change of human motives, to explain the nature of "humanity" and to challenge the thesis of "innate" human needs.

Organizational success and high labor motivation of personnel- are closely interconnected. In order for the company to be successful, it is necessary to set up employees to perform their duties with high returns, with enthusiasm, to interest all members of the organization in achieving end result so that everyone strives to contribute to achieving the goal. Therefore, managers and researchers involved in management are very interested in studying how motivation and stimulation of work activity affect the success of an organization. However, it is impossible to say with full confidence that the result of the work and the behavior of the staff is their motivation, although its role is very large.

What is the essence of labor motivation

Enterprise management (management) is a process that allows you to plan, organize, motivate and control people to form and achieve the goals of the organization.

The best workers are enterprising employees. They are full of new ideas, they are ready to work hard and take responsibility. But they are also the most dangerous - sooner or later they decide to work for themselves. At best, they will simply leave and create their own business, at worst, they will take your information, a pool of customers and become competitors.

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Motivation- one of the main functions of the activity of any manager, which allows to influence the personnel of the enterprise.

Motivation function is as follows: to influence the working personnel of the enterprise, encouraging him to efficient work, methods of individual and collective incentives and with the help of public influence. Such motivation of the labor activity of personnel has a positive effect on the management system of an organization or enterprise, activating and improving the work of management subjects.

Essence of motivation characterized by the fact that the staff of the company, given the accepted management decisions performs its work in accordance with the rights and obligations granted to it.

When planning and organizing the work of the staff, the head decides what tasks should be performed by the organization he leads, and who, in what time frame, will deal with certain issues. With an effective choice of solutions, the manager, with the help of labor motivation of employees, can realize their potential.

the main task system of labor motivation is to teach employees to own their own labor force, and not just to be the owners of the means of production.

By learning to put into practice the basic principles of motivation, managers can turn their decisions into action. Because people working for modern enterprises, much more educated than before, then the motivation and stimulation of the labor activity of the staff becomes more complicated. Usually the effectiveness of motivation, along with other problems in leadership, is interconnected with a specific situation.

As a rule, all conscious human behavior is motivated and created by specific causes. The main task of the manager is to determine the needs and motivation of the labor behavior of employees in order to complete the task. This is the essence of work motivation.

The interaction of various external and internal motivating forces determine labor behavior. Ideals, motives, value orientations, interests, aspirations, needs, desires, values ​​- internal motivating forces. All of these components make up the process of motivating work activity.

The ability to understand the psychological patterns and key principles that form the basis of labor motivation play an important role in studying human behavior at work and building a system of motivation for the work of the team.

These key principles include:

• the principle of justice;
• polymotivation of labor behavior;
• hierarchical organization of motives;
• reinforcement principle.

An increased motivating effect on the work environment contributes to targeted work on such directions:

• system of material incentives;
• change in work schedule;
• moral stimulation;
• motivation through goal setting;
• motivation of employees through the organization of work;
• informing employees.

The characteristics of the work performed, as well as moral and monetary (traditional) incentives, affect the motivation of the labor activity of employees. A special impact on the labor motivation of employees is created by such the characteristics of their work, how:

• Feedback;
• autonomy granted to the performer;
• completion of tasks performed by the employee;
• importance, significance, responsibility of tasks;
• different skills needed to get the job done.

Among the main problems of economics, psychology and management, as before, there is the problem of labor motivation.

To understand this phenomenon, there is no clear, holistic picture, since a wide variety of studies and theories that study motivation are to some extent one-sided and fragmented. At the present time, a huge number of conflicting theories are being developed to explain why a person chooses certain actions that he performs and adheres to them; why a number of people with stronger motivation than others become successful where individuals with the same abilities and opportunities fail.

• Motivation of car service workers, in which mechanics act like businessmen

The main problems of labor motivation

Firstly, and there is no common opinion to define motivation as a separate element and part of labor. The concept of motivation has as many definitions as the researchers involved in this issue.

Secondly, difficulties in studying labor motivation are created by the very specifics of labor activity. In one case, labor acts as a need and a driving force, one of the factors of human development. In another case, labor appears as an activity that makes a person avoid tension: mental and physical stress and energy expenditure.

Thirdly, until recently, mainly economists and psychologists were closely involved in the study of motivation. That is why a common understanding of labor motivation has not yet been found.

CEO speaking

Valentin Karpunin, General Director of OOO Kargopolskoye Moloko, Arkhangelsk Region.

All people are different: someone works worse, someone works better, someone is less disciplined, someone more. It is necessary to develop such a system of labor motivation of personnel, in which each employee will know what he is paid money for. A huge role is given to the level of pay, and he, in turn, must exclude "left" earnings and work at half strength. You should also pay attention to good living conditions labor - to create a rest room, locker rooms, showers.

The above provisions are fully reflected in the new collective agreement, approved, about ten months ago, at our facility. I am pleased with the results of this innovation. The provisions of the contract were discussed with the workers, the trade union and the management at the general meeting team. According to the new agreement, all personnel know the procedure and amount of bonus payment for each category of employees. Everyone - from the director to the worker - understands for what and by how much the bonus can be increased or reduced, as well as the parameters for evaluating their work. For example, the foreman evaluates the discipline of the workers of a certain workshop, their implementation of the plan and their attitude to work.

The main types of motives and labor motivation

A motive is a state of readiness, predisposition, inclination of a person to perform actions in one way or another. personal meaning labor situation depends on motives.

Types of motives:

1. Brake motives (warn against certain actions).
2. Judgment motives (openly recognized, proclaimed, explain their behavior to themselves and others).
3. Motivation motives (real, true motives that activate the individual for action).

Motivation- a process in which external and internal motivating forces are activated that form behavior, reflecting the complex relationship between internal mental behavior and the state, external factors.

The means of external motivation (encouragement or punishment, the threat coming from the management) are used in enterprises with directive management, while the means of internal motivation (employee goals, interests, desires) are used in enterprises with advisory management.

The motives of work are divided into biological and social.

biological motives- correlate with thirst, sleep, hunger, sex, etc., that is, physiological needs and urges. For example, in order to satisfy the feeling of hunger, a person needs to perform some actions (catch fish, collect fruits, earn money in other ways and buy food with them). However, he is initially under the influence of a biological motive.

The social ones include:

1. The motive of competitiveness is laid genetically in every person. It is the basis of labor motivation of the organization.
2. The need to be in a team or collectivism (inherent in the Japanese style of personnel management, although in Russia it has a strong position).
3. The motive of independence is characteristic of workers who are ready to sacrifice high wages and stability for the goal of having their own business and being its owner.
4. Self-expression (personal self-affirmation) is inherent in a large number of employees, mainly at a young or mature age.
5. The motive of stability (reliability) is opposite to the motive of independence.
6. The motive of justice stretches throughout the history of civilization. Neglect of justice ends with demotivation.
7. The motive for acquiring new things (things, knowledge) forms the basis of marketing, is popular among manufacturers of new services and goods.

Current motivation is a definition of tactics of behavior, that is, a reflection of the motives of the near future.

The efficiency of a person's labor, his labor activity largely depend on the prospects of motivation. With the help of long-term motivation, the employee learns to overcome obstacles and difficulties in work, because the present helps him in achieving long-term goals. With the constant use of current motivation, the slightest failure reduces labor activity.

If an employee presents further tasks and directions for the development of his enterprise, then this will be considered a promising motivation. In this way he can plan his future. That is why it is extremely important to create a forecast of the socio-economic development of an enterprise according to the following parameters: introduce new technologies, new forms of organization of labor activity, replace old ones with new professions, calculate the dynamics of profits and staff wages. Such a forecast should be carried out with the help of economic, technological and social services. For example, the scientific and technical process is carried out with the help of strategic labor motivation. A combination of current and prospective motivation plays an important role.

Exists three types of labor motivation: direct, indirect, incentive.

Direct motivation creates interest in work and its results. Factors of direct motivation are the self-realization of the individual in work, a sense of responsibility, the content of work, awareness of one's social achievements, recognition of them among others. Activities based on such motives bring satisfaction. The worker works not only for the purpose of getting his earnings. He is interested in the creative process, the content of the work itself. Therefore, the work of such subordinates does not require special control.

indirect motivation carries a material interest. Factors of indirect motivation are the level of tension of labor standards, product prices, forms of remuneration, inflation rate. Thus, labor is represented by an instrumental value and with its help it is possible to exchange produced goods and services.

Incentive motivation based on fear and responsibility. Factors incentive motivation is power, the unemployment rate and the lack of a guarantee to maintain one's own workplace, social tension, uncertainty about the future.

The motivation of the organization's labor activity is represented by a system that includes value orientations and attitudes, needs, interests, motives, and the motivational structure of behavior. In a simplified model of behavior motivation through consumption, one can see the following chain: needs - motives (or motives) - action (behavior) - result (partial satisfaction, satisfaction or lack of satisfaction of needs).

• Motivation of medical personnel, tested in Russian realities

Practitioner tells

Konstantin Melnikov, Head of Human Resources at 1C:VDGB, Moscow

Companies need to conduct regular internal surveys. On the one hand, they provide valuable information, and on the other hand, surveys serve as a motivating factor. Asking the opinion of employees, management shows the attitude and interest in the problems of the staff.

For example, to conduct a survey of workers in an anonymous way. This will allow them to evaluate the work of managers, their fairness, accessibility, courtesy. So, you, as the main link, will show how interested you are in creating all the conditions for effective work personnel.

When choosing an incentive for your company, you must first try it out for yourself: Is it interesting for me (important, necessary)? Otherwise, a situation will be created in which you, like a waiter in a bad restaurant, will offer a treat that you have smelled but not tasted.

What are the principles of labor motivation to organize the work of the company

To ensure a high level of labor motivation and improve performance, it is necessary to formulate several features in connection with which work is organized and which can be identified using knowledge of the relationship between the characteristics of the work performed, labor motivation, and labor behavior of employees.

Principle 1. Consolidation of tasks.

With this principle, all work (for example, the production of a certain product) is assigned to one worker and the task is not divided among other members of the team. This allows for the development of greater skills and greater integrity (completion) of the task.

Principle 2. Completeness and integrity of work assignments.

This principle allows the performer to perform part of the volume of his tasks from the very beginning to the end. For example, the typist must type the entire report herself, and not distribute it piece by piece to other typists. Thanks to such an organization of work, responsibility increases, meaningfulness and awareness of the importance of the work done comes.

Principle 3. Establishing relationships with consumers.

In this case, the employee, entering into direct contact with the consumer of the results of his labor services, not only provides feedback, but also increases the degree of independence of the specialist, expands his range of skills. For example, an auto mechanic, in addition to repairing cars, can agree on repair conditions with car owners and order, purchase the required components or parts.

Principle 4. Delegation of powers.

The manager, transferring responsibility and control over the work to a subordinate, strengthens the independence of the staff and helps to increase labor motivation.

Principle 5. Establishing feedback.

There are a huge number of feedback channels through which employees can communicate with higher management. The more such methods are involved, the better for the performer to present the result of his work and the higher the motivation for the labor process.

Principles of motivation in management practice

1. Treat your subordinates as individuals. Many employees are positive about the fact that their opinions and the opportunity to express their ideas to management are taken into account. This helps to increase the self-esteem of the working staff, a sense of their own importance and creates the development of labor motivation.
2. Be sincere, thanking subordinates. Praise, said without sincerity, will be immediately noticeable and will not give good results in work, when sincere, on the contrary, will serve as a powerful tool in managing the labor motivation of staff. Only one rule applies here: be fair and sincere when praising your employees.
3. Involve subordinates to actively participate in the affairs of the organization. A smart leader welcomes when staff are involved in setting goals and setting work standards. Employees who take part in the work motivation of staff incentives work hard to achieve success, as these are programs developed with their active participation.
4. Make work interesting. Despite the fact that employees are satisfied with their organization, colleagues, working conditions, they often lose interest in work due to monotony and monotony. For this, it is necessary to ensure that the work is interesting and varied. In such cases, enrichment, expansion of labor, delegation of authority can be used.
5. Encourage collaboration and group work. Encouraging group work has a positive effect on the team and allows you to cooperate with each other with greater impact. This strengthens the team spirit and contributes to the formation of labor motivation in the organization.
6. Give employees the opportunity to grow. Take a sincere interest in the growth and progress of your employees. It is necessary to give employees more complex work, send them to study, improve their skills, delegate more responsibility to the employee for the performance of certain work. By purchasing professional growth, the employee begins to enjoy work and develop methods of labor motivation himself.
7. Set realistic goals for yourself and others - real and interesting, challenging enough.
8. Give regular feedback to your work team about their work, progress, and problems that have arisen. Feedback improves the management of work motivation.
9. Communicate more often with the working staff, explain what plans need to be implemented and why. Open communication increases mutual understanding and trust between the employee and the manager.
10. Give your subordinates support when they need it. Thus, the level of cooperation between the manager and the employee increases, labor motivation increases.
11. Make sure employees understand how their work relates to meeting their needs and achieving their personal goals. When employees realize that by achieving the goals of the organization and the unit, they can achieve their own, then their levels of work motivation increase.
12. Determine the rewards that are meaningful to each subordinate. It is more convenient to manage labor motivation when you know what types of incentives are most interesting for employees.
13. Link rewards to results. Employees are much more motivated when they clearly understand what is required of them in order to receive a reward.
14. Organizations usually get what they encourage. Motivation should be built in such a way as to cause the necessary types of behavior, to initiate.
15. Not all employees should be encouraged equally. Any reward is based on the results of the work and contributes to the effective reinforcement of behavior. By encouraging all employees equally, it is possible to create a situation in which average and poor employees will be stimulated, and the best working link will be ignored.
16. Lack of response can also affect the motivation of subordinates. Having studied the factors of labor motivation of subordinates, managers are able to influence them. For example, leaving a distinguished worker unattended, you can lose his zeal to achieve better results.

How to develop an effective system of labor motivation at the enterprise

When developing a motivation system, the General Director must take into account the needs of the working class, and not just the personnel service. The feedback system depends on how well you have identified their needs. AT small company easier to consider the wishes of each. Large enterprises in this regard, it is more difficult, since the staff is too large.

As a rule, the personnel service is engaged in the system of development and implementation of motivation. In the absence of such a department in the company, this work is entrusted to a marketer or you can ask for help from a consulting company. Regardless of the option chosen, it is required that the heads of departments remain involved in the process. The motivational system is developed in several stages.

Stage 1. Preparatory work

The CEO must inform his staff about planned activities. In case of big company, reporting information about planned events is handled by the PR director or the HR director.

Stage 2. Personnel study

Ask the Human Resources department to provide a report by class of worker. With the help of such a document, a common vision of the team is created: specialization, education, age groups, work experience. In addition, it is required to separate units aimed at maintaining daily work and striving to achieve results.

Stage 3. Analysis of motivation systems of other companies

This stage identifies salaries and compensation packages from partners and competitors in approximately the same categories. Based on the analysis carried out, the incentives that are appropriate for your campaign are compiled. However, do not forget to take into account how each department works.

Stage 4. Survey of employees and creation of a motivation system

At this stage, employees are interviewed, for example, using a questionnaire (preferably anonymous). Ask them to rank the incentives you gave in terms of value. It is recommended to mark the questionnaires sent to different departments with special invisible signs, so that later it is easier to process the statistics.

Based on the data received, the CEO and the head of the human resources department develop the basics of work motivation that will be applied in their company.

Stage 5. Informing the staff

Before introducing a new motivation system, it is required to inform the work team about the upcoming changes. Otherwise, subordinates will lose confidence in you.

Reassessment of the motivation system

Each motivational system is interconnected with the goals of the campaign. That is why different stages of company development are characterized by the effectiveness of a certain motivational system. So, we can say that the incentives introduced in the company will be stable in their results. This suggests that every six months it is required to conduct a survey and investigate the degree of satisfaction of employees with the new motivation system.

When working with a team, it is better to maintain an open information policy. For example, allow employees to leave feedback on the service received. You can create a special place (box) where employees can put their wishes. You can conduct a sociological survey in the same form. It should be understood that this method gives only average indicators of satisfaction. Having analyzed problematic incentives, it is possible to develop other motivation options.

Practitioner tells

Natalia Orlova, Head training center NutUniversity of the Moscow Nut Company, Moscow.

Set hard deadlines for one or the other motivational tool. In the case when incentives do not justify themselves, they should be abandoned. In addition, employees should not have to guess about experiments with a motivational package. It is only required to notify them about the timing of the new introduction of motivational tools. If the motivational system performs well, then it will be possible to think about its extension.

What mistakes should be avoided when organizing labor motivation of employees

Getting Started new job, the employee, as a rule, has a strong motivation. Many specialists perceive this as a challenge, an opportunity to learn something, new obstacles and tasks. But, over time, the motivation of the worker falls. What is it connected with?

Mistake 1. The bonus scheme is not related to the goals of the company

As a rule, employees do not fully understand what they are rewarded for, they are given bonuses, and this demotivates them the most. Also, management often likes to set inflated goals. The manager believes that by doing so, they are motivated to work more efficiently. But, the team, realizing the high requirements, almost unattainable, prefers not to make additional efforts to achieve them.

1. The Board of Directors determines the goals of the company for a certain period of time.
2. Goals are reported to the CEO, he reports them to the vice president, and so on. Thus, the ultimate global goal diverges into subgoals performed by employees. Only corporate goals remain unchanged.
3. Having defined the subgoals, the period for their achievement is set. It is recommended to develop a methodology and criteria to evaluate the quality of the work performed.

Mistake 2. There is no connection between motivation and life cycle companies

In most cases, the management does not change in the next stages, the proportions of the salary-remuneration scheme that were adopted in the development stage. For example, one of the companies was engaged in the sale of expensive furniture. Sales managers received a small salary and percentage. At first, it was difficult to convince the buyer to buy expensive furniture, but taking into account the marginal difference, managers received high salary. After three years, when the company had loyal customers and the level of sales stabilized, there was a slowdown in the growth trend. But there was a pleasant payment of the labor system. Employees began to notice a decline in their earnings and several high-value managers left the campaign.

Recommendations. Once every six months, conduct an assessment of competitors and internal research in the company to identify satisfaction with the proposed motivational system. In the case when the symbols are not justified, they must be abandoned.

Mistake 3. Employees do not participate in the development of motivation schemes

In companies, they usually study the opinion of employees using questionnaires, surveys, and informal conversations. But, often, the real needs of the working class are not taken into account. In one company, a manager was allowed to use a branded car for personal use as an intangible bonus. However, he decided to refuse, not wanting to drive a car with visible advertising. This situation happened due to the fact that management did not take into account the real needs of employees.

Mistake 4. The motivation system is implemented without taking into account financial condition enterprises

Employees of the travel company received news from their management about the payment of additional bonuses. However, the General Director forgot to take into account that during this time period there is a payment for the leased land for the construction of a tourist base and a bank loan for the lease of this land. Thus, the manager was unable to pay not only bonuses, but also delayed part of the salary. As a result, after a while, the only worker remained in the company: the General Director and the owner of the enterprise are one and the same person.

Recommendations. In order not to repeat the above situation, you need to consult with your financial director and weigh all the risks. With insufficient financial reserves, it is possible to carry out an intangible system of staff incentives.

Mistake 5. Focusing only on average wages by industry, region

External factors are also involved in the wage scheme. Most companies use the average wages in the region for a particular industry and develop similar incentive systems for employees.

Recommendations. To make the company attractive to employees, take into account regional peculiarities and pay more than competitors or develop a system that will not have staff turnover. For example, one organization, located far from the district center, having a low level of salaries, organized a competition for the position of a programmer serving. In return, an apartment was offered, which the employee would receive after working for three years at the enterprise.

Mistake 6. Implementation new system motivation without explanation

The success of an enterprise directly depends on how employees perceive new changes. It is required to prepare the team for changes in advance and explain about their need. All staff must clearly understand the system of remuneration of the team. So you will have a trusting relationship with the staff.

Motivation can influence the organizational model of behavior, be one of the essential elements of the company and convince management to take into account the requirements of employees. Motivation combines the understanding of employees' motivations and identification. Management consolidates the positive actions of employees aimed at achieving the goals of the enterprise. Thus, employees will see clear and precise goals and the degree of their motivation will increase significantly.

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The term "motivation" (motive - from the Latin moveo - "I move") was first used by A. Schopenhauer in the article "Four principles of sufficient reason" (1900-1910). In the broadest sense, motivation is everything that causes a person to be active: his needs, instincts, drives, emotions, attitudes, ideals, etc. Pryazhnikov N.S. Motivation of labor activity. - M., 2008.- S. 7.

In the context of personnel management, motivation can be defined as follows: "this is the process of motivating oneself and others to act in order to achieve the personal goals of the organization." Meskon M.Kh. etc. Fundamentals of management. M., 1992.- S. 359.

On the basis of empirical research, several concepts have been developed that describe the factors that influence motivation and the content of the motivation process. Theories of motivation in management are usually divided into two categories. large groups: on procedural theories, and on substantive ones. Content theories are based on "the identification of those internal urges (called needs) that make people act in this way and not otherwise." in the same place - S. 262. Among them, scientists include the theory of needs by A. Maslow, the theory of need for achievements by D. McClelland, the two-factor theory by F. Herzberg and the theory by K. Alderfer. Let's take a closer look at these theories.

Abraham Maslow was one of the first scientists from whose work leaders learned about the complexity of human needs and their impact on motivation. He belonged to the behaviorist school, which influenced the direction of the concept.

A. Maslow identified five levels of the system of needs:

The first level is physiological needs that ensure human survival (food, sleep, microclimate, etc.);

The second level is the need for security and confidence in the future;

The third level is social needs, a person's desire for love, communication;

The fourth level is the need for respect and self-respect, social vocation, recognition of oneself as an accomplished person;

The fifth (highest) level is the need for self-expression, for development

abilities, realization of creative possibilities in activity.

A. Maslow assumed that the development of the personality can be restrained by the predominance of the needs of the third, fourth levels. And only under the condition of creating opportunities for the realization of lower needs, the needs of higher levels become relevant. Maslow A. Self-actualization // Psychology of personality: texts / ed. Yu.B. Gippenreiter, A.A. Bubble. - M., 1982. But his follower M.Kh. Mescon did not agree with this assumption: "people they begin to look for their place in a certain community long before their safety needs are met or their physiological needs are fully satisfied” Meskon M.Kh. etc. Fundamentals of Management - M., 1992, S.267.

The ideas of A. Maslow were successfully used in the practice of management. Recommendations were created for managers to meet the needs of the first and second levels (creation of a convenient, comfortable, rationally organized workplace, legal guarantees, wage etc.).

Relevant recommendations were also given to meet the needs of higher levels. Meskon M.Kh. etc. Fundamentals of Management - M., 1992.

It should be noted that A. Maslow's theory is one of the most famous. But, despite its important contribution to the humanization of the principles of scientific management, it is subject to numerous criticisms. Noskova O.G. Labor Psychology - M., 2004. It was noted that the theory does not take into account the individual differences of people: after all, each person has his own prevailing needs. It was also pointed out that needs do not always form exactly the hierarchy that A. Maslow outlined. Finally, the postulate that satisfied

worker - a good worker is also questioned.

And yet, the undoubted merit of A. Maslow is that he pushed many scientists to look for new approaches in explaining the motivation of work.

Following A. Maslow, who created his theory in the 40s of the twentieth century, in the early 1950s, D. McCleland and his colleagues began to actively study motivation. According to their ideas, to understand the types of labor behavior of people, it is enough to characterize three types of needs and their corresponding motives: the need for achievements, the need for group membership, and the need for power. D. McCleland argued that a person has all three types of needs in different proportions. He also determined that people can consciously change these proportions, i.e. change the importance of their needs, motives. Noskova O.G. Psychology of work - M., 2004.

Within the framework of this theory, special training procedures were developed that contributed to the strengthening of certain motives.

Scientists note that "the theory of the need to achieve D. McClelland has a great practical use in real working conditions". ShultzD., Shultz S. Psychology and work. - St. Petersburg, 2003, p.279. But, at the same time, there are problems in this theory that still need to be investigated. Noskova O.G. Psychology of work - M., 2004.

The two-factor theory of work motivation by F. Herzberg is a development of A. Maslow's ideas about needs and their realization in work. As part of the work carried out, two groups of labor factors were identified: motivators proper, which more often encourage people to work intensively (these needs are close to the need for self-actualization (according to A. Maslow)), and “hygienic factors”, which create a pleasant working atmosphere. They correspond to physiological needs according to the theory of A. Maslow. Meskon M.Kh. etc. Fundamentals of management. M., 1992.-

F. Herzberg confirmed the position that motivation is associated with the very nature of the work. They proposed ideas for designing the content of labor in order to make labor itself the main way to develop human abilities (“enriching the content of work”). Shultz D., Shultz S. Psychology and work. - St. Petersburg: Peter, 2003.

Criticism of this concept is based on the fact that its scientific validity is low, since the data was obtained as a result of a survey of 400 employees of a paint and varnish company. And this does not allow us to consider it universal.

But, despite the shortcomings of this theory, it served as an impetus for many leaders and managers in terms of refining and strengthening the motivation of staff work. Ibid

Let's move on to the consideration of the theory of motivation (ERG) by K. Alderfer. Some scientists consider it as a variant of the development of A. Maslow's ideas. K. Alderfer suggested that there are three basic needs:

1) the needs associated with existence;

2) the need to communicate with other people;

3) growth needs.

The difference with A. Maslow's theory is that these basic needs are not interconnected by a hierarchical relationship and all these needs can affect us simultaneously. At the same time, if some need is not fully satisfied, it is quite possible to switch to other needs. Thus, different needs can, as it were, compensate for each other.

It should be noted that this theory, in contrast to the theory of motivation by A. Maslow, takes into account the individual characteristics of people to a greater extent.

In general, from content theories, the following conclusion can be drawn: each of the above theories tries to apply a universal approach to any person in any organization. But the application of any theoretical development in practice requires studying not only the external environment on the basis of which it will be deployed, but also the internal environment, that is, the person himself. To avoid the inferiority of each theory, leaders should be familiar with these substantive theories of motivation and apply them based on their experience and heuristics.

Next, we turn to the consideration of the main procedural theories. They analyze how a person distributes efforts to achieve various goals and how he chooses a particular type of behavior. Process theories do not dispute the existence of needs, but believe that people's behavior is determined not only by them.

According to process theories, the behavior of an individual is also a function of his perceptions and expectations associated with a given situation, and the possible consequences of the type of behavior they have chosen. Meskon M.Kh., Albert M., Hedourn F. Fundamentals of Management. - M., 1992. These include: the expectation theory of V. Vroom, the theory of justice of J. Adams, the model of L. Porter - E. Lawler, the theory of reinforcement of motives of K. Hull, the target theory of expectations of E. Locke and the theory of behavior modification by S. Latens and R. Kreitner. Zankovsky A.N. Organizational psychology. - M., 2000.

The expectation theory of V. Vroom is based on the fact that “the presence of an active need is not the only necessary condition motivation of a person to achieve a certain goal. A person must also hope that the chosen type of behavior will really lead to satisfaction or the acquisition of the desired. Meskon M.Kh. Fundamentals of management. M. 1992. S. 377

1) employees must decide whether they are ready to behave in a certain way so that the probability of achieving a certain result (the probability that their expectations will be met) is high enough;

2) employees must determine whether this result will lead to the achievement of other results;

3) employees must decide whether such results are valuable enough for them to become motivators of certain behavior (valency). ShultzD., Shultz S. Psychology and work. - St. Petersburg, 2003.

It should be noted that W. Vroom additionally took into account the fact that for different people the psychological value (valency) of the expected reward will be different. He proposed a formula by which one can calculate the strength of the motivation of labor activity. Meskon M.Kh. Fundamentals of management. M. 1992. S. 377

The literature indicates the following important point of this theory: the result of an activity may not fully satisfy a person, however, it is the level of expectations that is the driving factor in the willingness to make every effort to achieve the desired result. ShultzD., Shultz S. Psychology and work. - St. Petersburg, 2003

This theory has found wide application in human resource management to motivate a person for a certain activity through a reward that is meaningful to him.

Consider the theory of justice by J. Stacy Adams, which also belongs to the process theories of motivation. It gives us another explanation of how people allocate and direct their efforts towards achieving their goals.

The author of this theory proceeded from the fact that motivation depends on how fair the attitude towards us at work seems to us. The concept of justice is based on our assessment of our own work (contribution) and the result (remuneration) that we receive for our contribution. In particular, if a person considers himself underestimated, he may reduce the productivity of his work and will take any action to restore justice.

The followers of J. Stacy Adams were working in the field of the individual attitude of the individual to justice or injustice. Three response patterns were proposed, which were determined by the personal qualities of individuals. ShultzD., Shultz S. Psychology and work. - St. Petersburg, 2003

This theory is classified as "utopian" due to the fact that the principle of justice is not fully implemented in practice. There are also many ambiguities with the methods of forming employees' sense of justice in the organization, due to the individual perception of justice in people. Pryazhnikov N.S. Motivation of labor activity. - M., 2008.

More productive and significant in terms of labor motivation is the model of L. Porter - E. Lawler.

This model includes elements of expectation theory and equity theory. Five variables appear in this model: effort expended, perceptions, results obtained, reward, degree of satisfaction. At the same time, the results achieved depend on the efforts, abilities and characteristic features, as well as from the employee's awareness of his role. The level of effort expended will be determined by the value of the reward and the degree of confidence that a given level of effort will in fact entail a well-defined level of reward. Meskon M.Kh., Albert M., Hedourn F. Fundamentals of Management. - M., 1992.

In the theory of L. Porter-E. Lawler establishes a relationship between remuneration and results, i.e. a person satisfies his needs through rewards for the results achieved.

One of the most important conclusions of L. Porter and E. Lawler is that productive work leads to satisfaction (Labor - Results - Satisfaction). This is the exact opposite of what most managers think about it. They are influenced by early theories of human relations, which believed that satisfaction leads to high performance at work (Work - Satisfaction - Results) or, in other words, happier workers work better. L. Porter and E. Lawler, on the contrary, believe that a sense of accomplishment leads to satisfaction and, apparently, contributes to increased productivity.

The conducted studies confirm the point of view of L. Porter and E. Lawler that high performance is the cause of complete satisfaction, and not a consequence of it. Meskon M.Kh., Albert M., Hedourn F. Fundamentals of Management. - M., 1992.

As a result, the model of L. Porter - E. Lawler made a major contribution to the understanding of motivation. She showed, in particular, that motivation is not a simple element in the chain of cause and effect relationships. This model also shows how important it is to combine such concepts as efforts, abilities, results, rewards, satisfaction and perception within a single interconnected system. Ibid

Having considered the main content and process theories of motivation, we can conclude that they all have interesting content and a fairly large field for study, but none of them is absolute for practical application. In addition, none of the theories considers the personality taking into account its current state, including age, capabilities career development, etc.

In Russia, the first scientific attempt to understand the relationship of man to work was the "Program for the study of personality in its relationship to the environment." This work was written by A.F. Lazursky and S.L. Frank in 1912. It was developed in the concept of V.N. Myasishchev "Psychology of relations" in 1960. Pryazhnikov N.S. Motivation of labor activity. - M., 2008. However, the most significant were two research work under the guidance of Professor V.A. Yadov. They were presented in the publications "Man and his work" (1967) and "Self-regulation and prediction of the social behavior of the individual" (1979).

V.A. Yadov called his theory the theory of "the hierarchical structure of personality dispositions". In his first study, he found that "the leading specific factor that determines the attitude of the worker to work as a need of the individual or as a means of subsistence is the content of labor" Zdravomyslov A.G., Yadov V.A. Man and his work in the USSR and after. - M., 2003 ..

In his next work "Self-regulation and prediction of the social behavior of the individual" V.A. Yadov put forward a hypothesis about hierarchical structure dispositions of the personality and its social conditioning. As a result of this study, it was found that it is the orientation of interests that orients people in social reality. It was also highlighted that the formation of a person's value system is due to what kind of activity a person carries out, how it is organized, and its content. Yadov V.A. Self-regulation and prediction of the social behavior of the individual. -L.: Nauka, 1979.

L.S. Vygotsky in his works also did not disregard the problem of determining and motivating human behavior. Yes, in study guide"Pedology of a teenager" (1930-1931), he devotes a large chapter to the question of the essence of interests and their change in adolescence. He believed that the problem of the ratio of drives and interests is the key to understanding the mental development of a teenager, which is primarily due to the evolution of the child's interests and behavior, changes in the structure and direction of his behavior. Vygotsky L.S. Child psychology. Adolescent pedology. T. 4 - M., 1984. Despite some one-sidedness on the issue of interests, undoubtedly positive in his views was the conviction that interests are not skills, as many psychologists believed at that time.

In another work - "History of the development of higher mental functions" - L.S. Vygotsky pays attention to the question of the "struggle of motives". Vygotsky L.S. . History of the development of higher mental functions // Psychological science and education. -1996. -#2. pp. 10-12. One of the first, he began to separate the motive and incentive, spoke of arbitrary motivation.

Also, motivation, from the standpoint of the "set theory", was considered by D.N. Uznadze (1966). Uznadze D.N. Psychological research. - M., 1966 He noted that the source of activity is the need, which he understood very broadly, namely, as something that is necessary for the body, but what it currently does not have.

I believe that A.S. Makarenko. Anton Semenovich in 1927-1935 headed the children's commune named after F.E. Dzerzhinsky. It is known that his work with children and youth in this commune was very effective in terms of labor education and training. Here are a few principles of A.S. Makarenko with children:

1) the active participation of each colonist in public life communes and solving everyday production problems.

2) on the part of the leaders, exceptional respectful treatment of the members of the colony was observed;

3) creating an atmosphere of mutual respect;

4) high responsibility for their area of ​​work.

5) maintaining faith in a better future.

The fifth point is based on the following saying of an outstanding teacher, which can be attributed to the problem of professional motivation of young people: “A person cannot live in the world if he does not have anything joyful ahead. The true stimulus of human life is tomorrow's joy ... " Makarenko A.S. Pedagogical poem.- M .: Young Guard, 1985.- S. 114 ..

Obviously, it is worth paying close attention to the works of A.S. Makarenko, despite the fact that they were somewhat politicized. But this, in principle, is justified by the very political system of the state for that period of time. It is known that after the Second World War this model of organization of production was widespread in Western countries and had a positive effect in terms of personal motivation of employees who were not only employees for wages, but also co-owners.

So, having considered the above theories of motivation, taking into account the exceptional experience in the education and professional motivation of young people of domestic scientists, as well as analyzing the conclusions for each theory, we can say that none is universal, but each contains its own original ideas.

The disadvantages include the fact that none of the theories of motivation has a clear scientific method for determining the application of this concept to a specific situation. Also, these theories do not take into account the features of the current state of the individual (social status, level of needs, features of career growth, etc.). Therefore, the leader must keep in mind that there is no one better way. What turns out to be effective in motivating some people turns out to be completely unimportant for others. Therefore, in order to achieve success in personnel management, the manager must use a set of methods for finding a solution (heuristic approach).

“In order to use human resources effectively, the manager must look for a person for each task whose main motivation corresponds to the characteristics of the task or position.” Zander E. Practice of management. M. 1993. S. 215

The manager, in my opinion, needs to correctly orient the employee to the result in his work, and the employee must also see the consequences of his work for others and be confident in his remuneration. And also, as far as possible, it is necessary to be guided in their work by the principle of justice and contribute to the "enrichment" of the content of labor.

Thus, it must be emphasized that in complex modern conditions, daily and hourly changing situations, the only criterion for making a decision are the motives of the employee's behavior, which are determined "on the shore" by subtle management decisions.